Federal AviationAdministration

Human Resources ManagementFiscal Year 2011 Business Plan

HQ-101257

2011 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 systemsand policies are designed to make the organization moreeffective through stronger leadership, an increasedcommitment of individual employees to organization-widegoals, and a better prepared, trained, and safer workforce.

AHR has the lead for three Performance Targets. Theseare: (1) Filling 80% of FAA external hires within OPM's 45-day standard by FY 2010 (2) Reducing grievanceprocessing time by 30 percent by FY 2010. (3) Reducingthe total workplace injury and illness case rate to no morethan 2.44 per 100 employees by the end of FY 2011. Inaddition, AHR provides support to maintaining the air trafficcontroller and aviations safety workforces within theprojected annual totals in their respective workforce plansas well as contributing significantly to the cost savingsperformance target.

Implementing President Obama's hiring reform agenda isan AHR-led effort. State-of-the-art recruitment andmarketing 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 pilot an onboarding solutionto help new employees feel welcomed and better preparedfor 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. Buildingstronger leadership within the agency helps FAA achievestrategic goals and manage people and resourceseffectively while driving continuous improvement.

Becoming an employer of choice is a high priority objectivefor the Department of Transportation (DOT) and FAA. HR

spearheads the Employee Engagement SteeringCommittee, which resulted from results of the 2008 FederalHuman Capital Survey. This committee completed muchof the groundwork (such as HR's benchmarking of bestplaces to work) for developing strategies designed toincrease FAA-wide positive response rate in Leadershipand Performance Culture. DOT and FAA consider linkingemployee performance to strategic goals a critical step inimproving employee satisfaction, reducing turnover andattracting a high performance workforce.

Throughout the course of FY 2010, the AHR executiveteam developed a 5-year strategic plan, which focuses on4 goals that address Presidential and FAA human resourcepriorities. The goals are incorporated into AHR's corebusiness as new core business targets with initiatives andsupporting activities. During the first quarter of FY 2011,we will work to migrate all of our core business under thesenew core business targets.

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.

Organizational Excellence

Flight Plan Target: Leadershipand Accountability(Objective) Make the organization more effective withstronger leadership, a results-oriented, highperformance workforce, and a culture of accountability.

Develop and implement Corporate and LOB/SOOrganizational Excellence Action Plans that addressemployee feedback and engagement, and improveorganizational effectiveness, accountability andperformance.

Strategic Initiative: OrganizationalExcellence Action Plans

Strategic Activity: OE Action Plans: AHRGuidance and ConsultationProvide ongoing review and consultation toLOBs/SOs on their OE Action Plans.

Activity Target 1:Provide LOBs/SOs consultation and guidance onaddressing employee feedback and engagementmethods as they work to improve organizational

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effectiveness, accountability and performance.Due September 30, 2011

Establish corporate managerial training programs thatensure we use resources to effectively align withagency goals, and drive continuous improvement.

Strategic Initiative: ManagerialTraining

Strategic Activity: Assess LeadershipSkill GapsIdentify leadership skills gaps for managers basedon the FAA Managerial Success Profile andpromote continuing managerial training to addressthem.

Activity Target 1:Revalidate the FAA Managerial Success Profile.Due March 31, 2011Activity Target 2:Conduct agency-wide assessment of leadershipskill gaps and identify strategies for closing them.Due June 30, 2011Activity Target 3:Report on agency-wide leadership successiontrends, projected requirements, and strategies forall leadership levels. Due June 30, 2011

Strategic Activity: Establish EffectiveCorporate Management TrainingAlign the FAA's corporate management curriculumwith strategic goals and, with the AssistantAdministrator for Regions and Center Operations(ARC), establish a corporate management trainingprogram at the Center for Management andExecutive Leadership (CMEL) that meets strategicrequirements.

Activity Target 1:Define and communicate emerging curriculumrequirements and FY 2012 delivery priorities toCMEL. Due May 31, 2011Activity Target 2:Update core management curriculum to betteraddress strategic goals and identified skill gaps.Due September 30, 2011

Strategic Activity: Enhance Return onInvestment from Management TrainingMinimize duplication of training efforts by LOB/SOs,establish rigorous training evaluation systems, andincrease impact of training on managerperformance.

Activity Target 1:Report semi-annually (the first is due April 30,2011) on the quality and effectiveness ofcorporate management training. Due September30, 2011Activity Target 2:Implement strategies to promote application oftraining back on the job. Due September 30,

2011Activity Target 3:Expand the scope of the FAA LeadershipNetwork to enhance return on investment. DueSeptember 30, 2011

Strategic Activity: ManagerialProbationary Period OversightEstablish 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.

Activity Target 1:Reengineer processes to improve timelycompletion of mandatory training andcertification. Due March 30, 2011Activity Target 2:Expand tools and training to promote effectivecoaching and mentoring of new managers. DueSeptember 30, 2011

Establish corporate employee training programs tobuild leadership competence within the FAAworkforce, support professional development, andpromote continuous learning.

Strategic Initiative: EmployeeTraining

Strategic Activity: Corporate MentoringProcessPut in place a corporate mentoring process tosupport employee career planning anddevelopment.

Activity Target 1:Monitor and evaluate the effectiveness of agencymentoring activities. Due March 30, 2011Activity Target 2:Expand use of FAA On-Line Mentoring agencywide. Due September 30, 2011

Strategic Activity: Program for EmergingLeadersImplement the Program for Emerging Leaders todevelop prospective managers

Activity Target 1:Announce program and initiate participantselection. Due December 31, 2010Activity Target 2:Initiate formal training activities. Due March 30,2011Activity Target 3:Evaluate program activities and developstrategies for improvement. Due September 30,2011

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Strategic Activity: Tuition AssistanceDevelop and maintain critical business andtechnical knowledge through continuous learningand education.

Activity Target 1:Pilot tuition assistance program. Due December31, 2010Activity Target 2:Evaluate tuition assistance policies andprocesses. Due September 30, 2011

Establish a corporate, senior leadership developmentprocess to build executive-level competencies.

Strategic Initiative: SeniorLeadership Development

Strategic Activity: Senior LeadershipDevelopment ProgramImplement the Senior Leadership DevelopmentProgram (SLDP) to develop a pipeline of seniormanagers prepared to assume executive positions.

Activity Target 1:Complete Cohort 2 participants' core training.Due March 31, 2011Activity Target 2:Evaluate progress of Cohort 2 participants. DueMarch 31, 2011Activity Target 3:Announce Cohort 3 Program and establishselection processes. Due June 30, 2011Activity Target 4:Select Cohort 3 participants. Due September 30,2011

Each LOB/SO will track and report quarterly on theircompliance with corporate leadership developmentpolicies and initiatives.

Strategic Initiative: LeadershipDevelopment

Strategic Activity: AHR LeadershipDevelopment ComplianceEach FAA organization will report 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, andmaintenance of Continuing Management Educationhours.

Activity Target 1:Report on steps taken to improve or sustaintimely completion of probationary training andcertification. The reports are due quarterlystarting December 31, 2010. Due September 30,2011Activity Target 2:Report quarterly on steps taken to meetContinuing Management Education requirements

for incumbent managers. Reports are duequarterly beginning with December 31, 2010. DueSeptember 30, 2011

Each FAA organization will track and report quarterlyon LOB/SO actions to foster a workplace free ofharassment, reprisal, and retaliation.

Strategic Initiative: Harassment,Reprisal, and Retaliation FreeWorkplace

Strategic Activity: AHR Harassment- andRetaliation-Free Workplace TrainingEach FAA organization will track and reportquarterly in pbviews on their compliance with thisinitiative in terms of the numbers of people trained.

Activity Target 1:Report quarterly the number of new managerswho have completed Frontline Managers training,eLMS Course #FAA30200099 - FrontlineManagers Course - Phase 1. Due September 30,2011Activity Target 2:Report quarterly the number of managers whohave completed eLMS course #FAA30200134 -Accountability Board Training for FAA Managers.Due September 30, 2011Activity Target 3:Report quarterly the number of employees whohave completed in-person training sessionsprovided by the Accountability Board or byAccountability Board Human Resources Points ofContact. (eLMS Course #FAA30200352 -Supervisory Skills Training, Interface BetweenLR/ER Principles and Accountability BoardInvestigations; or eLMS Course #FAA30200177 -Instructor-Led Accountability Board Training forAll Employees. Due September 30, 2011Activity Target 4:Report quarterly the number of employees whohave completed any other training sessions thataddressed harassment, retaliation, or reprisal inthe workplace. (Your training coordinators shouldenter this data into eLMS with the appropriatecourse number or as an "External Event".) DueSeptember 30, 2011

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.

Strategic Initiative: New Hires withTargeted Disabilities

Strategic Activity: AHR actions insupport of DOT FY goal that 3% of allnew hires are individuals with targeteddisabilities

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AHR will track and report quarterly on actions takento support the Secretary of Transportation's fiscalyear goal that 3 percent of all new hires areindividuals with targeted (severe) disabilities.

Activity Target 1:AHR will provide to ACR a standard quarterlyreport outlining actions taken to increase theirworkforce percentage of individuals with targeteddisabilities. Due September 30, 2011

Flight Plan Target: Cost ControlOrganizations throughout the agency will continue toimplement cost efficiency initiatives in 2011 such as:$20 million in savings for strategic sourcing for selectedproducts and services and a reduction of $30 million inInformation Technology operating costs. FY 2011Target: 90% of targeted savings.

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

Strategic Initiative: Cost ControlProgram

Strategic Activity: AHR OWCP 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 compensationprogram.

Activity Target 1:Achieve 90% of the projected $9,000,000 yearend savings. Due September 30, 2011

Each FAA organization will develop, track, and reportquarterly on a comprehensive measure of itsoperating efficiency or financial performance. Thesemeasures will include: ATO cost per controlled flight,AIP grants administration, staff office overhead rates,grievance processing time, and cost per accountingtransaction.

Strategic Initiative: Productivity andFinancial Metrics

Strategic Activity: AHR EfficiencyMeasure: OPM 45-Day Hiring StandardAHR will track and report the percentage of external-hire job offers made within the OPM 45-daystandard. The FY 2011 target is 80%.

Activity Target 1:Continue to report FY 2010, 4th quarter results toABA. Due October 31, 2010Activity Target 2:Report FY 2011, 1st quarter measure results toABA. Due January 31, 2011Activity Target 3:Report FY 2011, 2nd quarter measure results toABA. Due April 30, 2011

Activity Target 4:Report FY 2011, 3rd quarter measure results toABA. Due July 31, 2011Activity Target 5:Provide updated FY 2012 template for review andapproval in time to be included in the FY 2012Business Plan Due June 15, 2011

Strategic Activity: AHR EfficiencyMeasure: Grievance Processing TimeAHR will report to ABA quarterly on the averagenumber of days taken to process union employeegrievances from the time the grievance is enteredinto the agency's tracking system. To ensure aconsistent and corporate labor managementprogram, FAA focuses on providing effective andefficient processes to handle grievances,negotiations, and contract administration. The FY2011 target is 102 days.

Activity Target 1:Report FY 2010 4th quarter results to ABA fortime to process union employee grievances. DueOctober 31, 2010Activity Target 2:Report FY 2011 1st quarter results to ABA fortime to process union employee grievances. DueJanuary 31, 2011Activity Target 3:Report FY 2011 2nd quarter results to ABA fortime to process union employee grievances. DueApril 30, 2011Activity Target 4:Report FY 2011 3rd quarter results to ABA fortime to process union employee grievances. DueJuly 31, 2011Activity Target 5:Provide updated FY 2012 measure template forreview and approval, allowing sufficient time to beincluded in the FY 2012 Business Plan. Due June15, 2011

Flight Plan Target: InformationSecurity ProgramAchieve zero cyber security events that disable orsignificantly degrade FAA mission critical Line ofBusiness systems. FY 2011 Target: 0

Enable enterprise-wide conformance to informationtechnology enterprise architecture.

Strategic Initiative: EnterpriseArchitecture Conformance

Strategic Activity: EnterpriseArchitecture Conformance.AHR support for enabling enterprise-wideconformance to the FAA IT Enterprise Architecture.

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Activity Target 1:Update the infrastructure and applicationinventory. Due March 31, 2011

Protect FAA-sensitive and individual privacyinformation from unauthorized disclosure.

Strategic Initiative: UnauthorizedDisclosure

Strategic Activity: Stabilize InformationAssurance/Privacy OperationsProtect FAA-sensitive and individual privacyinformation from unauthorized disclosure.

Activity Target 1:Complete 100% of all PTAs and PIAs as requiredby the C&A anniversary date. Ensure PTA/PIAapproval is obtained from Privacy Officer. DueSeptember 30, 2011Activity Target 2:Support 100% of all Privacy Compliance activitiesconducted by the Privacy Office. Develop andimplement compliance remediation plans for allidentified findings. Due September 30, 2011Activity Target 3:Report 100% of all privacy breaches to theCSMC as they occur and take requiredremediation action In accordance with the FAAPrivacy Order. Due September 30, 2011Activity Target 4:Develop a plan that is approved by the PrivacyOffice to remediate PII vulnerabilities identifiedduring DLP/Security scanning and Privacycompliance reviews and then implementremediation according to the plan. DueSeptember 30, 2011Activity Target 5:Encrypt all PII systems for data in transit and dataat rest. Due September 30, 2011

Flight Plan Target: OPM HiringStandardBy FY 2010, 80 percent of FAA external hires will befilled within OPM's 45-day standard for government-wide hiring. FY 2011 Target: 80%

In external recruitment efforts, implement corporatestrategies that expand the applicant pool to ensureequal opportunity to all applicants and result inattracting high quality candidates to the FAA.

Strategic Initiative: ExternalRecruiting

Strategic Activity: Strategically MarketFAA as An Employer of ChoiceDevelop opportunities and participate in activitiesthat will increase FAA's visibility as an employer ofchoice to current and future job seekers. Supportthe attainment of NextGen, ATO 2152/2101, AVS1825, and other priority programs' hiring goals and

objectives.

Activity Target 1:Provide guidance, information, and tools tosupport annual update of recruitment strategiesand outreach plans for mission-criticaloccupations. Due January 31, 2011Activity Target 2:Develop recruitment strategies and outreachplans to support the accomplishment of air trafficcontroller, airway transportation systemspecialist, and aviation safety inspector hiringplan goals and objectives. Due March 30, 2011Activity Target 3:Promote and partner with veterans advocateorganizations to place disabled veterans in acooperative education and/or non-paid workexperience opportunity at FAA. Placements willbe tracked Q2 through Q4. Due September 30,2011Activity Target 4:Cultivate relationships and form partnerships withorganizations that assist the public in seekingemployment opportunities. Report progressmonthly. Due September 30, 2011Activity Target 5:Monitor quarterly the Office of Communications'development of FAA policy regarding the use ofsocial media. Due September 30, 2011Activity Target 6:Provide two sessions of Recruiter Training at acost of $1100 per class. Due September 30, 2011

Strategic 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 thevarious types of student/intern programs and thebenefits of these programs by providingmanagerial briefings and updated information.Due March 30, 2011

Sustain and improve agency human capital planningand measurement processes.

Strategic Initiative: Human CapitalPlanning

Strategic Activity: Human CapitalPlanning, Analysis, and StrategyImplementationSustain ongoing strategic human capital planningand analysis, aligned with annual updates to theFAA Flight Plan, DOT/OPM human capital planningrequirements, and government-wide regulations on

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implementation of human capital managementstandards.

Activity Target 1:Complete annual update of FAA Human CapitalPlan aligned with FAA Flight Plan update andDOT/OPM human capital planning requirements,and government-wide regulations onimplementation of human capital managementstandards. Due April 30, 2011Activity Target 2:Lead and participate in FAA and/or DOT/OPM-level workgroups to conduct competencymodeling and assessment, and close skill gapsfor agency mission critical occupations. DueSeptember 30, 2011Activity Target 3:: Participate on various DOT councils,committees, and work groups to provide humancapital updates and deliverables to supportDOT/OPM/OMB goals for the strategicmanagement of agency human capital. DueSeptember 30, 2011

Strategic Activity: OrganizationalWorkforce PlansUse workforce planning and analysis to strategicallyalign LOB/SO human capital (workforce size/skills)with organizational needs and goals, and supportthe government-wide Human Capital requirements.Provide guidance and tools to improve and sustainthe workforce planning process. Review LOB/SOWorkforce Plans.

Activity Target 1:AHR will collect and review LOB/SOs' self-assessments of their workforce plan to improvethe process. Due February 28, 2011Activity Target 2:AHR will collect and review LOB/SOs' completedworkforce plans that support their Business Planand government-wide/DOT human capitalrequirements. Due July 30, 2011Activity Target 3:AHR will conduct the FAA Human CapitalPlanning Council and provide guidance and toolsto LOB/SOs to improve and sustain the agencyworkforce planning process. Due September 30,2011

Strategic Activity: Survey Managementand Action PlanningUse government-wide and agency survey resultsand action planning to inform management decisionmaking and improve employee engagement,satisfaction, commitment and organizational workenvironment and culture.

Activity Target 1:Coordinate the administration of the government-wide and Departmental surveys (e.g., Employee

Engagement Survey (EVS); MSPB) withDOT/OPM and FAA including sampling plan andmonitoring of response rates. Due March 30,2011Activity Target 2:Analyze, interpret, and communicate the resultsfrom government-wide and Departmental surveysto management and the workforce. Due July 31,2011Activity Target 3:Develop corporate FAA Employee EngagementAction Plan, when required, in collaboration withagency stakeholders to address results andpublicize the plan. Due September 30, 2011Activity Target 4:Monitor implementation of action plan and on aquarterly basis, report progress and results tostakeholders (e.g., FAA management, agencyexecutive-level committees, DOT, and OPM).Due September 30, 2011

Flight Plan Target: ReduceWorkplace InjuriesReduce the total workplace injury and illness case rateto no more than 2.44 per 100 employees by the end ofFY 2011, and maintain through FY 2013. FY 2011Target: 2.44 per 100 employees

Reduce workplace injuries through employee safetyprogram evaluations and OSHA Voluntary ProtectionProgram measures.

Strategic Initiative: ReduceWorkplace Injuries

Strategic 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.Due January 15, 2011Activity Target 2:Assess OSH self evaluations from all Lines ofBusiness. Due July 29, 2011Activity Target 3:In coordination with the Center for Management& Executive Leadership (CMEL) and the ATO,update course materials for general safetyawareness for employees, and improve themanagement learning experience such thatrefined OSH tools are used in the trainingcurriculum for Frontline Manager Courses. DueJuly 29, 2011Activity Target 4:Monitor OSH responsibility as a performancemeasure in selected generic

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managers/supervisors performance standards.Due July 29, 2011

Flight Plan Target: UnqualifiedAudit OpinionObtain an unqualified opinion on the agency's financialstatements (Clean Audit with no material weaknesses)each fiscal year. FY 2011 Target: Unqualified auditopinion with no material weaknesses each fiscal year

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 (NFR).

Strategic Initiative: IT Audit Findings

Strategic Activity: IT AUDIT FINDINGS.Correct High and Medium Vulnerabilities andreceive no Significant Deficiencies related to new ITNFRs.

Activity Target 1:Conduct internal audit/sampling of employeesthat have left the agency to determine thetimeliness of close-out of their system access.Due December 31, 2010Activity Target 2:Implement corrective actions if required to ensureexit clearance forms are completed for allemployees in a timely manner. Due February 28,2011

Flight Plan Target: GrievanceProcessing TimeReduce grievance processing time by 30 percent (to anaverage of 102 days) by FY 2010 over the FY 2006baseline of 146 days, and maintain the reductionthrough FY 2013. FY 2011 Target: 102 days

Monitor labor relations service level agreements toensure the requirements of lines of business and staffoffices (LOB/SO) are met.

Strategic Initiative: Service LevelAgreements

Strategic Activity: Service LevelAgreements for Labor RelationsMonitor labor relations service level agreements toensure the requirements of lines of business andstaff offices are met.

Activity Target 1:Track and report monthly compliance with servicelevel agreements. Due September 30, 2011Activity Target 2:Monitor customer satisfaction levels withperformance against service level agreements,report quarterly. Due September 30, 2011

Develop and provide labor relations training foragency supervisors and managers.

Strategic Initiative: Labor RelationsTraining

Strategic Activity: Labor RelationsTraining for Agency Managers andSpecialistsDevelop and provide labor relations training foragency supervisors and managers, and laborrelations skills training to labor relations specialists.

Activity Target 1:Conduct contract administration training followingsigning of new contracts as required. DueSeptember 30, 2011Activity Target 2:Survey recipients' satisfaction with trainingprovided. Due September 30, 2011Activity Target 3:Reassess Labor Relations training needs. DueSeptember 30, 2011

Using the Grievance Electronic Tracking System(GETS), reduce grievance processing time comparedto the baseline measure.

Strategic Initiative: GrievanceTracking

Strategic Activity: Grievance TrackingUsing the Labor and Employee Relations IntegratedInformation System (LERIS), monitor grievanceprocessing time and take necessary actions toachieve the specified target processing time.

Activity Target 1:Provide a processing time update to AHLManagers and HR Directors through theExecutive Director, HR Field Operations on aquarterly basis. Due September 30, 2011Activity Target 2:Review grievance processing practices, identifydelays and bottlenecks, and recommendimprovements as needed on a quarterly basis.Due September 30, 2011Activity Target 3:Initiate periodic feedback, training, discussions,etc., with Regional Points of Contact as neededon a quarterly basis. Due September 30, 2011

Flight Plan Target: ATCPositions Workforce PlanMaintain the air traffic controller workforce within 2%,above or below, the projected annual totals in the AirTraffic Controller Workforce Plan. FY 2011 Target: Ator up to 2% above annual target

Strategic Initiative: ATC WorkforcePlan

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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.

Strategic 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, 2011Activity Target 2:Refer an adequate number of eligible candidatesfor each ATO selection panel consistent withongoing preplanning activities throughout theyear. Due September 30, 2011

Achieve cost avoidance of at least $18M* througheffective management of the workers' compensationprogram. [*Note: FY11 target contingent upon FY10results.]

Core Business Target: MitigateOWCP Costs

Achieve cost containment through effectivemanagement of the workers' compensation program.Mitigate OWCP costs by undertaking proactivemanagement of injury claims. Centrally manageclaims for entire FAA.

Core Business Initiative: MitigateOWCP Costs

Core Activity: OWCP CostsManagementContinue effective workers compensation programmanagement and maintain cost containmentobtained through the consolidation of the corporateprogram.

Activity Target 1:Monitor on a monthly basis the one year costavoidance on all new OWCP claims that are 1)denied and 2) resolved through a successfulreturn to either light or full duty to ensurecontinued program efficiencies. Due September30, 2011Activity Target 2:Conduct outreach efforts which will includeregional and/or facility management training,OWCP District Office briefings and case reviewvisits, FAA facility tours, etc. Due September 30,2011Activity Target 3:Continue as needed process of migrating DOTOperating Administration Workers Compensationprograms to FAA national program. DueSeptember 30, 2011

Manage and enhance AHR's HR automation systems.Accomplish 95% of targets within schedule.

Core Business Target: HRAutomation Systems

Manage and enhance the Federal Personnel andPayroll System (FPPS), Consolidated AutomatedSystem for Time and Labor Entry (CASTLE), andother supporting subsystems within FAA inaccordance with established 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 PLS supportthrough a CASTLE/FPPS/PLS managers'meeting in July. Due August 31, 2011Activity Target 2:Monitor missing and unapproved timecards at theLOB level, reporting on a bi-weekly basis thenumber of missing and/or unapproved T&As.Initial report due October 12, 201. DueSeptember 30, 2011Activity Target 3:Collect, submit, and monitor the status of changerequests submitted to enhance the CASTLE incompliance with the DOT change controlprocess. Report the number of change requestsand their status on a quarterly basis. Initial reportdue in January. Due September 30, 2011

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

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, 2010Activity Target 2:Continue of training for the FAA SME personnelin regional HR offices on the new DOI trainingdatabase. Due February 1, 2011Activity Target 3:Collect, submit, and monitor the status of changerequests submitted to enhance the DataMart incompliance with the DOT change control process

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and in accordance with Agency needs. DueAugust 30, 2011Activity Target 4:Provide official FAA employment figures toLOB/SOs when requested. This is done on anongoing basis. Due September 30, 2011

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

Activity Target 1:DOI to develop software changes for HRMS tomeet the FAA's requirements. Due January 31,2011Activity Target 2:Ensure all software enhancements are metthrough FAA testing. Due September 30, 2011Activity Target 3:Continue the Implementation of HRMSthroughout the FAA HR community during FY2011. Due September 30, 2011

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

Activity Target 1:AVIATOR Phase 2.0: complete development ofrequirements and tasks. Due January 31, 2011Activity Target 2:AVIATOR future enhancements -- iterativeprocess: finalize requirements for USA JobsInterface. Due March 31, 2011Activity Target 3:Promote the new release of AVIATOR 1.0 to FAAemployees. Due May 28, 2011Activity Target 4:AVIATOR future enhancements -- iterativeprocess: finalize implementation of AVIATOR3.0.05/31/2011 Due May 31, 2011Activity Target 5:ASAP Application Survey: maintain performancemeasure of 95% or more responses of neutral tovery satisfied cumulative for the year. DueSeptember 30, 2011Activity Target 6:SWIFT Tech Support Desk: maintain monthlyperformance measure of 95% or more ticketsclosed by COB of the 2nd business day. DueSeptember 30, 2011

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 andupdate other FAA Enterprise ArchitectureModels. Due August 30, 2011Activity Target 2:Expand AHR's Enterprise Architecture todocument AHR's Business Processes and ITsystems that support them. Due August 30, 2011Activity Target 3:Maintain and manage enterprise architectureactivities for AHR systems including aconfiguration control board. Due September 30,2011

Core Activity: Information SystemsSecurityEstablish and maintain AHR information systemssecurity

Activity Target 1:Conduct annual security review (NIST 800-26) forAHR systems as required by the C&Aanniversary date. Due September 30, 2011Activity Target 2:Oversee remediation of identified securityvulnerabilities for AHR IT systems. DueSeptember 30, 2011Activity Target 3:Support the activities of the AHR ConfigurationControl Board as needed. Due September 30,2011Activity Target 4:Conduct the Security Certification andAuthorization Process (SCAP) for all newenterprise AHR systems. Due September 30,2011

Core Activity: ApplicationsDevelopment SupportSet up and manage AHR web applications supporthelpdesk.

Activity Target 1:Update the AHR overall employee website. DueSeptember 30, 2011Activity Target 2:Research, gather requirements and design planof AHR web application portal. Due September30, 2011Activity Target 3:Consolidate Workload Application Tools (i.e.,Workload, Greentree, Applicant Tracker, Time-to-Fill) to monitor pipeline and specialistsproductivity. Due September 30, 2011Activity Target 4:Identify agency requirements for a newautomated, integrated PMS/SCI system. DueSeptember 30, 2011

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Assist agency efforts to prevent discrimination byincreasing management and employee awareness withregard to EEO responsibilities and appropriatebehaviors by training three percent (3%) of the FAAworkforce and provide training to 50% of all new AirTraffic Student hires. Develop new EEO training coursethat will meet agency needs and create a library of EEOmaterials.

Core Business Target: ConductEEO Training

Assist agency efforts to prevent discrimination byincreasing management and employee awareness inEEO through training.

Core Business Initiative: PreventDiscrimination through EEOTraining

Core Activity: Conduct EEO Trainingand Briefings to include the mandatoryNo FEAR TrainingConduct EEO training with regards to EEOresponsibilities and appropriate behaviors to 3% ofthe FAA workforce. Additionally, FAA must complywith OPM requirement to administer the NO FEARtraining to 100% of all FAA employees.

Activity Target 1:Each LOB/SO will partner with the Office of CivilRights to provide training to at least 1.5% of theFAA workforce. Due March 31, 2011Activity Target 2:Each LOB/SO will partner with the Office of CivilRights to provide training to an additional 1.5% ofthe FAA workforce for a total of 3%. DueSeptember 30, 2011Activity Target 3:Each LOB/SO will ensure that 100% of all FAAemployees complete the OPM mandated NOFEAR Training. Due December 30, 2010

Develop, modify or cancel at least 15 Human Resourcespolicy documents in FY11.

Core Business Target: HumanResources Policy

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 andemployment, performance management andawards, leave, work hours, premium pay, HR policyweb content, and comprehensive policydevelopment/issuance instructions to Human

Resource Directors and FAA lines of business andstaff offices.

Activity Target 1:Review policy bulletins for currency and developplans for incorporating into policy or canceling.Due June 30, 2011Activity Target 2:On an ongoing basis, review new legislation,executive orders, regulations, listening tocustomer feedback, and other sources, determinewhether to implement new and/or revised FAAHR policy. Due September 30, 2011Activity Target 3:Develop, modify, or cancel Human Resourcepolicy documents as needed to support HRDirectors and FAA LOB/SOs. Due September 30,2011

Core Activity: Policy Oversight andCustomer FocusPerform policy oversight and incorporate voice ofthe customer 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, 2011Activity Target 2:Analyze policy survey feedback and reportresults. Take any necessary follow-up action(s) toimprove services. Assess and report success offollow-up actions. Due September 30, 2011Activity Target 3:Communicate policy/program initiatives,highlights, positions and interpretations throughguides, broadcast messages, position/decisionpapers, memos, telecons, congressionals, and/orthird-party hearings. Due September 30, 2011Activity Target 4:Create guides and/or conduct training session(s)on new or revised policies/programs within threemonths of the policy/programs effective date oras need arises. Due September 30, 2011Activity Target 5:Identify the need for and provide refresherbriefings/training to customers in the functionalareas designated above to enhanceunderstanding of HR policy (e.g. core comp,classification, performance management, leave,etc.). Due September 30, 2011

Core Activity: HR Policy ProgramSupportProvide program guidance and support to HRoffices and LOB/SOs on program areas such as theVoluntary Leave Transfer Program, establishing

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position requests (waivers), responding to FOIAsand Congressionals, etc.

Activity Target 1:Analyze HR policy program activities to ensureeffectiveness. Report analysis activities on aquarterly basis. Due September 30, 2011Activity Target 2:Make program adjustments based on analysesas needed. Assess and report success ofadjustments on a quarterly basis. Due September30, 2011

Core Activity: Policy ProcessImprovementReview and improve current operating processes.

Activity Target 1:Review current processes for operationalefficiency improvements or baselining inconjunction with AHR's Malcolm Baldrige/SixSixma efforts. Due March 30, 2011

Core Activity: Voice of the CustomerImprove policy prioritization, development andimplementation in accordance with voice of thecustomer.

Activity Target 1:Working across the AHR organization, ensurepolicies and procedures are documented,updated and communicated in a timely manner.Due September 30, 2011Activity Target 2:Working across the AHR organization, revisepolicies and procedures using easy-to-understand, plain language. Due September 30,2011Activity Target 3:Work with AHP-100 to create a SharePoint, KSNsite to house all in-house policy-related referencematerials and Operating Instructions in a singleplace. Due September 30, 2011Activity Target 4:Work with AHF and AHP-200 to improve theconsistent application of policies and procedures.Due September 30, 2011

Provide corporate oversight and manage theimplementation and proper operation of the agency'sperformance management system to insure that thesystem is credible, fair, complies with policies andmerit system principles, and effectively operates tomeet program objectives including planning,monitoring, appraising, and rewarding employeeperformance.

Core Business Initiative: AgencyPerformance Management System

Core Activity: PerformanceManagement Program Oversight

Provide corporate oversight and manage theagency's performance management system.

Activity Target 1:Conduct a 10% sampling of managerial workplans or supplemental standards across the FAAthrough the Agency PMS Committee to confirmthe presence of credible measures. Due March30, 2011Activity Target 2:Conduct a 10% sampling of employee work plansor supplemental standards for employees whoare covered by generic performance standardsacross the FAA through the Agency PMSCommittee to confirm the presence of crediblemeasures. Due March 30, 2011Activity Target 3:Assess the percentage of employees who receivemid-term (progress) reviews throughout the FAAto identify whether corrective action is needed byFAA organizations Due June 30, 2011Activity 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, 2011

Manage the FAA Core Compensation system.

Core Business Initiative: CoreCompensation System

Core Activity: Core CompensationSystemManage the FAA Core Compensation system.

Activity Target 1:Provide expert-level policy guidance andinterpretation in the form of briefing books,decision papers, data, and meetings to theAdministrator, Deputy Administrator, and CoreCompensation Committee on the corecompensation system. Due March 30, 2011Activity Target 2:Review compensation policies to determine ifupdates are needed. Due March 30, 2011Activity Target 3:Issue guidance, requirements, criteria, and/ortools, as needed, to FAA LOB/SOs to support theeffective implementation/operation of theagency's compensation system Due September30, 2011Activity Target 4:Revise and modify compensation policy requiringupdates. Provide refresher training to HumanResource Management staff as appropriate. Due

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September 30, 2011Activity Target 5:Develop a plan of action to integrate FAA's CoreCompensation System with FAA's PerformanceManagement System (PMS) to create acomprehensive pay-for-performance system foruse FAA-wide. Due September 30, 2011

Support ATC hiring by providing AT-SAT test seats for100% of new, eligible General Public and CTIapplicants, contingent upon ATO funding.

Core Business Target: ATCHiring Process & AT-SATManagement

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 input and support revisions to the 2011ATC Workforce Plan. Due March 30, 2011Activity Target 2:Provide quarterly reports on controller new hirerace & national origin (RNO) data to ACR. DueSeptember 30, 2011Activity Target 3:Provide guidance and support in thedevelopment of new and existing air trafficcontroller hiring programs to provide additionalsources of new air traffic control specialists andto ensure recruitment of applicants qualified towork in the new NextGen environment. DueSeptember 30, 2011Activity Target 4:Work with the ATO and ACR to implementchanges to the ATCS hiring process to eliminatebarriers identified in the FY09 barrier analysis.Due September 30, 2011

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

Activity Target 1:Determine whether to execute the second optionyear under the new AT-SAT testing contract andexecute that option if that is the choice. DueMarch 12, 2011

Activity Target 2:Continue changes to AT-SAT policies as requiredbased on CAMI data. Due September 30, 2011Activity Target 3:Conduct a review of AT-SAT contractorperformance by visiting at least one contractortest site per quarter. Due September 30, 2011Activity Target 4:Provide a test seat for all CTI candidates nearinggraduation who are eligible, available and willingto be tested during FY 2011, contingent uponfunding. Due September 30, 2011Activity Target 5:Provide a test seat for all general publiccandidates referred for testing by AMH who areavailable and willing to be tested, contingentupon funding. Due September 30, 2011Activity Target 6:Work with the Civil Aerospace Medical Institute tomake any necessary changes to AT-SAT basedon the results of on-going research. DueSeptember 30, 2011

Core Activity: ATC CredentialingProgramImplement the ATC Credentialing Program.

Activity Target 1:Identify any AHR policies that must be modifiedto support the ATCS credentialing program. DueDecember 31, 2010

Core Activity: Technical OperationsWorkforce SupportSupport the implementation of NextGen byproviding Human Resources advice and guidanceto the senior management of Technical Operationsand by ensuring that HR advice and guidanceappropriately incorporates changes due toNextGen.

Activity Target 1:Provide assistance, as needed, in thedevelopment of the Technical Operationsworkforce plan. Due July 30, 2011Activity Target 2:Travel to schools identified by ATO TechnicalTraining to participate in assessment of theschools for participation in the Tech Ops CTIprogram. Due June 30, 2011Activity Target 3:Travel to each of the three ATO service areasand meet with staff there to identify any AHRpolicies that must be modified to support hiring,employment, and pay of the Tech Ops workforce.Due June 30, 2011Activity Target 4:Travel to each of the three ATO service areasand meet with staff there to identify any AHR

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policies that must be modified to support hiring,employment, and pay of the Tech Ops workforce.Due September 15, 2011Activity Target 5:Improve the Tech Ops hiring process byattending their centralized selection panels andparticipating in workgroups to improve hiringprocess. Due September 30, 2011

Core Activity: Process ImprovementReview and improve current operating processes.

Activity Target 1:Review current processes for operationalefficiency improvements or baselining inconjunction with AHR's Malcolm Baldrige/SixSigma efforts. Due September 30, 2011

Ensure that all 12 Regions/Centers/HQ offices meet theaverage grievance processing time (102 days) targetfor FY11.

Core Business Target: Laborand Employee Relations

Provide oversight and ensure compliance of allbargaining with FAA unions in accordance with FAAOrder 3710.18, Internal Coordination Requirementsfor Negotiating Term and Mid-Term Agreements withFAA Unions, and the Federal Service Labor-Management Statute.

Core Business Initiative: LaborRelations Oversight andCompliance

Core Activity: Official Time OversightReduce reported official time use through ongoingmanagement and oversight.

Activity Target 1:Provide monthly reports on Official Time usage toAHR field offices, and LOBs with Service LevelAgreements. Due September 30, 2011Activity Target 2:Issue reminder guidance. Due September 30,2011

Support the FAA workforce through timely and qualityemployee relations services.

Core Business Initiative: EmployeeRelations

Core Activity: LR-ER AutomatedInformation SystemsDevelop and use automated system(s) to track,cost, and report conduct- and performance-basedactions.

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-

year and end-of-year; the first by May 30, 2010and the second by September 30, 2011. DueSeptember 30, 2011Activity 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, 2011 and the second by September 30,2011. Due September 30, 2011Activity Target 3:Develop and deliver training to address majorissues resulting in discipline. Due September 30,2011

Core Activity: Employee RelationsPolicyReview, validate, and ensure the accuracy of ERpolicy information provided to FAA employees.

Activity Target 1:Review and validate one Employee RelationsPolicy or GAM each quarter and modify asnecessary. Due March 31, 2011Activity Target 2:Review and validate KSN content to ensureinformation is updated and modify as necessary.Due May 30, 2011Activity Target 3:Update AHL-100 Employee Relations webcontent at mid-year and end-of-year; the first byApril 30, 2011 and the second by September 30,2011. Due September 30, 2011

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 April 30, 2011Activity Target 2:Provide Conduct and Discipline training andAdvanced Labor and Employee RelationsTraining courses for Labor and EmployeeRelations Professionals. Due August 30, 2011Activity 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, 2011and the second by September 30, 2011. DueSeptember 30, 2011

Ensure that all 12 operating HR offices meet the OPM45-Day Standard for 80% of the external-hire job offers.

Core Business Target: HumanResources Operations

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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 day-to-day Human Resource services toAHR customers.

Activity Target 1:Respond to customers with timely services andaccurate information. Measures/target valuesTBD: Performance targets are as outlined in theService Level Agreements. Due September 30,2011Activity Target 2:Track and report customer satisfaction level withHR service delivery through Service LevelAgreements (Employment, LER and Benefits).Due September 30, 2011Activity Target 3:Ensure customer service skills are enhancedthrough internal training initiatives. DueSeptember 30, 2011

Core Activity: Process ImprovementReview and improve current operating processes.

Activity Target 1:Review and improve current HR processes foroperational efficiencies in conjunction with AHR'sMalcolm Baldrige/Six Sigma efforts. Specificmeasures: Implementation will be made within 3months after project(s) completion. Due March30, 2011Activity Target 2:Implement identified process improvements in allfield operating offices. Specific measures:Implementation of improvements will becontained in each project(s). Due September 30,2011Activity Target 3:Identify and correct inconsistencies inimplementation of new or current processimprovement instructions among the operatingHR Offices. Due 3 months after implementingprocess improvement. Due September 30, 2011

Core 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, 2011Activity Target 2:Report at mid-year and year-end to AHR-1 onany actions taken. Due September 30, 2011

Core Activity: Close Skills GapsThrough Functional TrainingProvide training to the HR operating officesworkforce.

Activity Target 1:Develop FY corporate training plans to addressHR operating office workforce skill gaps identifiedthrough human capital surveys or performancereviews. Specific measures: Identification basedon annual survey. Due September 30, 2011Activity Target 2:Assess impact of corporate training on quality ofperformance and skills gap closure. Specificmeasures: Based on evaluation. Due September30, 2011

Core Activity: Shared Services CentersAssess performance of the SSCs.

Activity Target 1:Assess the success of the consolidation of theSSCs from three to two. Due March 30, 2011Activity Target 2:Take corrective actions as needed. DueSeptember 30, 2011

Core Activity: End-to-End HiringInitiativeMonitor and communicate performance against theE2E hiring initiative (e.g., 80-day model, New HireSurvey, Manager/applicant surveys, and retentionrates) and report to AHR, DOT and OPM to improvetalent management process through data-drivenresults.

Activity Target 1:Review 2010 performance on E2E metrics andcommunicate results to AHR management. DueOctober 31, 2010Activity Target 2:Identify and coordinate FY 2011 performancetargets for E2E initiative in consultation with AHRstakeholders and submit targets to DOT andOPM. Due December 31, 2010Activity Target 3:Manage implementation of end-to-end hiringmeasures. Due September 30, 2011Activity Target 4:Analyze and interpret results from measures. DueSeptember 30, 2011

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Activity Target 5:Report results to FAA management, DOT/OPMfor Human Capital Management Report and foraction planning. Due September 30, 2011

Build the leadership capabilities of the executivecorps.

Core Business Initiative: ExecutiveCorps Development

Core Activity: Executive LeadershipCapabilitiesBuild leadership capabilities to create a culture ofaccountability and to make the organization moreeffective. Promote the continuity of seniorleadership through executive learning, developmentand succession planning. Support newly appointedexecutives in the transition from seniormanagement to top leadership with corporateprocesses. Promote periodic training of incumbentexecutives to stay abreast of new leadershiptheories and practices.

Activity Target 1:Review, update, and deliver two sessions of therequired course, Forum for Executive Excellence.Due June 30, 2011Activity Target 2:Annually review and update leadership positionand succession information through interviewswith senior leaders or alternate data collectionmethods. Due August 30, 2011Activity Target 3:Market and sponsor formal developmentopportunities for FAA executives to supportstrengthening leadership capacity. Due August30, 2011Activity Target 4:Update vacancy risk status and information forexecutive entry positions quarterly to monitorstaffing priorities and succession information.Due September 30, 2011

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

Activity Target 1:Develop a schedule for review of executivepolicies that were not updated in FY2010. DueNovember 30, 2010Activity Target 2:Update Short Term Incentive (STI) automatedsystem to implement, track, and calculate STIs.Due January 15, 2011Activity Target 3:Continue to review AHP-20 operationalprocesses for efficiency and effectiveness;

develop and update Standard OperatingProcedures and processes, as needed. Due June30, 2011Activity Target 4:Monitor government-wide legislative and policyimplementation that impacts the Senior ExecutiveService for review and implementationconsideration. Due September 30, 2011

Manage corporate development programs andtraining policies. Manage electronic learningmanagement system and learning enterprisearchitecture.

Core Business Initiative: Learningand Development Operations

Core Activity: Corporate TrainingOperationsProvide corporate training operations support.Provide Managerial Workforce Plan support to newprobationary managers and manage newprobationary manager data base. Coordinatemandatory training submissions with the TrainingIntegration Group.

Activity Target 1:Promote AHD products and services to the FAAworkforce. Due September 30, 2011Activity Target 2:Coordinate and manage corporate enrollments tothe Federal Executive Institute, the ExecutivePotential Program, the Executive LeadershipProgram, and other corporate programs. DueSeptember 30, 2011Activity Target 3:Maintain accurate training records for HRemployees in eLMS. Due September 30, 2011Activity Target 4:Prepare and disseminate educational materials tomeet Constitution Day requirements as mandatedby Congress. Due September 30, 2011

Core Activity: Electronic LearningManagement System (eLMS) & LearningEnterprise Architecture (LEA)Manage and enhance the e Learning ManagementSystem (eLMS) and other supporting subsystemswithin FAA in accordance with establishedtimelines. Manage the operations and maintenanceof eLMS and the migration of FAA legacy learningmanagement systems to an enterprise widelearning architecture that meets current andevolving requirements.

Activity Target 1:Review and revise FY11 program plans andschedules. Due October 30, 2010Activity Target 2:Implement upgrade of eLMS to version 6.2. DueDecember 31, 2010

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Activity Target 3:Update Learning Enterprise Architecture (LEA)for FY12 to FY14. Due June 30, 2011Activity Target 4:Prioritize and determine FY12 enhancements.Due June 30, 2011Activity Target 5:Work with business partners to gather preliminaryIT requirements for a unified approach for AHR'stalent management strategy. Due June 30, 2011Activity Target 6:Implement FY11 enhancements: ImplementPhase Two of Corporate Reporting Solution --Support rollout of Blackboard and Course Avenue-- develop web service integration plan for eLMS.Due September 30, 2011Activity Target 7:Review and evaluate FAA requirements forCOTS WBT libraries, purchase licenses andexpand usage. Due September 30, 2011Activity Target 8:Evaluate data quality and data entry processeson a quarterly basis. Due September 30, 2011Activity Target 9:Develop a customer feedback tool for eLMS. DueSeptember 30, 2011

Core Activity: Strengthening FrontlineLeadership (SFL)Strengthen FAA's frontline managers through animproved selection process.

Activity Target 1:Implement the selection process toolkit as a"pilot" in 3 to 5 TBD LOBs and/or SOs. DueMarch 30, 2011Activity Target 2:Based on the work group review of the pilot makenecessary corrections to the selection processtoolkit and develop an action plan to implementFAA-wide. Due September 30, 2011

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

Activity Target 1:Analyze 2010 data from the FAA SeparationQuestionnaire and compare with previous trenddata. Due December 30, 2010Activity Target 2:Apply results from FAA Separation Questionnaireto update metrics in FAA Human Capital Planand support recruitment and retention strategies.Due March 31, 2011

Core Activity: AHR SuccessionManagementLead the implementation and assessment of theAHR succession management process.

Activity Target 1:Evaluate the implementation of the AHRSuccession Management Process. Due March30, 2011Activity Target 2:Update the AHR Succession Management Plan.Due September 30, 2011

Perform internal AHR business operations.

Core Business Initiative: AHRBusiness Operations

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

Activity Target 1:Meet all AHR Budgeting deadlines. DueSeptember 30, 2011Activity Target 2:Meet all AHR Flight Plan/Business Plandeadlines. Due September 30, 2011Activity Target 3:Meet all Congressional/FOIA request deadlines.Due September 30, 2011Activity Target 4:Distribute FAA employee service awards in atimely manner. Due September 30, 2011

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

Activity Target 1:Attend the annual FAA Emergency OperationsSeminar. Due April 30, 2011Activity Target 2:Ensure that FAA has the policies, tools andprocedures needed to account for employees inemergencies. Due June 1, 2011Activity Target 3:Conduct annual Continuity of Operation (COOP)training for the AHR COOP cadre. Due June 30,2011Activity Target 4:Participate in annual National Level Exercise.Due June 30, 2011Activity Target 5:Conduct the annual FAA operations centertraining for operations center participants. DueJune 30, 2011

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Activity Target 6:Update the AHR integrated emergency responseplan. Due July 30, 2011Activity Target 7:Execute action items in the AHR integratedemergency response plan. Due September 30,2011

Core Activity: AHR Safety ProgramSupportProvide safety support for AHR in all regions andHQ on how to reduce work-related injuries andillnesses and their associated costs.

Activity Target 1:Assure 3900-6 AHR mishaps are reported inSMIS nationwide. Due July 27, 2011Activity Target 2:Monitor OSH responsibility as a performancemeasure in selected genericmanagers/supervisors performance standards.Due July 29, 2011Activity Target 3:Document OSH self inspections from RegionalOffices and HQ. Due August 30, 2011Activity Target 4:Distribute OSH awareness materials to AHRemployees nationwide on a regular basis. DueSeptember 30, 2011

Core Activity: Process ImprovementReview and improve current operating processes.

Activity Target 1:Review current processes for operationalefficiency improvements or baselining inconjunction with AHR's Malcolm Baldrige/SixSigma efforts. Due September 30, 2011

Core Activity: NextGen Planning andImplementationAssist the FAA in transitioning to NextGen byidentifying the Human Resources implications ofNextGen and ensuring that those requirements areincorporated into HR-planning, policies, andguidance.

Activity Target 1:Conduct briefings and seminars for all FAAHRMDs and HR staff offices to describe NextGento HR staff so that the staff understands what itis. Due September 30, 2011Activity Target 2:Identify the near-term HR products and servicesneeded to support implementation of NextGenand provide a report of the suggested productsand services to AHF and AHP. Due March 31,2011Activity Target 3:Develop an AHR Work Plan for supporting

implementation of NextGen. First draft dueMarch 31, 2011. Final draft due June 30, 2011.Due June 30, 2011Activity Target 4:Sponsor research under the TCRG process toidentify the basic knowledges, skills and abilitiesneeded by new hires into the air traffic controllerworkforce to work in the NextGen workplace.Provide a list of sponsored projects to AHP-1.Due June 30, 2011Activity Target 5:Sponsor research under the TCRG process toidentify the basic knowledges, skills and abilitiesneeded by new hires into the Tech Ops workforceto work in the NextGen workplace. Provide a listof sponsored projects to AHP-1. Due June 30,2011Activity Target 6:Use any appropriate results from the research atCAMI on alternative controller qualifications (i.e.,military experience) to identify changes needed tothe 2152 qualification standard, especially asrelates to emerging NextGen occupations.Produce a report and projected timeline forinclusion of those requirements in the nextversion of the 2152 series qualification standard.Due September 30, 2011Activity Target 7:Review any outputs from TCRG studies, humanfactors studies, and Tech Ops workforce plans toidentify any changes to the qualifications andother workforce requirements for Tech Opsspecialists in the emerging NextGen system.Produce a report and projected timeline forinclusion of those requirements in HR policiesand documents. Due September 30, 2011Activity Target 8:Provide a white paper or summary of the findingsregarding the requirements for the FAA'sNextGen workforce to the staff developing careerpaths in the FAA. Due September 30, 2011Activity Target 9:Brief the Human Resources Management Teamat one of the national meetings of the HRMT onthe basic tenets of NextGen, HR-related workcurrently underway, and implications for HRsupport in the near-term, mid-term, and long-term. Due September 30, 2011

Core Activity: Management TeamMeetingsCoordinate AHR Management Team Meetings.

Activity Target 1:Coordinate with AHR-1 to construct agenda. Asrequired. Due September 30, 2011Activity Target 2:Invite and or notify speakers to participate peragenda. As required. Due September 30, 2011

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Activity Target 3:Coordinate with AHR-1 to produce IOUs asappropriate. As required. Due September 30,2011

The activities supporting this core business initiativewill focus on promoting a culture of excellence,building organizational capability, and aligningstrategic priorities with customer needs.

Core Business Initiative:Organizational ExcellenceOperations

Core Activity: Baldrige National QualityCriteriaLead and manage the Malcolm Baldrige Criteriawithin the AHR organization. Use AHR's BaldrigeNational Quality Criteria 5-phase approach(planning & preparation, conduct the assessment,analyze findings, develop and implement actionplans, and submit application). Create momentum,monitor progress and sustain performance at anoptimal level as the Malcolm Baldrige Criteria isused throughout the organization.

Activity Target 1:Continue AHR Baldrige Criteria-Phase IV-Develop and implement Action Plans forOpportunities for Improvement (OFIs). DueSeptember 30, 2011Activity Target 2:Provide AHR divisions (AHA, AHD, AHF, AHL,and AHP) ongoing consultation and guidance onBaldrige Criteria monthly. Due September 30,2011Activity Target 3:Monitor Baldrige activity and provide feedback toAHR Executives and managers (monthly). DueSeptember 30, 2011Activity Target 4:Coordinate and conduct AHR Executive Baldrigemeeting for AHR-1 (quarterly Sep, Dec, Mar,Jun). Due September 30, 2011

Core Activity: Ensure visibility ofBaldrige Program for entire AHRworkforceEnsure visibility of Baldrige Program for entire AHRworkforce

Activity Target 1:Identify opportunities for improvingcommunication and employee awareness ofBaldrige Criteria activities to AHR divisions (AHA,AHD, AHF, AHL, & AHP). Due December 30,2010

Core Activity: Support Malcolm BaldrigeSkill DevelopmentSupport Malcolm Baldrige Skill Development.

Activity Target 1:Research availability of Malcolm BaldrigeExaminer training and coordinate attendance ofkey personnel. Due December 30, 2010Activity Target 2:Coordinate registration for key employees toattend annual Quest for Excellence Conference.Due March 31, 2011

Core Activity: AHR LSS ProgramManagementLead and manage the Lean Six Sigma Programwithin the AHR organization. Create momentum,monitor progress and sustain performance at anoptimal level as the Lean Six Sigma Methodology isused throughout the organization. Assess andexecute AHR's 18 month Deployment Program andmonitor deployment plan activities (via %) tosupport AHR's goal for LSS Self Sufficiency(monthly).

Activity Target 1:Assess and revise AHR's LSS DeploymentProgram using the LSS Maturity Model andprovide status (via % complete) to support AHR'sgoal for LSS self sufficiency (monthly). DueDecember 31, 2010Activity Target 2:Execute and monitor (via % complete) revisedAHR's LSS Deployment Program Plan to addressLSS Maturity Model goals approved by LSSExecutive Steering Committee (ESC). DueSeptember 30, 2011Activity Target 3:Plan and conduct the LSS Executive SteeringCommittee (ESC) meetings and publish LSSESC meeting highlights (bi-monthly or asrequired). Due September 30, 2011Activity Target 4:Develop a process to manage Just Do It (JDI)initiatives. Due September 30, 2011Activity Target 5:Plan and conduct site visits to AHR regionallocations to support AHR employees in LSStraining and to gain LSS stakeholder feedback(monthly). Due September 30, 2011Activity Target 6:Support AHR Executives in identifying andselecting LSS projects aligned to the AHRStrategic and Business Plans. Due September30, 2011

Core Activity: LSS KnowledgeManagementEnsure visibility of LSS for entire AHR workforce.

Activity Target 1:AHR LSS Black Belt Candidates completecertification requirements and FAA Service

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commitment for training, including reportingrequirements to LSS ESC. Due December 30,2010Activity Target 2:Assess and coordinate training needs for LeanSix Sigma designated employees: LSSAwareness; Executive Champions; ProjectChampions; White Belts; Green Belts; BlackBelts; and Master Black Belts. Due September30, 2011Activity Target 3:Monitor and provide AHR managers (K-Bandemployees) Project Champion training, maintain100%. Report rates (monthly). Due September30, 2011Activity Target 4:Collaborate across FAA to develop FAA wideLSS standards in reporting project outcomes,establishing certification standards for Belts, anddeveloping training curriculum. Due September30, 2011Activity Target 5:Black Belts provide mentoring and coachingsupport to develop LSS project champions andGreen Belts, reporting monthly to ESC. DueSeptember 30, 2011

Core Activity: Dashboard/BusinessIntelligence Phase 1 - Advance FieldReportsImplement Phase 1 of the Dashboard/BusinessIntelligence program.

Activity Target 1:Facilitate and manage monthly Dashboardupdates using data and charts reported from fieldand headquarters aligned to the key businessareas across AHR. Publish in PDF and web siteform via the AHR Core Web Site. Due September30, 2011Activity Target 2:Schedule meetings with AHR divisions (AHA,AHD, AHF, AHL, and AHP) at least bi-annually--or more frequently as required--to provideongoing consultation and guidance on themonthly Dashboard reporting and reportedresults. Due September 30, 2011Activity Target 3:Develop a formal mechanism to receive customerfeedback and make feedback available on aquarterly basis. Due September 30, 2011

Core Activity: Career PathingLead and manage the Career Pathing Programwithin the AHR organization. Create momentum,monitor progress and sustain performance at anoptimal level as Career Pathing tools are usedthroughout the organization.

Activity Target 1:Development Career Pathing Report (annually).Due September 30, 2011Activity Target 2:Pilot a career pathing process. Due September30, 2011Activity Target 3:Develop a mechanism to obtain the voice of thecustomer relative to career pathing. DueSeptember 30, 2011Activity Target 4:Identify Career Pathing conference andcoordinate registration for key employees toattend. (annual) (1st/2nd Quarter) Due March 31,2011

Core Activity: Strategic PlanningLead and manage the Strategic Planning Programwithin the AHR organization. Create momentum,monitor progress and sustain performance at anoptimal level as the Strategic Planning process isused throughout the organization.

Activity Target 1:Develop the AHR annual Strategic PlanningProcess Plan (annually). Due October 30, 2010Activity Target 2:Execute the AHR Strategic Planning Process(annually). Due March 30, 2011Activity Target 3:Coordinate registration for key employees toattend annual Strategic Planning Conference(1st/2nd Quarter) Due March 30, 2011Activity Target 4:Coordinate and conduct AHR Strategic Planningmeeting for AHR-1 (quarterly). Due September30, 2011Activity Target 5:Provide AHR divisions (AHA, AHD, AHF, AHL,and AHP) ongoing consultation and guidance onBaldrige Criteria monthly. Due September 30,2011Activity Target 6:Identify opportunities for improvingcommunication and employee awareness ofStrategic Planning activities to AHR divisions(AHA, AHD, AHF, AHL, & AHP). Due September30, 2011

Core Activity: Talent ManagementCoordinate and monitor the AHR Program forEmerging Leaders (PEL) program, as required.

Activity Target 1:Coordinate with FAA PEL program manager toobtain AHR PEL applicants. As required. DueSeptember 30, 2011Activity Target 2:Select AHR Panel to review applications. As

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required. Due September 30, 2011Activity Target 3:Coordinate panel review meeting (prepareapplications, create panel evaluation sheet) DueSeptember 30, 2011Activity Target 4:Prepare rating and ranking list per ApplicantReview Panel agreement to submit to AHD-1 andAHR-1. As required. Due September 30, 2011Activity Target 5:Submit AHR-1 selections to FAA PEL programmanager. As required. Due September 30, 2011Activity Target 6:Monitor performance expectations for AHRemployees within existing cohorts. DueSeptember 30, 2011

Core Activity: Dashboard/BusinessIntelligence Phase II/III - BusinessIntelligenceImplement Phase II/III.

Activity Target 1:Functional Requirement: Develop draft functionalrequirements for a Business Intelligence Systemto support key metrics for AHR Values Streamsincluding an initial Market Survey. Due December30, 2010Activity Target 2:Program Management: Assess and revise AHR's4 phase plan to mature AHR's Dashboard into aBusiness Intelligence System in 18 months. DueMarch 30, 2011Activity Target 3:Lean Six Sigma Black Belt Project: Develop keymetrics for Benefits Management utilizing LeanSix Sigma methodology. Due June 30, 2011Activity Target 4:Acquisition Plan: DRAFT acquisition plan fordeployment of AHR Business Intelligence Systemwithin 18 months. Due June 30, 2011Activity Target 5: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, 2011

Core Activity: Employee EngagementLead 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:Lead a team to identify recommended solutions

for Employee Engagement utilizing the DMAICmodel & LSS tools Due September 30, 2011Activity Target 2:Consolidate and sort recommended solutions into3 categories Tier 1 (Just Do It-30 daycompletion), Tier 2 (Short Term-6 monthcompletion), and Tier 3-(Long TermImprovements- 1 year completion). DueSeptember 30, 2011Activity Target 3:Conduct annual focus groups -All AHR locations(24) (Grade J Band and below), (AHR MGTTeam), and (AHR Executive Team), to obtainemployee feedback (Voice of the Customer) fromeach AHR region and center. Due September 30,2011Activity Target 4:Sort data, develop plans with tasks, and workwith subject matter experts to ensure completionof goals. Due September 30, 2011Activity Target 5:Monitor Performance/Progress for Tier 1, Tier 2,and Tier 3 activities. September 2011. DueSeptember 30, 2011Activity Target 6:Develop project plan for AHR EE for FY12(Johnson). Due September 30, 2011

Provide the talent management strategy andframework to guide and implement the AHR TalentManagement Program.

Core Business Initiative: AHR TalentManagement Strategy

Core Activity: Talent managementDevelop, implement and monitor the talentmanagement strategy and framework for AHR toensure we have the talent needed now and into thefuture to accomplish the FAA' s mission.

Activity Target 1:Establish the Talent Management SteeringCommittee. Due December 31, 2010Activity Target 2:Identify and define talent management systems,policies, requirements and priorities for AHR. DueSeptember 30, 2011Activity Target 3:Coordinate talent management activities betweenvarious AHR workgroups and offices. DueSeptember 30, 2011Activity Target 4:Streamline and integrate talent managementsystems and processes across AHR. DueSeptember 30, 2011Activity Target 5:Develop or revise talent management policiesand processes. Due September 30, 2011

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Provide the framework and programs for AHRemployees to obtain their career goals and help makeAHR a best in class organization.

Core Business Initiative: AHREmployee Development

Core Activity: Competency Management

Develop, implement and maintain workforcecompetencies for AHR for use in career paths,development opportunities, and other talentmanagement areas.

Activity Target 1:Develop valid, defensible competencies. DueSeptember 30, 2011Activity Target 2:Pilot valid, defensible competencies withidentified groups. Due September 30, 2011Activity Target 3:Develop valid, defensible competencyassessment tools. Due September 30, 2011Activity Target 4:Pilot valid, defensible competency assessmenttool with identified groups. Due September 30,2011Activity Target 5:Integrate competencies and assessment toolswith appropriate talent management components(e.g., succession planning, performancemanagement, selection, learning anddevelopment). Due September 30, 2011

Core Activity: Career PathsDevelop, implement and maintain career paths forAHR employees.

Activity Target 1:Conduct proof of concept in Plateau usage toAHR offices. Due December 31, 2010Activity Target 2:Develop validated career paths for AHR MCOpositions. Due September 30, 2011Activity Target 3:Develop valid, defensible competencyassessment tools. Due September 30, 2011Activity Target 4:Develop valid career paths for remaining AHRpositions. Due September 30, 2011Activity Target 5:Develop policy and guidance regarding the use ofcareer paths. Due September 30, 2011Activity Target 6:Fully implement AHR career paths. DueSeptember 30, 2011

Core Business Initiative: EmployeeBenefits and WorkLife Services

Support the FAA workforce through timely and qualityemployee services.

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

Activity Target 1:Establish an automated method to computeretirement estimates by using available datadownloads such as FPPS. Due May 30, 2011Activity Target 2:Review two current processes for operationalefficiency improvements and update standardoperating procedures as needed. Due September30, 2011

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

Activity Target 1:Sponsor one WorkLife program promotionalevent to highlight available services once eachquarter throughout the fiscal year. DueSeptember 30, 2011Activity Target 2:Track WorkLife Solutions offered by Magellanthrough quarterly reports. Due September 30,2011Activity Target 3:Continue marketing campaign to increaseawareness of the childcare subsidy. DueSeptember 30, 2011Activity Target 4:Continue marketing campaign to increaseawareness of telework. Due September 30, 2011Activity Target 5:Track FAA telework participation quarterly. DueSeptember 30, 2011

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

Activity Target 1:Continue marketing campaign to increase FAAemployee awareness. Due June 30, 2011Activity Target 2:Conduct program assessments of FAA Centersto ensure the quality of child care programmingwithin the FAA. Due September 30, 2011Activity Target 3:Ensure one additional Child Care Centerachieves National Association for the Educationof Youth Children accreditation. Due September30, 2011

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Activity Target 4:Provide annual training to Center Directors andBoards of Directors to support quality childcare inFAA child development centers. Due September30, 2011

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. DueSeptember 30, 2011Activity Target 2:Update AHP-400 Benefits and WorkLife webcontent at mid-year and end-of-year; the first byApril 30, 2011 and the second by September 30,2011. Due September 30, 2011

Core Activity: Transition to BenefitsOperations CenterTransition employee benefits from an operatingelement within each region, center andheadquarters environment to a centralized modelfor all FAA.

Activity Target 1:Establish implementation team, develop transitionplan, select location(s), identify current Benefitsworkforce, and identify budgetary considerations.Due March 30, 2011Activity Target 2:Begin transition in accordance with the plan. DueSeptember 30, 2011

Increasing understanding of the Accountability Board'sprocess and procedures strengthens leadership. AHAwill facilitate 50 briefings for managers and employees.

Core Business Target: IncreaseUnderstanding of theAccountability Board Processand Procedures

Develop and implement training for executives,managers, supervisors and employees in order toensure compliance with their responsibilities pursuantto FAA Order 1110.25A. The Accountability Board isresponsible for ensuring that the requirements of theAccountability Board Order are adhered to by all FAAemployees. In order to do so, the Board assistsmanagement by conducting training of executives,managers, and supervisors in the process andprocedures of the Board.

Core Business Initiative: ABManagement Training

Core Activity: Accountability Board -Management TrainingDevelop and implement training for executives,managers, supervisors and employees in order toensure compliance with their responsibilitiespursuant to FAA Order 1110.25A.

The Accountability Board is responsible for ensuringthat the requirements of the Accountability BoardOrder are adhered to by all FAA employees. Inorder to do so, the Board assists management byconducting training of executives, managers andsupervisors in the process and procedures of theBoard.

Activity Target 1:Conduct one training session for all HR POCsaffiliated with the Accountability Board on thepractice, process and procedures of theAccountability Board. Due December 31, 2010Activity Target 2:Conduct one training session (using interactivevideo teletraining (IVT) or other cost effectivemethods) open to all FAA executives, managersand supervisors on Accountability Board processand procedures and on the techniques ofconducting a management inquiry. Due March30, 2011Activity Target 3:AHR will offer and update if needed, module(eLMS Course 30200134) on the process andprocedures of the Accountability board asrequired in FAA Order 1110.125A (available 24/7on eLMS). Due September 30, 2011

Management is responsible for responding toallegations in a timely manner. Enable management torespond to at least 72% of all reported allegations withinthe time frames established in the Accountability BoardOrder.

Core Business Target:Accountability Board - HoldLeadership Accountable forResponding to Allegations

Support Accountability Board functions throughaccurate and timely collection and provision ofallegations data.

Core Business Initiative: ABAllegations Data and CollectionMethods

Core Activity: AB - Allegations DataCollect and report accurate data on AccountabilityBoard allegations

Activity Target 1:Analyze and determine whether incomingallegations will become tracked cases under the

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scope of the Accountability Board based on FAAOrder 1110.125A Due December 31, 2010Activity Target 2:Report tracked cases and non-tracked cases tothe members of the Accountability Board and tothe Accountable Executives at the regularlyscheduled weekly Accountability Board hearings.Due March 30, 2011Activity Target 3:Refine the Accountability Board's database toreflect revised LOB and organizational codes andFAA's reorganized structure. Due June 30, 2011

Core Activity: New Methods forCollecting and Displaying DataDevelop and implement new methods for collectingand displaying aggregate data on AccountabilityBoard allegations.

Activity Target 1:Refine the automated reports for aggregatingquarterly data on Accountability Board cases.Due December 31, 2010Activity Target 2:Refine the automated reports for aggregatingannual data on Accountability Board cases. DueMarch 30, 2011Activity Target 3:Refine the automated reports for aggregatingspecial request data (such as regionally-tailoredor LOB-tailored or timeframe-tailored) onAccountability Board cases. Due June 30, 2011

The Accountability Board will produce two newinformation tools so that employees are aware of whatconstitutes inappropriate conduct and theconsequences for engaging in such conduct.

Core Business Target: Developand Implement AccountabilityBoard CommunicationStrategies

Develop and implement communication strategies inorder to enhance the awareness of the Board'sprocess and procedures among FAA employees.Communicating information pertaining to the Boardincreases awareness among all FAA employees ofthe Board's function and supports maintaining aprofessional work environment that is free ofharassment and hostility.

Core Business Initiative: ABCommunication Strategies

Core Activity: AB - CommunicationStrategiesDevelop and implement communication strategiesin order to enhance the awareness of theAccountability Board's process and proceduresamong FAA employees.

Communicating information pertaining to the Boardincreases awareness among all FAA employees ofthe Board's function and supports maintaining aprofessional work environment that is free ofharassment and hostility

Activity Target 1:Enhance the Accountability Board website byoffering links to the most currently availableAccountability Board data. Due December 30,2010Activity Target 2:Continue to refine the Accountability Boardtraining and marketing tools to include trainingslides, training capabilities, brochures, posters,and pocket cards. Due September 30, 2011Activity Target 3:Initiate the publication of a new 15-minuteAccountability Board Orientation video byreviewing all prior videos for accuracy ofsubstance, securing funding and identifying acontractor. Due September 30, 2011

Award at least 25% of the total direct procurementdollars to Small Businesses.

Core Business Target: SmallBusiness Goal and CorporateCitizenship

Support the FAA Major Procurement Program Goals

Core Business Initiative: FAA SmallBusiness Program

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 forset-aside.

Activity Target 1:Make best effort to award at least 25% of the totaldirect procurement dollars to small businesses.Due by September 30 of each fiscal year(beginning Fiscal Years 2011 -- 2012). DueSeptember 30, 2011

Preventing discrimination before it occurs is the bestway to implement a Model EEO Program. FAA willeradicate discrimination in the workplace by reducingthe current "FAA complainant to total FAA totalemployment" ratio of 0.58% to "at or below" a 0.54%.

Core Business Target: ReduceEEO Complainant Ratio

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Preventing discrimination before it occurs is the bestway to implement a Model EEO Program. FAA willeradicate discrimination in the workplace by reducingthe current "FAA complainant to total FAA totalemployment" ratio of 0.58% to "at or below" a 0.54%.

Core Business Initiative: ReduceEEO Complainant Ratio

Core Activity: Reduce EEO ComplainantRatioEach LOB/SO will work with ACR to reduce thecurrent "FAA complainant to total FAA totalemployment" ratio of 0.58% to "at or below" a0.54%.

Activity Target 1:LOB/SO's will engage in efforts to assist ACR, toreduce the current "FAA complainant to total FAAtotal employment" ratio of 0.58% to "at or below"a 0.54% by encouraging the use of facilitation,mediation, and consulting services during theEEO pre-complaint process. Due September 30,2011Activity Target 2:LOB/SO's will ensure that 35% of all EEO pre-complaints are mediated. Due September 30,2011

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 Target:Congressional CorrespondenceFAA Milestones

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

Core Business Initiative: FAACongressional CorrespondenceResponse

Core Activity: Response toCongressional LettersRespond to Congressional letters within timeframeprescribed by the Secretary of Transportation.

Activity Target 1:Respond to 90% of assigned Congressionalletters sent directly to the FAA within 30 calendardays of entry into CCMS. Due September 30,2011

We strive to hire the best and the brightest for theworld's safest and most efficient aerospace system.

Core Business Target: Hire theBest (AHR Strategic Plan)

Consult with all operating organizations have valid,measurable, and accountable workforce plans formission critical and key occupations.

Core Business Initiative: WorkforcePlans

Core Activity: FAA Human Capital PlanMaintain comprehensive FAA Human Capital Planthat monitors demographic trends, attrition, andretirement eligibility in mission critical occupationsand includes NextGen workforce requirementsidentified by FAA organizations.

Activity Target 1:Coordinate and implement scheduledgovernment-wide and Departmental competencymodeling and assessment requirements usinggovernment-sponsored assessment tools. DueSeptember 30, 2011Activity Target 2:Analyze assessment results and report gapclosure and human capital strategies to DOT andOPM to meet Human Capital Managementreporting requirements. Due September 30, 2011Activity Target 3:Provide tools, guidance, and consultation toLOBs/SOs to improve and sustain workforceplanning process Due September 30, 2011

Support Open Government Initiative to make dataavailable and improve on-line services and increasecollaboration with citizens, stakeholders andgovernment agencies.

Core Business Target: SupportOpen Government Initiative -AOC

Support Open Government Initiative to make dataavailable and improve on-line services and increasecollaboration with citizens, stakeholders andgovernment agencies.

Core Business Initiative: SupportOpen Government Initiative

Core Activity: Open GovernmentInitiative - AHR WebsiteSupport Open Government Initiative to make dataavailable and improve on-line services and increasecollaboration with citizens, stakeholders andgovernment agencies

Activity Target 1:Update web strategies and action plans in writingto the FAA Web Manager and brief Web Councilon the plans by January 29, 2011. Due January

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29, 2011Activity Target 2:Submit quarterly web progress reports to the FAAWeb Manager. Due March 30, 2011Activity Target 3:Submit quarterly web progress reports to the FAAWeb Manager. Due June 30, 2011Activity Target 4:Certify to the Administrator in writing bySeptember 30, 2011, that95 percent or more of web pages comply withFAA web standards, policies, and requirementsincluding those outlined in the FY-2011 WebStrategy and Action Plan. Due September 30,2011Activity Target 5:Develop standard operating procedures (SOP) bySeptember 30, 2011, for registering internal andexternal websites, content owners, developers,and web applications with AHR and AOC. DueSeptember 30, 2011Activity Target 6:Identify corporate social media programs thatyour organization plans to participate in. DueSeptember 30, 2011Activity Target 7:All headquarters and regional web points ofcontact complete at least2 sessions of web-related training during thefiscal year. Due September 30, 2011

AHR is the people organization of the agency. We willbe the example for the agency of successful andwinning business relationships that are valued by ourcustomers and lead to mutually beneficial results.

Core Business Target: BuildEffective Relationships (AHRStrategic Plan)

Lead FAA efforts in developing and implementingfeasible and cost effective employee engagementstrategies that produce meaningful and sustainableresults.

Core Business Initiative: EmployeeEngagement Strategy

Core Activity: Employee EngagementLead the FAA Employee Engagement SteeringCommittee (EESC).

Activity Target 1:Lead the FAA Employee Engagement SteeringCommittee (EESC). Due September 30, 2011

Core Activity: Effectiveness of HumanCapital PracticesAssess FAA workforce to determine employeeengagement and satisfaction and the effectivenessof agency human capital practices.

Activity Target 1:Plan, coordinate, analyze and report on FAAresults from Government-wide surveys(Employee ViewPoint; MSPB) Due September30, 2011Activity Target 2:Coordinate the development of FAA corporateEmployee Engagement Action Plan; monitorprogress and report to FAA, DOT, & OPM DueSeptember 30, 2011

Core Activity: External RecruitingDevelop and implement a marketing plan for AHRto promote and market our programs, policies andservices to the FAA workforce.

Activity Target 1:Develop marketing plan based on Voice of theCustomer responses as provided by subjectmatter program managers. Due July 31, 2011Activity Target 2:Request funds to execute marketing plan. DueSeptember 30, 2011

Provide labor management leadership in developingand implementing the President's Executive Order onlabor management forums and the strategic goals ofthe FAA's labor management corporate strategy.

Core Business Initiative: LaborManagement Strategy

Core Activity: Labor ManagementForumsFacilitate collaboration on issues affecting FAAbargaining unit employees.

Activity Target 1:Implement charter describing Forum's operatingprocedures, roles and responsibilities. DueNovember 30, 2010Activity Target 2:Provide subject matter expertise in executing theExecutive Order on labor management forums.Due September 30, 2011Activity Target 3:Continue and enhance collaboration withmembers of FAA leadership through the LRExecutive Steering Committee. Due September30, 2011Activity Target 4:Revise all current LR-ER practitioner training tobe current and develop new and advanced skillstraining course(s) on labor and employeerelations to better serve our customers. DueSeptember 30, 2011

Collaborate with the lines of business and staff officesto identify and implement strategies to build mutual

Core Business Initiative: BuildingAlliances

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trust and improve communications between AHR andother organizations.

Core Activity: Building AlliancesCultivate external networks with people in otherfederal agencies.

Activity Target 1:Cultivate external networks with people in otherfederal agencies by performing such activities as:1) working on cross- agency committees; 2)participating in multi-agency professional groups;and/or 3) developing and/or deliveringeducational training across agencies. DueSeptember 30, 2011Activity Target 2:Build alliances with internal counterparts byperforming such activities as: 1) serving on cross-functional committees; 2) developing and/ordelivering training to the LOBs; and/or 3) meetingwith managers/peers from other functional areasto exchange information. Due September 30,2011

Build effective and sustainable relationships betweenAHR, members of Congress, oversight agencies,professional organizations, airlines, manufacturers,and other officials or organizations having a vestedinterest in the aerospace/aviation industry workforce.

Core Business Initiative: ExternalRelationships

Core Activity: Visibility and LeadershipIncrease AHR visibility and leadership role with ourcounterparts in the federal and private sectors.

Activity Target 1:Promote AHR as a recognized industry expertand serve as a role model for others by seekingopportunities to present as subject matter expertson HR. Due September 30, 2011

Develop more innovative and effective customer serviceinitiatives.

Core Business Target: CustomerService (AHR Strategic Plan)

Establish a mechanism to provide customers with anupdate on how AHR met their servicing and validservice delivery requirements.

Core Business Initiative: MeetingService Requirements

Core Activity: Benefits Service LevelAgreementWork with Benefits Operation Center Manager torevise the Benefits SLA for Benefits OperationalFunctions.

Activity Target 1:Complete the revision. Due March 30, 2011

Activity Target 2:Monitor and evaluate AHR and LOB/SO metrics.Due September 30, 2011

Develop and implement a marketing plan for AHR topromote our programs, policies and services to theFAA workforce.

Core Business Initiative: AHRMarketing Plan

Core Activity: Marketing PlanAssess the AHR products, programs, and serviceswith the customers to determine if they meet theirneeds.

Activity Target 1:Develop marketing plan based on Voice of theCustomer responses as provided by subjectmatter program managers. Due September 30,2011Activity Target 2:Request funds to execute marketing plan. DueSeptember 30, 2011

We are the experts in human resources within FAA. Wewill deliver outstanding service in an excellent,consultative, timely and quality manner, and facilitatethe agency's desire to increase employee engagement.

Core Business Target: EnhanceCapabilities (AHR Strategic Plan)

Invest in corporate training and education programsfor FAA employees that build leadership, supportprofessional development, and promote continuouslearning.

Core Business Initiative: CorporateTraining Investment

Core Activity: Administrative EmployeeDevelopment CurriculumEstablish Administrative Employee Developmentcurriculum.

Activity Target 1:Identify career paths for Administrative Assistantsat the FAA. Due February 28, 2011Activity Target 2:Identify existing administrative assistant trainingavailable internally and externally. Due February28, 2011Activity Target 3:Develop an online curriculum for AdministrativeAssistants. . Due June 30, 2011Activity Target 4:Develop a dedicated portion of FAA MyFAATools section for Administrative Assistants. DueJuly 31, 2011Activity Target 5:Develop a curriculum for high potentialAdministrative Assistants. Due September 30,

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2011

Core Activity: Agency-Wide SuccessionPlanningEstablish agency-wide succession managementframework principles to develop FAA's futuremanagers and executives.

Activity Target 1:Update leadership programs to better addressidentified NextGen requirements. Due September30, 2011Activity Target 2:Update existing leadership programs to bettersupport succession planning. Due September 30,2011Activity Target 3:Determine if new leadership programs areneeded to support succession planningrequirements. Due September 30, 2011

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:Collaborate with Executive Exchange Program(EEP) Team members to track final program andimplementation design. Due November 30, 2010Activity Target 2:Finalize EEP program guidance Due January 10,2011Activity Target 3:Pilot program. Due February 22, 2011Activity Target 4:Develop survey or other method of gatheringfeedback from participants and host/owning Linesof Business/Staff Offices. Due May 16, 2011Activity Target 5:Review pilot and develop lessons learned frompilot and provide recommendations to EEP forincorporation into program guidance. Due July15, 2011

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