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Federal AviationAdministration

Human Resources ManagementFiscal Year 2012 Business Plan

HQ-121501

FY2012 AHR Business Plan

The Office of Human Resource Management (AHR)supports and advises on the management of FAA's people.AHR's vision is to become a dynamic, streamlined,entrepreneurial enterprise that is our customers' first choiceand a model for others. While responsible for the mostfundamental Human Resource functions, AHR is constantlylooking for ways to improve organizational performanceand customer satisfaction. This involves creatingstreamlined organizational structures and processes,consistent application of personnel policies, ensuring askilled HR workforce, and the development andimplementation of supporting technology. AHR chairs thenewly established FAA Workforce Council, charged withaddressing the myriad of issues impacting the FAAworkforce. Through the Workforce Council, AHR willguide, in collaboration with customers, the agency throughthe development of corporate strategies to ensure HRpolicies, programs and policies support the ever-changingand dynamic workforce of now and into the future.

AHR systems and policies are designed to make the FAAmore effective through stronger leadership, an increasedcommitment of individual employees to organization-widegoals, and a better prepared, trained, and safer workforce.AHR supports the Workplace of Choice area of Destination2025. Implementing President Obama's hiring reformagenda is an AHR-led effort. State-of-the-art recruitmentand marketing programs will be implemented to attract highperforming and highly qualified candidates. Socialnetworking tools will be used to identify, connect andrecruit top talent. Our streamlined end-to-end hiringprocess will allow us to select high-quality candidatesefficiently and quickly. We will maintain an onboardingsolution to help new employees feel welcomed and betterprepared for FAA's fast-paced environment.

One of the key challenges facing FAA is building theworkforce of the future to meet the transition to NextGen.Effecting this transition will involve a systematic approachto getting the right number of people with the right skills,experience and competencies in the right jobs at the righttime. Another challenge is building leadership competencewithin FAA. AHR manages and delivers programs thatbuild leadership capabilities, support professionaldevelopment and promote continuous learning atexecutive, manager and employee levels. Building strongerleadership within the agency helps FAA achieve strategicgoals and manage people and resources effectively whiledriving continuous improvement. Becoming an employer ofchoice is a high priority objective for the Department ofTransportation (DOT) and FAA. HR provided leadership inthe development of the FAA Employee Engagement ActionPlan and other initiatives based on the results from the2008 Federal Human Capital Survey. The action items inthe Plan established much of the groundwork fordeveloping strategies designed to increase positive

responses in the Leadership and Performance Culturecategories. DOT and FAA consider linking employeeperformance to strategic goals a critical step in improvingemployee satisfaction, reducing turnover and attracting ahigh performance workforce.

Without the men and women of FAA, the agency cannotachieve its mission to provide a safe, efficient aerospacesystem for the American public. AHR is the office thatmanages the comprehensive system of policies,procedures and systems necessary for acquiring,developing, and retaining the right people for the right jobat the right time.

Next Level of Safety

Strategic Measure: InformationSystems Security OSIEnsure no cyber security event significantly degrades ordisables a mission-critical FAA system. FY 2012 Target:0

Protect FAA sensitive and individual privacyinformation from unauthorized disclosure.

Strategic Initiative: FAA PrivacyProgram

Strategic Activity: Stabilize InformationAssurance/Privacy OperationsMature the Data Loss Prevention program andreduce the PII vulnerabilities throughout the FAA.

Activity Target 1:Participate in remediation efforts with the Privacyoffice to monitor, track, and report remediation ofpersonally identifiable information (PII)vulnerabilities identified during Data LossPrevention (DLP)/Security scanning to ensurereduction rate occurs within risk defined by theCIO. Interim report dates are January 20, 2012,March 3, 2012, May 12, 2012, July 2, 2012,September 8, 2012. Due September 30, 2012Activity Target 2:: Implement LOB/SO data lifecycle reviews (e.g.reviewing the flow of PII from collection throughdestruction) of functions/sub-functions determinedto be high risk due to a number of criteria includingvolume and sensitivity of PII held. Report status ofmilestone activities to the Privacy office. Interimdates are March 31, 2012, June 30, 2012. DueSeptember 30, 2012

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Activity Target 3:Report status of enterprise activities toReduce/Eliminate Social Security Numbers (SSNs)as detailed in the SSN Reduction/Elimination Plan.Due September 30, 2012

Strategic Activity: Ensure PrivacyProgram ComplianceDevelop Privacy Program plans and controls andassess compliance.

Activity Target 1:Participate in privacy compliance reviews of PIIsystems in accordance with approved plan.Develop a schedule to remediate identifiedvulnerabilities and ensure remediation activitiesare completed according to schedule. ReportLOB/SO progress against schedule monthly to theFAA Privacy Compliance Officer. Due September30, 2012Activity Target 2:Participate in third party privacy controlsevaluations for LOB/SO contractor operatedsystems in accordance with approved plan.Develop a schedule to remediate identifiedvulnerabilities and ensure remediation activitiesare completed according to schedule. Reportprogress against schedule monthly to the FAAPrivacy Compliance Officer. Due September 30,2012Activity Target 3:Complete 100% of all PTAs, PIAs and SORNs asrequired. Ensure PTA/PIA and SORNs arereviewed by the Privacy Office. Due September30, 2012

Aviation Access

Implement and manage Enterprise Architecture andeGov technology insertion to meet FAA, DOT, and OMBrequirements. In FY2012 update and submit the FAAEnterprise Architecture Roadmap to OMB and meet allspecial project IPv6 requirements and targets by August31, 2012.

Core Business Measure:Enterprise Architecture andTechnology Insertion

Promote and manage enterprise architecturedevelopment and governance.

Core Business Initiative: EnterpriseArchitecture Conformance

Core Activity: Enterprise Architecture(EA) ComplianceEnhance the FAA Enterprise Architecture to supportIT Investment Management and Portfolio

Management. Coordinate NAS and Non-NAS EAalignment where possible with common policy,procedures and tools.

Activity Target 1:Provide monthly review of LOB/SO EArepository/compliance questionnaire response andartifacts. Due September 30, 2012Activity Target 2:Provide assistance to load LOB/SO investmentteams EA artifacts in the EA repository at each EAroadmap decision point. Due September 30, 2012

Core Activity: Enterprise Architecture(EA) GovernanceProvide a Non-NAS Governance model andoperational support for the development ofarchitecture, configuration management, ITstandards, and investment artifacts.

Activity Target 1:Provide quarterly status of all investments for JRCprogram review packages at least three weeksprior to JRC schedule. Due September 30, 2012

Workplace of ChoiceThe AHR business plan contains those initiatives andactivities that support the agency's goal of being aworkplace of choice. The core business section of ourrepresents the functional areas of the personnel serviceswe provide to FAA employees.

Strategic Measure: FAA Ratingsby EmployeesThe FAA is rated in the top 25 percent of places to workin the federal government by employees. FY 2012Target: 75%

Enhance employee engagement by enriching theonboarding experience of new hires.

Strategic Initiative: EmployeeEngagement

Strategic Activity: Determining SuccessEstablish the requirements for determining successin achieving this initiative.

Activity Target 1:Identify existing survey questions from the newhire survey from which this metric will becalculated. Due November 15, 2011Activity Target 2:Establish the baseline on which the degree ofimprovement will be calculated. Due December 15,2011Activity Target 3:Provide an update on the Onboarding New Hiresatisfaction score. Due March 31, 2012


Activity Target 4:By the end of FY12, improve the Onboarding NewHire satisfaction score on the New Hire Survey by2% from the baseline of 73%. Due September 30,2012Activity Target 5:Evaluate survey results and makerecommendations for improving the FY 13corporate onboarding program. Due September30, 2012

Strategic Activity: Corporate EmployeeSponsorsImplement a Corporate Employee Sponsor programfor new employees.

Activity Target 1:Launch the Corporate Employee Sponsorprogram. Due July 31, 2012Activity Target 2:Launch Employee Sponsor training course ineLMS. Due December 31, 2011Activity Target 3:Publish an article in FocusFAA announcing theCorporate Employee Sponsor program. Due July31, 2012

Strategic Activity: Corporate EmployeeHandbookDeploy an on-line Corporate Employee Handbook.

Activity Target 1:Develop a Handbook template for LOB/SOs topopulate with LOB/SO-specific organizationalinformation. Due January 31, 2012Activity Target 2:Collect LOB/SO Handbook submissions. DueMarch 31, 2012Activity Target 3:Complete formatting and editing LOB/SOsubmissions. Due May 30, 2012Activity Target 4:Launch the on-line Corporate EmployeeHandbook. Due July 31, 2012

Strategic Activity: FAA Jobs WebsiteRedesign the FAA Jobs Website.

Activity Target 1:Establish a stakeholder workgroup and reviewcontent of current FAA Jobs website. DueDecember 31, 2011Activity Target 2:Develop and review proposed content for pagesfor website. Due March 31, 2012Activity Target 3:Conduct programming and usability test. Due June30, 2012

Activity Target 4:Launch improved Jobs website. Due June 30,2012

Support employee collaboration and innovation byensuring that at least 4 LOB/Sos launch andcommunicate results of an FAA IdeaHub IdeaChallenge.

Strategic Initiative: EnableInnovation and Collaboration

Strategic Activity: FAA Idea ChallengesLaunch, publish and communicate at least one FAAIdea Challenge.

Activity Target 1:Launch one Idea Challenge through IdeaHub DueMarch 31, 2012Activity Target 2:Publish and communicate results of the IdeaChallenge launched by AHR. Due September 30,2012

Enhance the FAA Workforce's access to and usage ofthe Benefits and WorkLife programs.

Strategic Initiative: Benefits andWorklife

Strategic Activity: FAA TeleworkImplement activities designed to increasepercentage of FAA employees participating intelework by 5% over the FY 11 rates by the end ofFY 12.

Activity Target 1:Develop baseline of FAA telework participation byLOB during FY 11. Due December 31, 2011Activity Target 2:Establish a quarterly reporting cycle to the lines ofbusiness and staff offices indicating percentage ofemployees participating in telework during thequarter. Due January 31, 2012Activity Target 3:By the end of the fourth quarter, hold acollaboration session with FAA union leadership toidentify barriers to telework. Due September 30,2012Activity Target 4:Hold 30 collaboration sessions with managers andeligible employees to determine barriers permittingemployees to telework. Due September 30, 2012Activity Target 5:Benchmark other federal agencies to assess bestpractices for increasing telework participation. DueSeptember 30, 2012Activity Target 6:Increase the number of employees who areteleworking for the first time by 10% over the FY11baseline of 3,315. FY12 target: 3,647 teleworkers.OSI Due September 30, 2012


Strategic Activity: TeleworkIncrease awareness and understanding of the FAA'stelework program features.

Activity Target 1:Enhance the current web page anchored to theAHR home page to ensure it contains relevantinformation on the FAA telework program. DueSeptember 30, 2012Activity Target 2:Schedule quarterly information sessions withheadquarters telework coordinators for each line ofbusiness or staff office throughout FY 12. DueSeptember 30, 2012

Strategic Activity: ProcessingRetirement ApplicationsAssist employees with preparing for retirement fromfederal service by processing retirement applicationsaccurately and efficiently. The Benefits OperationsCenter will respond to or acknowledge all customerinquiries within two days of receipt.

Activity Target 1:Establish a baseline for processing 80% ofretirement estimates within 30 days of receipt. DueSeptember 30, 2012Activity Target 2:Analyze the survey results from the FY11 CSRSand FERS retirement seminars and identifyadditional information or tools employees need.Due December 31, 2011Activity Target 3:Develop plans to provide on-site retirementbriefings at least once per quarter beginning nolater than the end of Quarter 2, FY 12. Due March31, 2012Activity Target 4:Process 80% percent of all completed retirementapplications submitted timely, within 14 calendardays prior to the retirement date. Due September30, 2012

Strategic Measure: Financial andHuman Resources ManagementSuccess RateAchieve a 90% success rate in the areas of financialmanagement and human resources management:o Receive annual Unqualified Audits with no materialweaknesses.o Maintain the competitive status of all FAA employeeswithin the federal personnel system.o Improve the ""effective leadership"" index score on theOPM Employee Viewpoint Survey by 8 percent.o Improve the ""talent management"" index score on theOPM Employee Viewpoint Survey by 8 percent.FY 2012 Target: 90%

Improve the Office of Human Resource Managementstaff's delivery of personnel services.

Strategic Initiative: Back to Basics

Strategic Activity: Customer SatisfactionEstablish and track a customer satisfaction score forthe basic functions performed by AHR staff.

Activity Target 1:Determine HR core functions as identified by HRusers and determine a baseline customer servicerating on each core function identified. DueDecember 31, 2011Activity Target 2:Craft and implement enterprise-wide strategies tochronic challenges. Due June 30, 2012Activity Target 3:Assist in improving AHR functional effectivenessby leveraging managers' evaluation of HR (keycustomer and uniquely positioned to evaluate),such as develop self-service tools which candeliver consistent. Due September 30, 2012Activity Target 4:Improve customer satisfaction by 10% on 90% ofthe basic functions performed by AHR. DueSeptember 30, 2012

Strategic Activity: Human CapitalAccountability SystemDevelop, document, and maintain a Human CapitalAccountability System that ensures the agencymaintains a legally defensible and merit-basedpersonnel system by consistently monitoring,assessing, evaluating, and measuring the resultsfrom governing agency policies, programs, systems,and initiatives.

Activity Target 1:Take corrective actions as necessary to addressresults and recommendations from internalaccountability reviews. Due September 30, 2012Activity Target 2:Report at mid-year and year-end to AHR-1 on anyactions taken. Due September 30, 2012

Strategic Activity: OPM InterchangeAgreement OSIAchieve an extension of the interchange agreementwith the Office of Personnel Management (OPM),ensuring compliance with merit system principlesand maintaining the competitive status of all FAAemployees.

Activity Target 1:Achieve approval from OPM for a two-yearextension of the interchange agreement underCivil Service Rule 6.7 between the competitive civilservice and the Federal Aviation Administration.Due January 31, 2012


Create avenues for career growth by developing a self-directed model for professional development.

Strategic Initiative: Career Planning

Strategic Activity: Career DevelopmentModelCreate a career development model and apply it tothe administrative occupation.

Activity Target 1:Establish Administrative Employee Developmentcurriculum. Due Due December 31, 2011Activity Target 2:Interview FAA senior managers and leaders todetermine their views on career development. DueFebruary 29, 2012Activity Target 3:Draft a general model of career development forFAA and a plan for application to theadministrative occupation. . Due May 31, 2012Activity Target 4:Develop a process to communicate, advertise andeducate employees on career developmentofferings. Due July 31, 2012Activity Target 5:Develop a web page in the FAA MyFAA webenvironment for administrative occupation careerdevelopment. Due September 30, 2012Activity Target 6:Conduct a pilot of the self-directed careerdevelopment model in the administrativeoccupation. Due September 30, 2012

Strategic Activity: Career PathingManage the FAA's role in the OneDOT CareerPathing initiative in support of the DOT HumanCapital Plan.

Activity Target 1:Conduct inventory of FAA occupations andanalyze Mission Critical Occupations (MCOs).Due December 31, 2011Activity Target 2:Presentation to AHR Executive ManagementTeam and FAA Learning and DevelopmentCouncil to obtain stakeholder feedback. DueFebruary 28, 2012Activity Target 3:Submit final Career Pathing recommendations toDOT. Due March 28, 2012Activity Target 4:Complete evaluation of data to determineallocation of workforce in relation to MissionCritical Occupations in support of NextGenrequirements. Due March 30, 2012Activity Target 5:Coordinate with DOT the implementation ofapproved Mission Critical Occupations for career

paths. Due September 30, 2012

Strategic Activity: MentoringCoordinate existing formal mentoring programs tohelp facilitate the career development of employees.

Activity Target 1:Identify and quantify existing mentoringopportunities in the agency. Due January 31, 2012Activity Target 2:Coordinate with existing mentoring programs toidentify best practices. Due June 30, 2012Activity Target 3:Provide a communication plan for informingemployees of mentoring opportunities available inthe agency. Due September 30, 2012

Establish and sustain corporate developmentprograms and policies that build leadershipcompetence within the FAA workforce.

Strategic Initiative: LeadershipDevelopment

Strategic Activity: Assess LeadershipSkillsIdentify leadership skills gaps for managers basedon the FAA Managerial Success Profile and promotecontinuing managerial training to address them.

Activity Target 1:Revalidate the FAA Managerial Success Profile.Due November 30, 2011Activity Target 2:Conduct an agency-wide assessment ofleadership skill gaps and identify strategies forclosing them. Due March 31, 2012Activity Target 3:Analyze results of assessment to identify corporatemanagement training needs. Due May 31, 2012

Strategic Activity: Program for EmergingLeadersImplement two new Cohorts for the Program forEmerging Leaders (PEL) to develop prospectiveleaders.

Activity Target 1:Improve the Program for Emerging Leaders (PEL)by conducting a survey of PEL Cohorts 1-5 todetermine areas to improve curriculum andselection process. Due March 1, 2012Activity Target 2:Develop a standardized selection process thatensures the likelihood of participants'preparedness to accept managerial/leadershiproles upon graduation and implement at least twoareas of curriculum improvements to apply to PELCohort 7. Due June 30, 2012


Activity Target 3:Establish a metric and evaluate the satisfactionlevel of first-line managers of PEL programparticipants' positive change in leadership as aresult of the program by:- conducting a survey of PEL Cohort 5 first-linesupervisors by June 30, 2012 to ensure at least50% of frontline managers indicate a notableincrease in participants' demonstrated leadershipskills; and

- conducting a survey of PEL Cohort 6 first-linesupervisors by September 30, 2012 to establish abaseline of frontline managers' perception ofparticipants' leadership skills against which tomeasure degree of positive change over the 18-month program cycle. Due September 30, 2012

Strategic Activity: Senior LeadershipDevelopment ProgramRedesign the Senior Leadership DevelopmentProgram (SLDP) to develop a pipeline of candidatesprepared to assume executive positions and selectcandidates for Cohort Three.

Activity Target 1:Revise SLDP selection process. Due June 30,2012Activity Target 2:Review and update the SLDP curriculum. DueJune 30, 2012Activity Target 3:Select candidates for Cohort Three launch event.Due August 31, 2012Activity Target 4:80% of participants in SLDP indicate a high or veryhigh satisfaction with the program. Due September30, 2012Activity Target 5:60% of managers of SLDP program participantsindicate a positive change in participant leadershipas a result of the program. Due September 30,2012

Strategic Activity: External LeadershipDevelopment ProgramsIdentify external programs that fulfill FAA leadershipdevelopment needs.

Activity Target 1:Coordinate and manage corporate enrollments tothe Federal Executive Institute, the ExecutivePotential Program, the Executive LeadershipProgram, and other corporate leadershipdevelopment programs. Due September 30, 2012

Establish corporate employee training programs andpolicies to support professional development andpromote continuous learning.

Strategic Initiative: EmployeeTraining

Strategic Activity: Tuition AssistanceDevelop and maintain critical business and technicalknowledge through continuous learning andeducation.

Activity Target 1:Implement Pilot Degree Completion ProgramPhase II. Due February 29, 2012Activity Target 2:Evaluate Degree Completion Program Phase I andII policies and processes. Due July 31, 2012Activity Target 3:Develop a plan to implement an FAA CorporateTuition Assistance Program to begin in FY 2013 orFY 2014. Due September 30, 2012

Strategic Activity: Agency-wideEmployee TrainingCoordinate mandatory training submissions with theLearning and Development Council Workgroup.

Activity Target 1:Create a "curriculum" in eLMS that automaticallyassigns all mandatory training to employees at thebeginning of each fiscal year. Due October 31,2011Activity Target 2:Identify and communicate educational materials tomeet Constitution Day requirements as mandatedby Congress. Due September 17, 2012Activity Target 3:Review and provide consultation/guidance formandatory training courses. Due September 30,2012

Strategic Activity: IndividualDevelopment PlansIncrease the number of Individual DevelopmentPlans (IDP) and Management Development Plans(MDP) in eLMS in FY12.

Activity Target 1:Develop and implement a solution to increaseemployee use of IDPs and manager use of MDPsin eLMS in order to support employeedevelopment and engagement, and to improvetalent management in the agency. Due January31, 2012Activity Target 2:Submit end-of-quarter reports to AHDmanagement on improvements made to increaseemployee use of IDPs and MDPs in eLMS. Firstreport due March 31, 2012. Due March 31, 2012


Activity Target 3:Implement a training module in the revisedcurriculum for frontline managers on developingand implementing IDPs and MDPs. Due May 1,2012Activity Target 4:Of probationary managers agency-wide, 70% willcomplete the Frontline Manager Course - Phase 2(FMC-2) in FY12 and of that group, 90% will havea managerial development plan (MDP) in eLMS.Due September 30, 2012

Assist agency efforts to prevent discrimination byincreasing management and employee awareness withregard to EEO responsibilities and appropriate behaviorsby training four percent (4%) of the FAA workforce andprovide training to 60% of all new Air Traffic Studenthires. Develop new EEO training course that will meetagency needs to include a new training module on theEEO Program Order and create a library of EEOmaterials.

Core Business Measure:Conduct EEO Training

Assist agency efforts to prevent discrimination byincreasing management and employee awarenesswith regard to EEO responsibilities and appropriatebehaviors by training four percent (4%) of the FAAworkforce.

Core Business Initiative: PreventDiscrimination through EEOTraining

Core Activity: Prevent Discriminationthrough EEO TrainingAssist agency efforts to prevent discrimination byincreasing management and employee awarenesswith regard to EEO responsibilities and appropriatebehaviors by training four percent (4%) of the FAAworkforce.

Activity Target 1:ACR will coordinate with the LOB/SOs to conductEEO training. Due September 30, 2012Activity Target 2:ACR will conduct EEO training with regards toEEO responsibilities and appropriate behaviors to4% of the FAA workforce. Due September 30,2012

Continuously improve the agency's infrastructure andapplications through cost efficiencies, as well asincreased performance and improved quality. Improveenterprise business services related to records

Core Business Measure:Information TechnologyOptimization

management, directives, and forms. Successfully meetall activity measures for infrastructure governance andoperations; applications governance and operations; ITcost savings/optimization; and enterprise businessservices.

Provide enterprise process improvement/businessprocesses, forms, directives, and 508 complianceoperations and re-engineering support for FAAbusiness functions. Support all records managementactivities.

Core Business Initiative: ImproveEnterprise Business Services

Core Activity: Support FAA RecordsModernization ActivitiesSupport the transformation of FAA's existing stove-piped records management program into acorporately administered program that uses modernautomation technology and industry best practices.Establish cost-efficient and responsive managementof the agency's official records in all media.

Activity Target 1:Complete a draft AHR-wide organizational FilePlan identifying unscheduled records/systems,series no longer utilized, and grouping of recordsseries appropriate for consolidation (NARA "BigBuckets"). Due February 29, 2012Activity Target 2:Complete/submit necessary SF-115, (Request forRecords Disposition Authority) + InformationSystem Description Form (NA Form 14028 (9-88)to the FAA Records Officer for all AHRrecords/systems for which a different recordsschedule is documented and supported by AHRmanagement. Due February 29, 2012Activity Target 3:Identify all AHR records that are currently beingheld beyond retention schedule and not subject tolitigation hold/EO/FOIA action and apply theappropriate disposition. Submit the list of recordsand corresponding disposition to the FAA RecordsOfficer. Due April 10, 2012Activity Target 4:Prepare, coordinate, and finalize AHR-widemapping of business functions andauthorities/policy directives to AHR records andinformation inventory. Deliver the completedfunction hierarchy and file plan consistent with theinternational standard, ISO 15489, and withfeedback from AHP-300, AHF-100, system/recordowners. Due February 29, 2012Activity Target 5:Provide AIO with draft AHR-wide consolidated (big-bucket) schedules. Due September 30, 2012


Reduce the average number of calendar days it takes tohire employees to 100 days by September 30, 2012.

Core Business Measure: DOTHiring Measure OSI

Develop, implement, and oversee FAA HumanResources policies and special programs.

Core Business Initiative: HumanResources Policies

Core Activity: Policy Review andDevelopmentProvide policy development and guidance on FAAcompensation, classification, hiring and employment,performance management and awards, leave, workhours, premium pay, HR policy web content, andcomprehensive policy development/issuanceinstructions to Human Resource Directors and FAAlines of business and staff offices.

Activity Target 1:Identify top 10 Human Resource policies withcorporate-wide interest. Due December 31, 2011Activity Target 2:Develop, coordinate with appropriate stakeholdersand complete with final signature the policies forSave Money Furlough and Direct Hire NTE 5Years policies by the end of FY12. Due September30, 2012Activity Target 3:Complete at least 4 additional policies withparticular LOBs/SOs interest. Due September 30,2012Activity Target 4:Develop, modify, or cancel Human Resourcepolicy documents as needed to support HRDirectors and FAA LOB/SOs. Due September 30,2012

Core Activity: Policy Oversight andCustomer FocusPerform policy oversight and incorporate voice of thecustomer into policy development and revisiondecisions.

Activity Target 1:Analyze the effectiveness of new and/or revisedpolicies. Conduct a minimum of two broadbaseline surveys and two follow-up surveys todetermine success of improvement efforts. DueJune 30, 2012Activity Target 2:Analyze the effectiveness of HR Policies,guidance, and tools on web and make at least 4necessary improvements. Due September 30,2012

Core Activity: PerformanceManagement Program OversightProvide corporate oversight and manage theagency's performance management system.

Activity Target 1:Conduct a 10% sampling of managerial work plansor supplemental standards across the FAA throughthe Agency PMS Committee to confirm thepresence of credible measures. Due March 30,2012Activity Target 2:Target 3: Conduct a 10% sampling of employeework plans or supplemental standards foremployees who are covered by genericperformance standards across the FAA throughthe Agency PMS Committee to confirm thepresence of credible measures. Due March 30,2012Activity Target 3:Assess the percentage of employees who receivemid-term (progress) reviews throughout the FAA toidentify whether corrective action is needed byFAA organizations. Due June 30, 2012Activity Target 4:Issue guidance, requirements, criteria, and/ortools, as needed, to LOB/SOs to support theeffective implementation and operation of theagency's performance management system andinsure compliance with external requirements(e.g., PMA, OPM, GAO, or OIG audits). DueSeptember 30, 2012

Core Activity: New CompensationSystemProvide corporate oversight and manage the FAACore Compensation system.

Activity Target 1:Finalize with ATO management the MSS PayWorking Group effort to develop and recommend anew approach to MSS/Tech Ops pay programsthat incentivizes joining the managerial ranksand/or facilitates career-development andworkforce succession and planning. Due January31, 2012Activity Target 2:Review compensation policies to determine whereupdates are needed most critically, to include butnot limited to the following policies and targetedreview timeframes listed below. Revise andmodify compensation policies requiring updates asnecessary. Develop and provide updated trainingto Human Resource Management staff asappropriate. Due September 30, 2012Activity Target 3:Assess continuing need for designing a combinedATO Field Management Pay System and, if any,convert current MSS-Pay Work Group to ATO


Field Management Pay System and create up to 3specific design options for ATO/AHR managementconsideration. Due September 30, 2012Activity Target 4:Present a recommendation for a comprehensivepay strategy to the FAA Workforce Council bySept. 30, 2012. OSI Due September 30, 2012

Core Activity: Pathways for New HiresDevelop a robust policy and implementation programfor hiring students approaching college graduationand recent college graduates into a program thatprovides a pathway from an entry level to a top levelprofessional position through training anddevelopment.

Activity Target 1:By the end of second quarter, develop an outlineof the proposed policy (outline provides solutionson being competitive with GS pay not currentlypossible within CORE, contains basictraining/development requirements, addressesveteran preference considerations, and providesmarketing ideas). Due March 31, 2012Activity Target 2:By the end of the fourth quarter, complete policydocument, conduct position management studieswith LOB's, and develop position descriptions/ jobanalysis tools. Due September 30, 2012Activity Target 3:By the end of the fourth quarter market program,and begin advertising vacancies. Due September30, 2012

Support the ATC hiring process and AT-SAT testingmanagement.

Core Business Initiative: ATC HiringProcess & AT-SAT Management

Core Activity: Support the Hiring of AirTraffic ControllersSupport the hiring of air traffic controllers to ensurethe agency has the capacity to achieve anticipatedstrategic staffing requirements, working with ASH,AVS, ATO, and AHF as appropriate

Activity Target 1:Provide quarterly demographic reports about 2152,856, and 2101 occupational series applicants andnew hires to ACR, AHP-200 and AHF-1 no laterthan 90 days after the end of each fiscal yearquarter. Due September 30, 2012Activity Target 2:Provide administrative and policy support forchanges to the Air Traffic CTI Program. DueSeptember 30, 2012Activity Target 3:In conjunction with AHP-300, revise EMP-1.26dSuppliment (AT-CTI) and HRPM EMP-1.7, TestingPolicy for Filling Entry Level Air Traffic Controllers.

Due September 30, 2012

Activity Target 4:Provide input and support revisions to the 2012ATC Workforce Plan. Due March 30, 2012

Core Activity: Manage the AT-SATTesting ProcessManage the AT-SAT testing process and contract.

Activity Target 1:Determine whether to execute the first option yearunder the new AT-SAT testing contract andexecute that option or obtain a new contract, e.g.,with FAA-approved testing centers. Due March 12,2012Activity Target 2:Provide a test seat for all CTI candidates nearinggraduation who are eligible, available and willing tobe tested during FY 2012, contingent uponfunding. Due September 30, 2012Activity Target 3:Provide a test seat for all general publiccandidates referred for testing by AMH who areavailable and willing to be tested, contingent uponfunding. Due September 30, 2012Activity Target 4:Work with the Civil Aerospace Medical Institute tocomplete changes to AT-SAT, as necessary, tomitigate adverse impact. Due September 30, 2012Activity Target 5:Conduct a review of AT-SAT contractorperformance by visiting at least of one contractortest site per quarter. Due September 30, 2012

Core Activity: Technical OperationsWorkforce SupportSupport the implementation of NextGen by providingHuman Resources advice and guidance to thesenior management of Technical Operations and byensuring that HR advice and guidance appropriatelyincorporates changes due to NextGen throughparticipation in Tech Ops project teams.

Activity Target 1:Provide advice and assistance, as needed, toTechnical Operations in meeting their hiring goalsthrough coordination with TO, ATO ServiceCenters, ATO Technical Training, AHF offices.Due July 30, 2012Activity Target 2:Improve the Tech Ops hiring process by attendingtheir centralized selection panels and participatingin workgroups to improve the hiring process. DueSeptember 30, 2012Activity Target 3:Provide advice and assistance to Tech Ops toincrease and improve utilization of the TechnicalOperations CTI program as a hiring source. This


may include travel with a representative from ATOTechnical Training to TO-CTI schools to participatein assessment of the schools and provide an HRperspective to the schools. Due June 30, 2012Activity Target 4:Working with the ATO Diversity Office and theAHP-200 Corporate Recruitment staff, assist TOwith outreach efforts to staff their workforce towarda more diverse workforce. Due September 30,2012

Core Activity: AHR Support for NextGenImplementationAssist the FAA in transitioning to NextGen byidentifying the Human Resources implications ofNextGen and ensuring those requirements areincorporated into HR planning, policies, andguidance.

Activity Target 1:Sponsor and support Human Factors research todefine competency and selection requirements forthe Tech Ops (AJW) technician workforce both atpresent and at NextGen midterm (2018), andsupport Tech Ops in developing a writtenworkforce strategy accounting for the impact ofNextGen. Submit research requirement to ANG-C11. Due March 31, 2012Activity Target 2:Review any outputs from human factors studiesand Line of Business/Staff Office workforce plansto identify the potential impact of NextGen on jobqualifications or other workforce requirements.Produce a report and projected timeline forinclusion of those requirements in HR policies anddocuments. Due September 30, 2012Activity Target 3:Conduct annual briefings for all new AHRemployees to ensure all AHR employeesunderstand NextGen, its impact on the FAAworkforce, and how AHR can best support itsimplementation. Due September 30, 2012

Manage and enhance the Federal Personnel andPayroll System (FPPS), Consolidated AutomatedSystem for Time and Labor Entry (CASTLE), and othersupporting subsystems within FAA in accordance withestablished timelines.

Core Business Initiative: HRAutomation Systems

Core Activity: Oversee and ManageCASTLEOversee and manage the operation andmaintenance within FAA of CASTLE, the timecollection and labor reporting automated processingsystem.

Activity Target 1:Continue to improve CASTLE and Payroll Liaison

Staff (PLS) support through updated user trainingfor timekeepers. Due June 30, 2012Activity Target 2:Continue to improve CASTLE and PLS supportthrough a CASTLE/FPPS/PLS managers' meetingin July. Due August 30, 2012Activity Target 3:Monitor missing and unapproved timecards at theLOB level, reporting on a bi-weekly basis thenumber of missing and/or unapproved T&As. Initialreport due October 10, 2012. Due September 30,2012Activity Target 4:Collect, submit, and monitor the status of changerequests submitted to enhance the CASTLE incompliance with the DOT change control process.Report the number of change requests and theirstatus on a quarterly basis. Initial report due inJanuary. Due September 30, 2012

Core Activity: Oversee and ManageFPPSOversee and manage the operation andmaintenance, within FAA, of personnel and payrollautomated processing by the Federal Personnel andPayroll System (FPPS). Determine systemimprovements.

Activity Target 1:Collect, submit and monitor the status of changerequests required through bargaining unitagreements and policy changes to ensure theaccuracy of payroll and benefits for all of FAA.Submit annual CR for pay adjustmentrequirements. Due December 15, 2011Activity Target 2:Continuation of training for the FAA SMEpersonnel in regional HR offices on the new DOItraining database. Due February 1, 2012Activity Target 3:Collect, submit, and monitor the status of changerequests submitted to enhance the DataMart incompliance with the DOT change control processand in accordance with Agency needs. DueAugust 30, 2012Activity Target 4:Provide official FAA employment figures toLOB/SOs when requested. This is done on anongoing basis. Due September 30, 2012

Core Activity: Maintain SWIFT SystemsMaintain SWIFT systems to support FAA staffacquisition functions.

Activity Target 1:Complete and implement full applicant integrationbetween AVATOR and USAJobs to includeimplementing support of document upload forapplicants and acceptance of USAJobs applicant


profiles. Due March 31, 2012

Activity Target 2:Complete requirements for conversion of the2101/856 series from the legacy CAPS system toAVIATOR with a new crediting plan. Due March31, 2012Activity Target 3:Implement the 2102/856 series in AVIATOR. DueSeptember 30, 2012Activity Target 4:AVIATOR Application Survey: maintainperformance measure of 95% or more responsesof neutral to very satisfied cumulative for the year.Due September 30, 2012Activity Target 5:SWIFT Tech Support Desk: maintain monthlyperformance measure of 95% or more ticketsclosed by COB of the 2nd business day. DueSeptember 30, 2012Activity Target 6:Complete requirements development forAVIATOR/HRMS interface. Due September 30,2012

Core Activity: Enterprise ArchitectureApproachManage an enterprise architectural approach thatsupports the operation and maintenance of AHRsystems

Activity Target 1:Work with FAA's AIO in developing an EnterpriseArchitecture Technical Reference Model. DueAugust 30, 2012Activity Target 2:Expand AHR's Enterprise Architecture todocument AHR's business processes and ITsystems that support them. Due August 30, 2012Activity Target 3:Maintain and manage enterprise architectureactivities for AHR systems including aconfiguration control board. Due September 30,2012

Core Activity: Information SystemsSecurityEstablish and maintain AHR information systemssecurity

Activity Target 1:Conduct annual security review (NIST 800-53) forAHR systems as required by the C&A anniversarydate. Due September 30, 2012Activity Target 2:Oversee remediation of identified securityvulnerabilities for AHR IT systems. Due September30, 2012

Activity Target 3:Support the activities of the AHR ConfigurationControl Board as needed. Due September 30,2012Activity Target 4:Conduct the Security Certification andAuthorization Process (SCAP) for all newenterprise AHR systems. Due September 30, 2012

Core Activity: Secure On-and-OffBoarding Application (SOAMS)Provide support for the development andimplementation of OPM's automated new employeeonboarding initiative.

Activity Target 1:Complete the implementation of the HRMSthroughout the FAA HR community. DueSeptember 30, 2012

Support the FAA workforce through timely and qualityemployee services.

Core Business Initiative: EmployeeBenefits and WorkLife Services

Core Activity: Improve BenefitsProcessingDevelop processes and systems to allow for quickerand more accurate processing of employee requestsfor benefits information.

Activity Target 1:Review two current processes for operationalefficiency improvements and update standardoperating procedures as needed. Due September30, 2012

Core Activity: EAP and WorkLifeServicesPromote EAP and WorkLife Services to FAAemployees and their family members.

Activity Target 1:Sponsor one WorkLife program promotional eventto highlight available services once each quarterthroughout the fiscal year. Due September 30,2012Activity Target 2:Monthly, conduct collaboration discussions withLOB/SO leaders and union leadership to identifybarriers to use as well as generate interest in newprograms. Due September 30, 2012Activity Target 3:Track WorkLife Solutions offered by Magellanthrough quarterly reports to include recommendedopportunities for improvement. Due September 30,2012Activity Target 4:Continue marketing campaign to increaseawareness of the childcare subsidy. Due


September 30, 2012

Core Activity: FAA Child DevelopmentCentersIncrease awareness of FAA Child DevelopmentCenters.

Activity Target 1:Continue marketing campaign to increase FAAemployee awareness. Due September 30, 2012Activity Target 2:Conduct program assessments of FAA Centers toensure the quality of child care programming withinthe FAA. Due September 30, 2012Activity Target 3:Ensure one additional Child Care Center achievesNational Association for the Education of YouthChildren accreditation Due September 30, 2012Activity Target 4:Provide annual training to Center Directors andBoards of Directors to support quality childcare inFAA child development centers. Due September30, 2012

Core Activity: Benefits and WorkLifePolicyReview, validate, and ensure the accuracy ofBenefits and WorkLife policy information provided toFAA employees.

Activity Target 1:Review and validate one policy or guidance eachquarter and modify as necessary. Due September30, 2012Activity Target 2:Update AHP-400 Benefits and WorkLife webcontent at mid-year and end-of-year; the first byApril 30, 2012 and the second by September 30,2012. Due September 30, 2012

Core Activity: Administer EmployeeBenefitsAdminister employee benefits through a centralizedmodel.

Activity Target 1:Administer employee benefits through acentralized model. Due September 30, 2012

Build the leadership capabilities of the executive corps.

Core Business Initiative: ExecutiveCorps Development

Core Activity: Development for NewExecutivesBuild leadership capabilities to create a culture ofaccountability and to make the organization moreeffective. Promote the continuity of senior leadershipthrough executive learning, development and

succession planning. Support newly appointedexecutives in the transition from senior managementto top leadership with corporate processes. Promoteperiodic training of incumbent executives to stayabreast of new leadership theories and practices.

Activity Target 1:Review, update, and deliver two sessions of thecourse, Forum for Executive Excellence. Due June30, 2012Activity Target 2:Market and sponsor formal developmentopportunities for FAA executives to supportstrengthening leadership capacity. Due August 30,2012Activity Target 3:Annually review and update leadership positionand succession information through interviews withsenior leaders or alternate data collectionmethods. Due August 30, 2012Activity Target 4:Update vacancy risk status and information forexecutive entry positions quarterly to monitorstaffing priorities and succession information. DueSeptember 30, 2012

Core Activity: Executive SystemPolicies and ProcessesEnsure human resource policies and processes arecurrent and appropriately support and attract astrong executive leadership cadre.

Activity Target 1:Review policies and establish a schedule forupdating policies. Due November 30, 2011Activity Target 2:Update Short Term Incentive (STI) automatedsystem to implement, track, and calculate STIs.Due January 15, 2012Activity Target 3:Continue to review AHP-20 operational processesfor efficiency and effectiveness; develop andupdate Standard Operating Procedures andprocesses, as needed. Due June 30, 2012

Core Activity: Executive ExchangeProgram (EEP)Support the Executive Exchange Program (EEP)Team to make cross-organizational developmentopportunities available to enhance business literacyand build corporate unity.

Activity Target 1:Update program guidance. Due January 30, 2012

Activity Target 2:Deliver progam. Due September 30, 2012


Improve corporate recruitment within the FAA toensure equal opportunity to all applicants and result inattracting high quality candidates to the FAA.

Core Business Initiative: ExternalRecruiting

Core Activity: Strategically Market FAAas An Employer of ChoiceDevelop opportunities and participate in activitiesthat will increase FAA's visibility as an employer ofchoice to current and future job seekers. Support theattainment of NextGen, ATO 2152/2101, AVS 1825,and other priority programs' hiring goals andobjectives.

Activity Target 1:Promote and partner with veterans advocateorganizations to place disabled veterans in acooperative education and/or non-paid workexperience opportunity at FAA. Placements will betracked from the 2nd quarter of FY12 through the4th quarter of FY12.. Due September 30, 2012Activity Target 2:Cultivate relationships and form partnerships withorganizations that assist the public in seekingemployment opportunities. Report progressmonthly. Due September 30, 2012Activity Target 3:Work with the Office of Communications to providecareer and employment information updates. DueSeptember 30, 2012Activity Target 4:Provide four sessions of Recruiters' Training at acost of $11,000 per class. Due September 30,2012

Core Activity: Promote the Hiring ofEntry-level Candidates in FAAImplement a marketing strategy to increase FAA'shiring of entry-level candidates for NextGen andother priority programs.

Activity Target 1:Market the use of Student and Intern Programs toeducate managers and supervisors on the varioustypes of student/intern programs and the benefitsof these programs by providing managerialbriefings and updated information. Due March 30,2012

Core Activity: External RecruitingActivity ResultsFifteen percent of new hires who respond to the NewHire Survey are the result of targeted externalrecruiting activities.

Activity Target 1:Market the New Hire Survey at all orientationsessions to improve information available onexternal recruitment sources. Due September 30,

2012

Activity Target 2:Quarterly, analyze the sourcing data and providebiannual reporting on the number of new hires thatare the result of external recruitment activities. DueSeptember 30, 2012

Sustain and improve agency human capital planningand measurement processes.

Core Business Initiative: HumanCapital Planning

Core Activity: 2012 FAA FederalEmployee Viewpoint (FedView) SurveyAchieve an FAA response rate that exceeds thegovernment response rate by 2% on the 2012FedView Survey.

Activity Target 1:Brief FAA stakeholders (e.g., Workforce Council)on the FY 2011 FAA FedView results; distribute2011 FAA FedView results to LOB/SO's andprovide consultation on results; and communicateresults to FAA workforce. Due March 15, 2012Activity Target 2:Establish an FAA champion work group tocoordinate the 2012 administration of FAAFedview Survey. Due March 15, 2012Activity Target 3:Collaborate with DOT/OPM and agencystakeholders to identify and resolve technicalrequirement/issues with FedView Surveyadministration in the agency. Due February 28,2012Activity Target 4:Develop a marketing/communication strategy incollaboration with DOT OPM, and agencystakeholders on the 2012 FedView Survey. DueMarch 31, 2012Activity Target 5:After FedView is launched, monitor and report onFAA response rate. Due September 30, 2012

Core Activity: FAA EmployeeEngagement Action PlanningUse government-wide and agency survey resultsand action planning to inform managementdecisionmaking and improve employee engagement,satisfaction, commitment and organizational workenvironment and culture.

Activity Target 1:Participate on the One-DOT Federal EmployeeViewpoint (FedView) Survey Action Planningworkgroup to update the Departmental Plan. DueJuly 31, 2012Activity Target 2:In collaboration with agency stakeholders,coordinate and implement FAA FedView Action


Plan requirements identified by DOT/OPM. DueSeptember 30, 2012

Core Activity: Government-WideStrategic Human Capital MeasuresDevelop and implement government-wide humancapital measures (i.e., external hiring efficiency andquality metrics; manager and applicant satisfaction,New Hire Survey, and retention measures) andcollect, analyze, and report FAA results onmeasures to improve strategic management ofworkforce.

Activity Target 1:Analyze external hiring data and provide quarterlyFAA status for the DOT FY 12 target for externalhires: Average number of calendar days it takes tohire a new DOT employee (due January 31, 2012;April 30, 2012; July 31, 2012). Due July 31, 2012Activity Target 2:Implement technical changes to the FAA New HireSurvey. Analyze, interpret, and report data fromthe FAA New Hire Survey to support corporateonboarding, recruitment and Destination 2025measures (due January 31, 2012; July 31, 2012).Due July 30, 2012Activity Target 3:Analyze OPM Manager and Applicant SatisfactionSurvey data and provide periodic reports tomanagement on FAA results (due November 30,2012; February 29, 2012; May 31, 2012; August31, 2012). Due September 30, 2012Activity Target 4:Apply results from human capital measures incollaboration with AHR/DOT/governmentstakeholders to improve human capital strategies,initiatives and performance. Due September 30,2012

Core Activity: Human Capital Planning,Analysis, and Strategy ImplementationSustain ongoing strategic human capital planningand analysis, aligned with annual updates toDestination 2025, DOT/OPM human capital planningrequirements, and government-wide regulations onimplementation of human capital managementstandards.

Activity Target 1:Update demographic, retirement and attrition datain FAA Human Capital Plan aligned with FAAgoals and DOT/OPM human capital planningrequirements, and government-wide regulations onimplementation of human capital managementstandards. Due July 31, 2012Activity Target 2:Collect and review LOB/SOs' completed workforceplans that support their Business Plan andgovernment-wide/DOT human capitalrequirements. Due July 31, 2012

Activity Target 3:Participate on various FAA and/or DOT councils,committees, and work groups on One-DOT humancapital initiatives (e.g., workforce competencyassessments and skill gap closure for mission-critical occupations, etc.). Due September 30,2012Activity Target 4:Provide FAA human capital updates anddeliverables to support 2012 DOT/OPM/OMBgoals for the strategic management of agencyhuman capital (e.g., DOT Human CapitalManagement Report). Due September 30, 2012

Core Activity: Separation QuestionnaireData ManagementDevelop database, analyze and interpret data, andreport results obtained from the separationquestionnaire.

Activity Target 1:Implement technical refresh of the SeparationQuestionnaire and implement strategies toimprove the response rate. Due February 29, 2012Activity Target 2:Develop a report on 2011 results from the FAASeparation Questionnaire. Due March 31, 2012Activity Target 3:Analyze 2011 results from the FAA SeparationQuestionnaire and compare with previous trenddata. Due April 30, 2012Activity Target 4:Provide 2011 results from the FAA SeparationQuestionnaire to management and communicatethe results to the workforce. Due July 31, 2012Activity Target 5:Analyze quarterly separation data, preparequarterly report and post to the SeparationQuestionnaire webpage (due January 31, 2012;April 31, 2012, July 31, 2012). Due July 31, 2012

Core Activity: Hiring Reform and FAAHiring ProcessImprove managers' role and engagement in thehiring process to ensure a talented and skilledworkforce. Promote shared accountability in thehiring process by increasing hiring managers'understanding of the roles, responsibilities andinvolvement in the hiring process.

Activity Target 1:Develop manager training on hiring reform and thehiring process. Due February 29, 2012Activity Target 2:Market and communicate manager training onhiring reform/hiring process. Due March 31, 2012Activity Target 3:Implement manager training on hiring reform andthe hiring process. Due June 30, 2012


Activity Target 4:Monitor and track managers trained on hiringreform and FAA hiring process and report to DOT.Due September 30, 2012Activity Target 5:Incorporate feedback from hiring managers toimprove the agency's hiring process. DueSeptember 30, 2012

Provide emergency response planning and relatedactivities connected to implementation and training.

Core Business Initiative: EmergencyPlanning and Response

Core Activity: AHR Emergency Planningand ResponseProvide emergency response planning and relatedactivities connected to implementation and training.

Activity Target 1:Ensure that FAA has the policies, tools andprocedures needed to account for employees inemergencies. Due June 1, 2012Activity Target 2:Conduct annual Continuity of Operation (COOP)training for the AHR COOP cadre. Due June 30,2012Activity Target 3:Participate in annual National Level Exercise. DueJune 30, 2012Activity Target 4:Conduct the annual FAA operations center trainingfor operations center participants. Due June 30,2012Activity Target 5:Update the AHR integrated emergency responseplan. Due July 30, 2012Activity Target 6:Execute HR action items under the FAAemergency response plans in accordance withFederal Continuity Directive 1. Due July 30, 2012Activity Target 7:Hold quarterly update telecons with HRMDemergency personnel. Due September 30, 2012Activity Target 8:Resolve any employee emergency and familysupport actions items from the FY11 emergencyresponse activities and exercises. Due September30, 2012Activity Target 9:Update AHR vital records at the COOP site at leastquarterly. Due September 30, 2012Activity Target 10:Participate in the ATO BCP work group, inparticular the People Mobilization Team, to providefor the development of HR processes andprocedures to meet staffing needs of the ATO for

the Spare ARTCC. Due September 30, 2012

Activity Target 11:By the end of the first quarter of FY12, completethe planning for implementation of the new textmessaging system. Due December 31, 2011Activity Target 12:By the end of the third quarter of FY12, completeat least one-cycle of employee opt-in process forreceiving the text messages. Due June 30, 2012Activity Target 13:By the end of the fourth quarter of FY12, completeat least one FAA-wide test or one actual use of thesystem for a snowstorm or similar event. DueSeptember 30, 2012

Oversee and manage the national Labor and EmployeeRelations policies and programs.

Core Business Measure: LaborManagement and EmployeeRelations

Support the FAA workforce through timely and qualityLabor Relations services.

Core Business Initiative: LaborRelations

Core Activity: Labor ManagementForumsProvide labor management leadership in developingand implementing the President's Executive Orderon labor management forums and the strategic goalsof the FAA's labor management corporate strategy

Activity Target 1:Provide subject matter expertise in executing theExecutive Order on labor management forums.Due September 30, 2012

Core Activity: Labor RelationsOversight and ComplianceProvide ongoing management and oversight andensure compliance of all bargaining with FAA unionsin accordance with FAA Order 3710.18, InternalCoordination Requirements for Negotiating Termand Mid-Term Agreements with FAA Unions, andthe Federal Service Labor-Management Statute withthe goal of reducing reported official time use.

Activity Target 1:Provide monthly reports on Official Time usage toAHR field offices, and LOBs with Service LevelAgreements (SLAs). Due September 30, 2012Activity Target 2:Issue reminder on proper Official Time reportingprocedures. Due September 30, 2012


Activity Target 3:Provide monthly reports to senior FAAmanagement team on status of collectivebargaining agreements and negotiations. DueSeptember 30, 2012

Support the FAA workforce through timely and qualityEmployee Relations services.

Core Business Initiative: EmployeeRelations

Core Activity: LR-ER AutomatedInformation SystemsUse automated system(s) to track, cost, and reportconduct and performance-based actions.

Activity Target 1:Provide LERIS reports to update lines ofbusiness/staff offices on types and numbers ofactions and penalties imposed at Headquartersand in the field. Reports to be provided at mid-yearand end-of-year; the first by May 30, 2012 and thesecond by September 30, 2012. Due September30, 2012Activity Target 2:Identify and analyze trends in disciplinary andperformance-based actions. Reports to beprovided at mid-year and end-of-year; the first byMay 30, 2012 and the second by September 30,2012. Due September 30, 2012Activity Target 3:Develop and deliver training to address majorissues resulting in discipline. Due September 30,2012

Core Activity: Misconduct/PoorPerformance CasesEnsure managers are provided information neededto handle misconduct and poor performance cases.

Activity Target 1:Review Manager's Guide to Discipline and makenecessary updates. Due August 30, 2012Activity Target 2:Review Adverse Actions at Headquarters withinthree days of receipt at least 85% of the time.Prepare quarterly reports on compliance within twoweeks of quarter's end. Due August 30, 2012Activity Target 3:Provide ER training to supervisors and managersand/or ER Specialists on how to handlemisconduct and poor performance cases twiceduring the fiscal year; the first by April 30, 2012and the second by September 30, 2012. DueSeptember 30, 2012

Core Activity: Employee RelationsPolicyReview, validate, and ensure the accuracy ofEmployee Relations Policy information provided to

FAA employees.

Activity Target 1:Send notice to Managers reminding them to reviewthe Standards of Conduct. Due April 30, 2012Activity Target 2:Review and validate KSN content to ensureinformation is updated and modify as necessary.Due May 31, 2012Activity Target 3:Review and validate one Employee RelationsPolicy or Guidance and Memorandum by the endof each fiscal year quarter and modify asnecessary. Due September 30, 2012Activity Target 4:Update AHL-100 Employee Relations web contentat mid-year and end-of-year; the first by April 30,2012 and the second by September 30, 2012. DueSeptember 30, 2012

Process personnel actions accurately and in a timelymanner to the satisfaction of our customers. FY12Target: Process personnel actions with an overallaccuracy rate of 95% for all actions and 98% for payactions.

Core Business Measure: HRField Operations

Provide operational support and services to all AHRcustomers (internal and external) for staffing,compensation, labor and employee relations, benefits,awards, HR training and HR systems automation.

Core Business Initiative: HR FieldOperations

Core Activity: Customer ServiceProvide high quality customer service by ensuringpersonnel actions are processed timely with anoverall accuracy rate of 95% for all actions and 98%for pay actions.

Activity Target 1:Establish and implement a process foridentification of errors in processing personnelactions committed within the servicing personneloffice. Due December 31, 2011Activity Target 2:Review and update AHF operating procedures toaddress and improve procedures related toprocessing personnel actions. Due March 31, 2012Activity Target 3:Establish AHF accountability reviews focusing onprocessing errors to identify and correct systemicissues. Due March 31, 2012

Core Activity: Hiring EfficiencyBy September 30, 2012, achieve the DOT FY12Target of 100 calendar days for external hires.


Activity Target 1:By the end of first quarter, reevaluate the externalhiring process functions to establish FAA standardusing FY11 hiring efficiency performance data.Due December 31, 2011Activity Target 2:Quarterly, meet with LOB/SO representatives onshared accountability for hiring efficiencyimprovements, best practices, and strategies forimprovement. Due September 30, 2012

Core Activity: Building RelationshipsDevelop effective working relationships with servicedorganizations and provide value-added consultativeand advisory services.

Activity Target 1:Review and update established service levelagreements based on collaboration with customerrepresentatives. Due September 30, 2012Activity Target 2:Beginning with the second quarter of FY12,provide quarterly reports to customers outliningperformance against SLAs. Due September 30,2012Activity Target 3:Respond to all inquiries for information on openand closed cases by ensuring all information andworkload reporting systems are maintained andupdated as required (e.g. LERIS, Workload,AVIATOR). Due September 30, 2012

Core Activity: Improving BenefitsServicesProvide a full array of designated benefits functionsto the FAA workforce under a consolidatedmanagement and organization structure by the endof FY 2012.

Activity Target 1:Implement an automated tracking systemdesigned to capture workload, call volume, andresponsiveness. Due September 30, 2012Activity Target 2:Implement a toll-free telephone number for callersto contact a benefits specialist. Due September 30,2012Activity Target 3:Design and implement an intranet web siteaccessible from the AHR homepage with linksleading to pertinent benefits information and formsto request Benefits Operations Center services.Due September 30, 2012

Core Business Measure:Increase Understanding of theAccountability Board Processand Procedures

Implement and oversee Accountability Board policies andprocedures to help management create a workenvironment that is harassment-free.

The Accountability Board oversees management'stimeliness in responding to allegations, andmanagement's consistency and appropriatenessregarding disposition of allegations.

Core Business Initiative: HoldLeadership Accountable forResponding to Allegations

Core Activity: Allegations Data andCollection MethodsSupport Accountability Board functions throughaccurate and timely collection and provision ofallegations data.

Activity Target 1:Analyze and determine, for 90% of the incomingallegations, and within 10 working days of the datethe allegation is reported to the Board, their nexusto the scope of the Board based on FAA Order1110.125A (monthly). Due September 30, 2012Activity Target 2:Report tracked cases and non-tracked cases tothe members of the Board and to the AccountableExecutives at the regularly scheduled Boardhearings (Monthly). Due September 30, 2012Activity Target 3:Enable management to respond to at least 71% ofall reported allegations within the time framesestablished in the Accountability Board Order. DueSeptember 30, 2012Activity Target 4:Reduce the number of sexual harassment casesreported to the Accountability Board by 25% by theend of FY 2012. Due September 30, 2012

Core Activity: New Methods forCollecting and Displaying DataDevelop and implement new methods for collectingand displaying aggregate data on AccountabilityBoard allegations. Organizational changes withaltered reporting populations require revised reports.

Activity Target 1:Refine the Board's database to reflect revised LOBand organizational codes and FAA's reorganizedstructure. Due January 31, 2012Activity Target 2:Refine automated reports for aggregating quarterlydata on Accountability Board cases. Due March31, 2012Activity Target 3:Refine automated reports for aggregating annualdata on Accountability Board cases. Due April 30,2012


Activity Target 4:Refine automated reports for aggregating specialrequest data (such as regionally-tailored, LOB-tailored, or timeframe-tailored) on AccountabilityBoard cases. Due May 31, 2012

Expand Accountability Board training and informationalassets to provide managers and employees with thetools and training necessary to foster a workplace freeof harassment and promote leadership andengagement.

Core Business Initiative:Management Training

Core Activity: Education andCommunication VehiclesProvide education and communication vehicles formanagers and employees to ensure a betterunderstanding of Accountability Board processesand employee behavior standards. Manage thetraining tracking system and reporting program.

Activity Target 1:Update training materials used by AccountabilityBoard trainers and distribute to nine regions andcenters. Due January 31, 2012Activity Target 2:Provide the tools and reporting processes tocollect, analyze and report trends involvingworkplace harassment in support of a workplacethat is harassment-free. Due March 31, 2012Activity Target 3:Develop Accountability Board informationalmaterials that assist managers and supervisors increating a workplace that is free from harassmentand promotes respect. Due September 30, 2012Activity Target 4:Revise Accountability Board eLMS course#FAA30200134. Due September 30, 2012

Core Activity: Training EvaluationManage the corporate training program to ensurethat 80% of participants in Accountability Boardinstructor-led training indicate a high or very highsatisfaction with the Accountability Board trainingprogram.

Activity Target 1:Create and distribute uniform evaluation forms tobe used by Accountability Board trainers in thefield and at headquarters to evaluate the training.Due November 30, 2011Activity Target 2:Develop and implement an electronic method forevaluating Accountability Board trainers andtraining materials. Due February 29, 2012Activity Target 3:Begin implementation of evaluation tool. DueMarch 31, 2012

Activity Target 4:Develop and implement tools for evaluatingtraining information and impact on the numbersand types of cases reported to the AccountabilityBoard. Due May 30, 2012

Award at least 25% of the total direct procurement dollarsto small businesses, thereby promoting small businessdevelopment and good corporate citizenship.

Core Business Measure: SmallBusiness Goal and CorporateCitizenship

Support the FAA FY 2012 Small Business Goals.

Core Business Initiative: FAA SmallBusiness Program (CIP#:X01.00-00)

Core Activity: FAA Small Business Goaland Good Corporate CitizenshipParticipate in the agency's outreach and training tosmall business with special emphasis ondisadvantaged, women-owned and service-disabledveteran-owned businesses. Also, assign a SmallBusiness Liaison Representative to assist inidentifying procurement opportunities suitable for set-aside.

Activity Target 1:Attempt to award at least 25% of the total directprocurement dollars to small business. DueSeptember 30, 2012

Increase the number of ATO employees eligible to bereturned to duty through the Return to Work Program(RTW) by 60% to effectively reduce the overall OWCPchargeback and compensation costs by 10% to theagency.

Core Business Measure:Personnel Management

Increase the number of ATO employees in the RTWprogram and reduce the chargeback andcompensation costs to the agency.

Core Business Initiative: ATOReturn to Work Program (RTW)

Core Activity: Reduce the number ofemployees on OWCP rolls andcompensation costs.Coordinate and report year end results on theinitiative to increase the number of ATO employeesin the RTW program and reduce chargeback andcompensation costs.

Activity Target 1:Make job offers to 60% of OWCP claimantseligible to return to work through the ATO RTW


Program by providing light duty positions. DueSeptember 30, 2012Activity Target 2:Reduce chargeback and compensation costs by10% overall through job offers process andconducting review of claimant case files at 4-6DOL offices annually. Due September 30, 2012

Maintain the air traffic controller workforce within 2%,above or below, the projected annual totals in the AirTraffic Controller Workforce Plan.

Core Business Measure: ATCPositions Workforce Plan

Implement the hiring, training, staffing analysis, andmanagement recommendations of the Air TrafficController Workforce Plan to support FAA's safetymission and meet external stakeholder requirements.Update and report annually on agency progress.

Core Business Initiative: ATCWorkforce Plan

Core Activity: AHR Support to ATCHiringProvide AHR support to the ATC hiring plan.

Activity Target 1:Collect and process an adequate number ofapplications to meet specified ATO hiringrequirements. Due September 30, 2012Activity Target 2:Refer an adequate number of eligible candidatesfor each ATO selection panel consistent withongoing preplanning activities throughout the year.Due September 30, 2012

Each FAA organization will track and report quarterly onactions taken in support of the Secretary ofTransportation's fiscal year goal that 3 percent of all newhires are individuals with targeted (severe) disabilities.

Core Business Measure: NewHires with Targeted Disabilities

Each FAA organization will track and report quarterlyon actions taken in support of the Secretary ofTransportation's fiscal year goal that 3 percent of allnew hires are individuals with targeted (severe)disabilities.

Core Business Initiative: Peoplewith Targeted Disabilities Hires

Core Activity: People with TargetedDisabilities HiringEach FAA organization will track and report quarterlyon actions taken in support of the Secretary ofTransportation's fiscal year goal that 3 percent of allnew hires are individuals with targeted (severe)disabilities.

Activity Target 1:Report to ACR quarterly outlining actions taken toincrease the workforce percentage of individualswith targeted disabilities. Due September 30, 2012Activity Target 2:Make a concerted effort to set and reach a goalthat 3 % of your projected new hires will beindividuals with targeted (severe) disabilities. DueSeptember 30, 2012Activity Target 3:Work with ACR to develop a recruitment strategythat will increase the candidate pool of people withtargeted disabilities. This plan will includesponsoring targeted outreach events, providingtraining for managers and employees on how torecruit, hire and accommodate people withdisabilities, Due September 30, 2012

Achieve documented cost savings and cost avoidance of$81.0 million in FY 2012.

Core Business Measure: CostControl OSI

Implement line of business-specific cost efficiency aswell as agency-wide initiatives to reduce costs orimprove productivity.

Core Business Initiative: CostControl Program

Core Activity: AHR Worker’sCompensation Cost Control ActivityAHR will mitigate OWCP costs by undertakingproactive and centralized management of injuryclaims. Achieve cost containment through effectivemanagement of the worker's compensation program.

Activity Target 1:Achieve 90% of the projected $9,000,000 year endestimated cost avoidance. Due September 30,2012

Each FAA organization will develop, track, and reportquarterly on a comprehensive measure of its operatingefficiency or financial performance. These measureswill include: ATO cost per controlled flight, staff officeoverhead rates and cost per accounting transaction.

Core Business Initiative:Productivity and Financial Metrics

Core Activity: AHR Efficiency Measure:Tracking FPPS CorrectionsUsing data from FPPS and DOI DATAMART trackand report quarterly on FAA?s overall accuracy ofprocessing personnel actions, as well as, theaccuracy of processing pay impacting actions withinthe fiscal year. FY 2012 Targets: 95% for FAAoverall personnel processing accuracy and 98% forFAA pay impacting actions accuracy.


Activity Target 1:Establish data collection methods, measurementand accuracy calculation methods, and reportingtemplates for reporting quarterly on accuracy ofprocessing personnel actions, including payaccuracy. Due October 31, 2011Activity Target 2:Report to ABA on FAA?s overall personnelprocessing accuracy, including accuracy of FAApay impacting actions for the 4th Quarter FY 2011.Due January 31, 2012Activity Target 3:Report to ABA on FAA?s overall personnelprocessing accuracy, including accuracy of FAApay impacting actions for the 1st Quarter FY 2012.Due February 29, 2012Activity Target 4:Report to ABA on FAA?s overall personnelprocessing accuracy, including accuracy of FAApay impacting actions for the 2nd Quarter FY2012. Due April 30, 2012Activity Target 5:Provide updated FY 2013 template for review andapproval in time to be included in the FY 2013Business Plan. Due May 31, 2012Activity Target 6:Report to ABA on FAA?s overall personnelprocessing accuracy, including accuracy of FAApay impacting actions for the 3rd Quarter FY 2012.Due July 31, 2012

Obtain an unqualified opinion on the agency's financialstatements (Clean Audit with no material weaknesses).

Core Business Measure:Unqualified Audit Opinion OSI

Closeout prior year information technology AuditFindings not later than the second quarter of eachfiscal year, and receive no significant deficienciesrelated to new IT Notices of Findings andRecommendations (NFRs).

Core Business Initiative: IT AuditFindings

Core Activity: AHR IT Audit FindingsCorrect High and Medium Vulnerabilities and receiveno Significant Deficiencies related to new IT Noticesof Findings and Recommendations (NFRs).

Activity Target 1:Close out/complete corrective actions to prior yearNFRs if any. Due March 31, 2012Activity Target 2:Conduct internal audit on a monthly basis of 100%of employees who have left the agency todetermine full and complete execution of exitprocess and forms within 30 days of anemployee's exit from the agency and report results

back to AIO/CIO. Due September 30, 2012

Support the Open Government Initiative to StreamlineService Delivery, Improve Customer Service (EO 13571),and leverage technology to increase productivecollaboration with citizens, stakeholders and othergovernment agencies by launching FAA.gov/mobile,including IdeaHub as a topic in at least two Town Hall orall-hands meetings, and using Twitter and Facebook topromote at least 3 FAA Safety related initiatives.

Core Business Measure:Support Open GovernmentInitiative

Support Open Government Initiative to make dataavailable, improve on-line services and increasecollaboration with citizens, stakeholders andgovernment agencies by launching at least 2 data setsand/or social media sites to the public.

Core Business Initiative: SupportOpen Government Initiative

Core Activity: Support OpenGovernment InitiativeSupport the Open Government Initiative, thePresident's Executive Order on Customer Serviceand OMB's memo on Streamlining Service Deliveryand Improving Customer Service in leveragingtechnology to make data available, improve webservices efficiencies and increase collaboration withcitizens, stakeholders and government agencieswhile reducing duplicative efforts.

Activity Target 1:Update web strategy and action plans in writing tothe FAA Web Manager and brief Web Council onthe office plans. Due November 30, 2011Activity Target 2:Submit quarterly web progress reports to the FAAWeb Manager. Due December 31, 2011Activity Target 3:Submit quarterly web progress reports to the FAAWeb Manager. Due March 31, 2012Activity Target 4:Submit quarterly web progress reports to the FAAWeb Manager. Due June 30, 2012Activity Target 5:Submit quarterly web progress reports to the FAAWeb Manager. Due September 30, 2012Activity Target 6:Certify to the Administrator in writing that 95percent or more of web pages comply with FAAweb standards, policies, and requirementsincluding those outlined in the FY-2012 WebStrategy and Action Plan. Due September 30,2012


Activity Target 7:Based on guidelines submitted by AOC, createshort description content for each owned 2nd-levelweb page at faa.gov. Due September 30, 2012Activity Target 8:Identify and submit to AOC Web Management atleast 1 areas of existing "evergreen" content, ortimely content, that could be used in external orinternal social media channel publication. DueMarch 31, 2012Activity Target 9:Identify and submit to AOC Web Management atleast 1 areas of existing "evergreen" content, ortimely content, that could be used in external orinternal social media channel publication. DueSeptember 30, 2012Activity Target 10:Identify to AOC Web Management two static areasof FAA.gov that could be optimized for mobiledevices. Due March 31, 2012Activity Target 11:All headquarters and regional web points ofcontact complete at least2 sessions of web-related training during the fiscalyear. Due September 30, 2012

Per direction of the Secretary of Transportation, allCongressional letters sent directly to the FAA must beanswered within 30 calendar days of entry into the FAACorrespondence Control Management System (CCMS).DOT Congressional letters assigned to the FAA forresponse must be returned back to the Secretary ofTransportation within 5 business days. 90% of allCongressional letters sent directly to the FAA must beresponded to within 10 business days.

Core Business Measure:Congressional CorrespondenceFAA Milestones

Per direction of the Secretary of Transportation, allCongressional letters sent to DOT must be answeredwithin 30 days.

Core Business Initiative: FAACongressional CorrespondenceResponse

Core Activity: Response toCongressional LettersPer direction of the Secretary of Transportation, allCongressional letters sent directly to the FAA mustbe answered wihtin 30 calendar days of entry intothe FAA Correspondence Control ManagementSystem (CCMS).

Activity Target 1:Respond to 90% of assigned Congressional letterssent directly to the FAA within 30 calendar days of

entry into CCMS. Due September 30, 2012

Achieve a total workplace injury and illness case rate ofno more than 2.00 per 100 employees and maintainthrough FY 2013. FY 2012 Target: 2.00 per 100employees.

Core Business Measure: ReduceWorkplace InjuriesOSI

This initiative includes our work to achieve costcontainment through effective management of thenational workers' compensation and employeeworkplace safety programs to reduce workplaceinjuries and return injured employees to work as soonas they are medically able.

Core Business Initiative: EmployeeSafety and Workers' Compensation

Core Activity: Workers' CompensationProgram ManagementEnsure effective management of the workers'compensation program. Mitigate OWCP costs byundertaking proactive management of injury claims.Centrally manage claims for all of DOT.

Activity Target 1:Continue effective workers' compensation programmanagement of both FAA and DOT operatingadministration claims and ensure annualchargeback bill is contained at a greater rate thanthe government-wide increase. Due September30, 2012Activity Target 2:Monitor payment of continuation-of-pay (COP) andcollect unauthorized COP as identified. DueSeptember 30, 2012Activity Target 3:Provide outreach activities in the form ofmanagement training sessions, program briefings,and collaborative strategic planning meetings withinternal and external customers includingDOT/FAA officials, facility managers, unionrepresentatives, and Department of Labor officials.Due September 30, 2012

Core Activity: FAA Employee SafetyProgramProvide expert guidance to FAA organizations onhow to reduce work-related injuries and illnessesand their associated costs.

Activity Target 1:Prepare annual report on FAA's OccupationalSafety and Health program accomplishments. DueDecember 31, 2011Activity Target 2:Assess OSH self evaluations from Lines ofBusiness, including whether they measure OSHresponsibility in their managers/supervisors


performance standards. Due July 31, 2012

Activity Target 3:Coordinate National OSHECCOM meetings andassociated workgroups. Due July 31, 2012Activity Target 4:Provide monthly outreach to increase employeesafety awareness. Due September 30, 2012Activity Target 5:Manage the FAA Public Access Defibrillationprogram. Due September 30, 2012Activity Target 6:Continue to pursue funding for a viable CorporateOccupational Medical Surveillance Program. DueSeptember 30, 2012

Expand use of SkillSoft online training and developmentassets by 50% in FY12 (e.g., Knowledge Centers, Books24x7, Leadership Development Channel, and onlinecourseware) to provide employees and managers withthe leadership and professional development tools andtraining needed to meet NextGen transformation goalsand promote employee engagement.

Core Business Measure:Corporate Learning andDevelopment

Establish corporate leadership training programs andpolicies that ensure we use resources to effectivelyalign with agency goals, and drive continuousimprovement.

Core Business Initiative: LeadershipTraining/Learning

Core Activity: Establish EffectiveCorporate Leadership TrainingAlign the FAA's corporate management curriculumwith FAA strategic goals and, in coordination withthe Assistant Administrator for Regions and CenterOperations (ARC), establish a corporate leadershiplearning program at the Center for Management andExecutive Leadership (CMEL) that meets strategicrequirements.

Activity Target 1:Conduct quarterly meetings with the FAALeadership Development Council to ensurecorporate leadership curriculum and leadershipprograms support FAA strategic requirements.Due December 31, 2011Activity Target 2:Define and communicate emerging curriculumrequirements and FY 2012 delivery priorities toCMEL. Due June 1, 2012Activity Target 3:Update core leadership curriculum to betteraddress strategic goals and identified skill gaps.Due September 30, 2012

Core Activity: Enhance LeadershipTrainingMinimize duplication of training activities and effortsby LOB/SOs, and increase impact of training onmanager performance.

Activity Target 1:Design and implement an FAA LeadershipDevelopment online portal to promote "Leadershipat All Levels." Due September 30, 2012Activity Target 2:Assess and analyze strategies to promoteapplication of training back on the job and begin toimplement those strategies. Due September 30,2012Activity Target 3:Expand the scope of the FAA Leadership Networkto support leader effectiveness. Due September30, 2012Activity Target 4:Coordinate with LOBs/SOs to leverage trainingresources for organization-wide leadershiplearning to maximize efficiencies and economy ofscale. Due September 30, 2012

Core Activity: Managerial ProbationaryPeriod OversightMonitor corporate training to help newly appointedmanagers transition successfully to management,implement standard procedures for documentingsatisfactory performance at the conclusion of theprobationary period, and monitor compliance withprobationary requirements. POC: Michael Bergan

Activity Target 1:Improve processes to improve timely completion ofmandatory training and certification. Due March30, 2012Activity Target 2:Expand tools and training to promote effectivecoaching and mentoring of new managers. DueSeptember 30, 2012Activity Target 3:70% of probationary managers complete theFrontline Manager Course -- Phase 2 (FMC-2)within six months from the start of theirprobationary period. Due September 30, 2012

Core Activity: ManagementDevelopment ComplianceMonitor FAA organization reports quarterly inpbviews on steps taken to improve or sustain timelytraining and certification of probationary managers,participation in corporate leadership developmentprograms such as PEL and SLDP, and maintenanceof Continuing Management Education (CME) hours.POC: Michael Bergan


Activity Target 1:Report on steps taken to improve or sustain timelycompletion of probationary training andcertification. The reports are due quarterly startingDecember 31, 2011. Due September 30, 2012Activity Target 2:Report quarterly on steps taken to meet CMErequirements for incumbent managers. Reportsare due quarterly beginning with December 31,2011. Due September 30, 2012

Provide learning and development operational support.Manage electronic learning management system andlearning enterprise architecture.

Core Business Initiative: Learningand Development Operations

Core Activity: Corporate TrainingOperationsProvide corporate training operations support.

Activity Target 1:Design and implement customer feedback tool forAHD customers. Due March 31, 2012Activity Target 2:Communicate with AHR managers to raiseawareness about how the Corporate LearningSystems team and eLMS PL1 can support AHRemployees and managers with professionallearning and development. Due January 31, 2012Activity Target 3:Design and implement an FAA Learning onlineportal that gives access to all FAA learning anddevelopment resources and that promotes alearning culture. Due June 30, 2012

Core Activity: Electronic LearningManagement System (eLMS) & LearningEnterprise Architecture (LEA)Manage the operations and maintenance of eLMS,promote and expand usage, and support and trainusers.

Activity Target 1:Update LEA Strategic Plan for FY 2013 to FY2015. Due December 31, 2011Activity Target 2:Integrate Blackboard Learn with eLMS to create acentralized delivery platform that allows for anonline, blended course environment. Due March31, 2012. Due June 30, 2012Activity Target 3:Develop and implement a solution for externalusers to gain access to eLMS (e.g. designees,contractors, industry partners). Due June 30, 2012Activity Target 4:Provide the tools and processes to collect,analyze, and report on training cost data (to

include both internal and external training) tosupport FAA business requirements/decisions.Due September 30, 2012Activity Target 5:Expand use of Blackboard Learn and AdobeConnect to deliver online blended learning agency-wide by 50% in FY12. Due September 30, 2012Activity Target 6:Capture 60% of external training costs agency-wide in FY12 to obtain, track, measure, andmanage training cost data. Due September 30,2012Activity Target 7:Administer a survey to gather feedback from eLMSusers and administrators to define areas forimprovement of the eLMS Program's products andservices in FY12. Due September 30, 2012

This core business area includes the activities that aredesigned to elevate the capabilities of the AHR staff.

Core Business Measure:Organizational ExcellenceOperations

The activities supporting this core business initiativewill focus on promoting a culture of excellence. Thiswill be accomplished by building organizationalcapability through continuous performanceimprovement, standardization and programmanagement best practices, and aligning strategicpriorities with customer needs.

Core Business Initiative:Organizational ExcellenceOperations

Core Activity: Organizational Excellence

Assist in bridging AHR capability gap between HRfunctional effectiveness and organizational impact byimproving AHR'S approaches in delivering servicesto customers.

Activity Target 1:Assist AHR in managing its work processes toensure it can meet customer requirements(integrate feedback from customer feedbacksurvey to ensure alignment with appropriateprocesses). Due September 30, 2012Activity Target 2:Facilitate AHR special projects to aid in strategydevelopment for improved AHR service delivery.Due September 30, 2012Activity Target 3:Maintains knowledge of performance excellencecriteria and appropriately integrating into HR needsto improve performance (Baldrige, LSS, Kaizen,continuous improvement). Due September 30,


2012

Core Activity: Business Intelligence -Implement Phase II/IIIFacilitate the acquisition of an automated HumanResource Management Business Intelligence (BI)system that is compatible with AHR's existingInformation Technology systems and architectures.The goal is to deliver automated accurate andtransparent data to AHR executives, managers andemployees on the performance of key businessprocesses

Activity Target 1:Functional Requirement: Monitor submission ofFY10 Functional Requirement request from AHDto AHP, to AHR-1. Due December 30, 2011Activity Target 2:Metrics Development: Develop key metrics forBenefits Management utilizing Continuous ProcessImprovement methodology. Due June 30, 2012Activity Target 3:Metrics Development: Develop key metrics forCompensation Management utilizing ContinuousProcess Improvement methodology. Due June 30,2012Activity Target 4:Metrics Development: Develop key metrics forStaffing utilizing Continuous Process Improvementmethodology. Due June 30, 2012Activity Target 5:Program Management: Assess and revise AHR's4 phase plan to mature AHR's Dashboard into aBusiness Intelligence System. Due September 30,2012

Core Activity: Dashboard-ManualReports-Phase IImprove AHR performance and effectiveness byfacilitating the development of data (collect,organize, integrate, and deliver reports) whichprovide insight into organizational activity, visibility ofwork (quality, speed, and timeliness), support of HRdecision making, resource allocation (people, time,and money) and necessary improvements on HRCORE functions (25 total).

Activity Target 1:Dashboard Working Group: Facilitate and Leadthe AHR Metrics Workgroup monthly meetings toassist in providing subject matter expertise (SME)in developing key metrics for selected businessvalue streams. Due September 30, 2012Activity Target 2:Select, collect, align, and integrate data andinformation required to track daily operations forCORE HR Functions and overall performance.Due September 30, 2012

Activity Target 3:Identify monthly comparative data for each AHRlocation. Due September 30, 2012Activity Target 4:Ensure employees at all levels receive data andinformation they need to support operations,performance improvement, and decision making,by publishing the report by the 15th day of themonth. Due September 30, 2012Activity Target 5:Conduct monthly Dashboard Review meetingswith AHR Executive Team. Due September 30,2012

Core Activity: AHR EmployeeEngagementLead and manage the Employee EngagementInitiative within the AHR organization. Lead a teamof AHR employees to create momentum, monitorprogress and sustain performance at an optimallevel as employee engagement is used throughoutthe organization.

Activity Target 1:Identify a method to collect and analyze data andinformation related to employee requirements,satisfaction, dissatisfaction and or engagementDue December 30, 2011Activity Target 2:Present to AHR Management Team the proposedmethod to collect and analyze data related to theAHR workforce engagement levels. Due January30, 2012Activity Target 3:Facilitate the Employee Engagement Team tocollect and analyze data and information related toemployee requirements, satisfaction, and orengagement. Due September 30, 2012

Core Activity: Continuous PerformanceImprovementLead, manage, and support continuous performanceimprovement (CPI) initiatives within AHR based onappropriate continuous improvement models. aligncharter of projects with FAA and AHR strategicinitiatives and business plans. Monitor the progressof AHR's CPI initiatives via the AHR Dashboard,while providing CPI leadership and subject matterexpertise to create momentum with the timelyexecution of CPI initiatives throughout theorganization.

Activity Target 1:Assist AHR in improving business performanceand effectiveness by leading, facilitating, andchampioning continuous performanceimprovement initiatives. Lead and supportinitiatives that are the most critical to AHR asdefined and selected by AHR senior management,management issues, initiatives aligned to


customer expectations, and initiatives in support ofAHR's meeting its strategic goals. Due September30, 2012Activity Target 2:Monitor and report on the progress of AHR's CPIprojects. Maintain a tracking system that monitorsthe schedule status of projects as reported byproject leaders and teams. Due September 30,2012Activity Target 3:Facilitate the development of 4 AHR continuousimprovement experts (process personnel). DueSeptember 30, 2012

Core Activity: AHR In-Flight NewsImprove AHR employee communications byconstructing a communication tool for AHRemployees that is people oriented, short (2-6 pages),and does not require a myriad of resources.

Activity Target 1:Develop and revise publication schedule for FY12.Due December 30, 2011Activity Target 2:Construct on a quartelry basis with the goal toproduce 4 issues per year. Due September 30,2012Activity Target 3:Manage activities (preplanning, development,draft, coordination w/AOC, approval, andpublishing) to produce newsletter for November2011, March 2012, June 2012, and September2012. Due September 30, 2012

This core business function captures all the financial,administrative and planning activities that support theinternal operations of AHR.

Core Business Measure: HRBusiness Operations

Provide business management services for AHRoperations.

Core Business Initiative: AHRBusiness and Budget Management

Core Activity: AHR Business andBudget ManagementProvide business management services for AHRoperations.

Activity Target 1:Meet all AHR Budgeting deadlines. DueSeptember 30, 2012Activity Target 2:Meet all AHR Business Plan deadlines. DueSeptember 30, 2012Activity Target 3:Meet all Congressional/FOIA request deadlines.Due September 30, 2012

Activity Target 4:Distribute FAA employee service awards in atimely manner. Due September 30, 2012

ACR in coordination with LOB/SO, will ensure that 30%of all EEO pre-complaint cases engage in the ADRprocess to reduce the number of formal EEO complaints.

Core Business Measure:Alternative Dispute Resolution(ADR) Engagement

ACR in coordination with LOB/SOs will ensure that30% of all EEO pre-complaint cases engage in theADR process as a means by which to reduce FAAformal EEO complaints.

Core Business Initiative: AlternativeDispute Resolution (ADR)Engagement

Core Activity: Alternative DisputeResolution (ADR) EngagementACR in coordination with LOB/SOs will ensure that30% of all EEO pre-complaint cases engage in theADR process as a means by which to reduce FAAformal EEO complaints.

Activity Target 1:ACR will provide each LOB/SO with a bi-annualreport on their ADR participation. ACR will includebest practices and suggestions on how to improveADR participation. Due September 30, 2012Activity Target 2:LOB/SOs will ensure that 30% of all EEO pre-complaint cases engage in the ADR process as ameans by which to reduce FAA formal EEOcomplaints. Due September 30, 2012


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