In an interview with FedScoop, Charles Worthington, the VA’s CAIO and CTO, said the agency is engaged in targeted hiring for AI experts while also sustaining its existing modernization efforts. “I wish we could do more,” he said.

While Worthington wrestles with the proposed fiscal year 2025 funding reductions, the VA’s Office of Information and Technology also finds itself in the legislative crosshairs over modernization system upgrades, a supposed lack of AI disclosures and inadequate tech contractor sanctions and ongoing scrutiny over its electronic health record modernization initiative with Oracle Cerner. 

Worthington spoke to FedScoop about the VA’s embrace of AI, the status of its modernization push, how it is handling budget uncertainty and more.

Editor’s note: The transcript has been edited for clarity and length. 

FedScoop: I know that you’ve started your role as the chief AI officer at the Department of Veterans Affairs. And I wanted to circle back on some stuff that we’ve seen the VA engaged with this past year. The Office of Information and Technology has appeared before Congress, where legislators have voiced their concerns for AI disclosures, inadequate contractor sanctions, budgetary pitfalls in the fiscal year 2025 budget for VA OIT and the supply chain system upgrade. What is your response to them?

Charles Worthington: I think AI represents a really big opportunity for the VA and for every agency, because it really changes what our computing systems are going to be capable of. So I think we’re all going to have to work through what that means for our existing systems over the coming years, but I think really there’s hardly any part of VA’s software infrastructure that’s going to be untouched by this change in how computer systems work and what they’re capable of. So I think it’s obviously gonna be a big focus for us and for Congress over the next couple of years. 

FS: I want to take a step back and focus on the foundational infrastructure challenges that the VA has been facing. Do you attribute that to the emerging technologies’ need for more advanced computing power? What does that look like?

CW: I think overall, VA’s technical infrastructure is actually on a pretty good footing. We’ve spent a lot of time in the past 10 years with the migration to the cloud and with really leaning into using a lot of leading commercial products in the software-as-a-service model where that makes sense. So, by and large, I think we’ve done a good job of bringing our systems up to standard. I think it’s always a challenge in the VA and in government to balance the priorities of modernization and taking advantage of new capabilities with the priorities of running everything that you already have.

One of the unique challenges of this moment in time is that almost every aspect of the VA’s operations depends on technology in some way. There’s just a lot of stuff to maintain; I think we have nearly a thousand systems in operations. And then obviously, with something like AI, there’s a lot of new ideas about how we could do even more [to] use technology and even more ways to further our mission. 

FS: In light of these voiced concerns from legislators, as you progress into your role of chief AI officer, how do you anticipate the agency will be able to use emerging technologies like AI to its fullest extent?

CW: I think there’s really two priorities that we have with AI right now. One is, this represents an enormous opportunity to deliver services more effectively and provide great technology services to the VA staff, because these systems are so powerful and can do so many new things. One priority is to take advantage of these technologies, really to make sure that our operations are running as effectively as possible. 

On the other hand, I think this is such a new technology category that a lot of the existing processes we have around technology governance in government don’t apply in exactly the same ways to artificial intelligence. So in a lot of ways, there are novel concerns that AI brings. … With an AI system that is, instead, taking those inputs and then generating a best guess or generating some piece of content, the way that we need to make sure that those systems are working effectively, those are still being developed. At the same time, as we’re trying to take advantage of these new capabilities, we’re also trying to build a framework that will allow us to safely use and deploy these solutions to make sure that we’re upholding the trust that veterans put in us to manage their data securely. 

FS: In what ways is the agency prioritizing AI requirements, especially from the artificial intelligence executive order that we saw last October, and maintaining a competitive edge with the knowledge that the fiscal year 2025 budget has seen a significant clawback of funds?

CW: We are investing a lot in standing up, I would say, the AI operations and governance. We have four main priorities that we’re focused on right now. One is setting up that policy framework and the governance framework for how we’re going to manage these. We have already convened our first AI governance council meeting — we’ve actually had two of them — where we’re starting to discuss how the agency is going to approach managing our inventory of AI use cases and the policies that we’ll use. 

The second priority is really focused on our workforce. We need to make sure that our VA staff have the knowledge and the skills they need to be able to use these solutions effectively and understand what they’re capable of and also their limitations. We need to be able to bring in the right sort of talent to be able to buy and build these sorts of solutions. 

Third, we’re working on our infrastructure [to] make sure that we have the technical infrastructure in place for VA to actually either build or, in some cases, just buy and run AI solutions. 

Then, finally, we have a set of high-priority use cases that we’re really leaning into. This was one of the things that was specifically called out to the VA in the executive order, which was basically to run a couple of pilots — we call them tech sprints — on AI.

FS: I would definitely love to hear some insights from you personally about some challenges you’re anticipating with artificial intelligence, especially as you’ve referenced that the VA has already been using AI.

CW: I think one of the challenges right now is that most of the AI use cases are built in a very separate way from the rest of our computing systems. So if you take a predictive model, it maybe takes a set of inputs and then generates a prediction, which is typically a number. But how do you actually integrate that prediction into a system that somebody’s already using is a challenge that we see, I think, with most of these systems.

In my opinion, integrating AI with more traditional types of software is going to be one of the biggest challenges of the next 10 years. VA has got over a thousand systems and to really leverage these tools effectively, you’d ideally like to see these capabilities integrated tightly with those systems so that it’s all kind of one workflow, and it appears naturally as a way that can assist the person with the task they’re trying to achieve, as opposed to something that’s in a different window that they’ve got to flip back and forth between. 

I feel like right now, we’re in that awkward stage where most of these tools are a different window … where there’s a lot of flipping back and forth between tools and figuring out how best to integrate those AI tools with the more traditional systems. I think that’s just kind of a relatively unfigured-out problem. Especially, if you think of a place like VA, where we have a lot of legacy systems, things that have been built over the past number of decades, oftentimes updating those is not the easiest thing. So I think it really speaks to the importance of modernizing our software systems to make them easier to change, more flexible, so that we can add things like AI or just other enhancements.

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The correspondence from the officers of American Federation of Government Employees Local 3810 to Assistant Secretary Alejandra Y. Castillo, which was obtained by FedScoop, alleges that agency leaders haven’t taken union input seriously. It seeks several actions to remedy the situation, including a memorandum of understanding on the agency’s “return-to-work” policy and mediation services to “reestablish a healthy relationship.”

If those goals aren’t met in a “reasonable timeframe,” the union “will not hesitate to file an unfair labor charge against EDA with the National Labor Relations Board,” citing support from AFGE and the AFL-CIO, with which it’s affiliated.

“We have continuously expressed that the Agency’s ‘return-to-office’ policy will result in increased turnover and seriously jeopardize the Agency’s ability to function, yet conversations on how to best address our concerns have completely stalled,” according to the letter dated May 28. 

The union further stated the agency is losing workers to other organizations that provide telework and cited a recent member survey that it said paints “a picture of an agency on the brink of collapse.” That survey, the letter said, found more than half of respondents were applying for positions outside the agency and nearly two-thirds would accept a job outside EDA.

“I don’t think this is a problem that’s specific to EDA. I think this is a governmentwide problem,” Ryan Zamarripa, the vice president of Local 3810, said of agency telework policies in an interview with FedScoop. “I think that we’re going to see a pretty decreased ability in the executive branch to carry out its duties if we continue to go against the grain on what we know is an effective way to work.”

Zamarripa, who noted he was speaking in his capacity as an officer for the local and not for the agency, said the union has received a response from Castillo that the letter was received and she plans to respond in full.

In a statement emailed to FedScoop addressing the letter, Castillo and Ben Page, EDA’s chief operating officer and deputy assistant secretary for economic development, said leadership “has strived to engage and maintain a healthy working relationship with the union and the employees it represents.”

“Throughout this period of exponential programmatic growth, EDA’s leadership team, our union, and our stakeholders have engaged in frequent, real-time dialogue about where we are, and where we are headed, including in the thoughtful planning for our required increased office attendance,” Castillo and Page wrote. “These conversations have happened both privately, as well as through frequent leadership team calls and open town halls.”

As with the private sector, pandemic-era telework policies in federal agencies and plans to bring workers back into physical offices have been the subject of occasionally contentious debate. The Biden administration has recently expanded overseas telework efforts and officials have noted benefits of preserving at least some remote work options in hearings on Capitol Hill. 

Those policies have come under fire from congressional Republicans who have questioned agency oversight of remote workers and their levels of productivity. But there have been some bipartisan efforts on telework policy, including bills aimed at establishing transparency and management practices for remote positions and promoting better data collection to provide insights about telework performance. 

The EDA focuses on supporting economic development in regions across the country by providing funding and resources to communities. According to Zamarripa, the union represents roughly 70 EDA workers in roles throughout the United States. Over the past few years, those workers have rolled out billions of dollars in federal initiatives such as the CARES Act, the American Rescue Plan Act, and the CHIPS and Science Act.

During the height of the pandemic, the EDA, like other agencies, was fully remote, Zamarripa said. Currently, the agency requires workers to come in two days per pay period, which is roughly once a week for most people, he said. While workers have been told there will be an increase in required in-office presence, Zamarripa said “we haven’t really received clear guidance on what the future holds.”

The union’s letter said that the EDA “is rapidly approaching a staffing level inconsistent with its current workload” and alleged mismanagement of funds and retention issues were the cause.

“This is not only due to the gross mismanagement of federal monies at the Agency leadership level that resulted in mass layoffs but also due to the Agency leadership’s inability to retain staff,” the union officers said.

Zamarripa said the layoffs mentioned in the letter were announced in September. Citing funding issues, the agency gave some workers three-month notices, told others they would be getting notices in the future, or informed workers that their contract wouldn’t be extended, he said.

Castillo and Page pushed back on the accusation of mismanagement in their statement, contending that “EDA appropriately managed the resources that were provided, leveraging term employees to address an unprecedented surge in work without leaving an unsustainable fiscal burden.” 

In addition to the memorandum of understanding and the mediation services, the union also requested that Castillo attend Labor Management Council meetings until the “quality of dialogue” is to the satisfaction of the union officers. It cited a March executive order from the Biden administration that, among other things, directed agencies to “allow employees and their union representatives to have pre-decisional involvement in workplace matters, including … discussions with management for the development of joint solutions to workplace challenges.” 

“We just want a reset,” Zamarripa said, adding it isn’t clear the information they’re relaying in meetings is getting to the assistant secretary. He said the union wants Castillo to know “what’s actually happening in these meetings and how the labor side of these conversations is perceiving them.”

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Scott Flanders, who will assume the permanent CIO position Sunday, is charged with managing and employing technology to enhance “information access and strengthen agency performance,” the NRC’s release states. Additionally, Flanders’s office is also charged with overseeing cyber and information security, data management, artificial intelligence and more.

Flanders “has risen through the ranks at the NRC over many years and has been an outstanding member of the senior executive service since 2004,” Raymond Furstenau, NRC’s acting executive director for operations, said in the release. “His experience with the government’s use of information technology and his deep understanding of the NRC mission will help the agency navigate the challenges of the future.”

As deputy CIO, Flanders “planned, directed and oversaw resources” to ensure IT and information management systems’ delivery to support the agency’s goals and priorities, the NRC said. 

Flanders joined the NRC in 1991 as a reactor engineer intern, and later served in the agency’s Office of Nuclear Material Safety and Safeguards’ Division of Site Safety and Environmental Analysis and in the Office of New Reactors as the director, according to CIO.gov. Additionally, he served as the deputy director of the Division of Waste Management and Environment Review in the ONMSS.

Flanders takes over as NRC’s permanent IT chief  amid an internal push on artificial intelligence. A staff letter sent earlier this month recommended the agency follow an AI framework that outlines AI governance, hiring new talent, upskilling existing workers, maturing the commission’s data management program and allocating resources to support AI integration into IT infrastructure.

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During a House Oversight and Accountability Committee hearing Wednesday, Office of Personnel Management Director Rob Shriver responded to mostly Republican concerns about federal telework policies by citing the practice’s usefulness with the cybersecurity workforce in advancing agency missions. 

“If we were to require cybersecurity professionals to come into the office five days a week, I think we wouldn’t be able to recruit the kind of workforce that we need,” Shriver said. “I think agencies need to keep working here to make sure they’re getting it right, that those arrangements are driving good performance.”

Shriver’s comments come weeks after Sens. Mitt Romney, R-Utah, and Joe Manchin, D-W.Va., introduced legislation that would require federal workers to spend 60% of their time in their offices. And a bill introduced last month from Sens. Gary Peters, D-Mich., and Joni Ernst, R-Iowa, would call on agencies to collect telework data and boost monitoring of how the practice impacts performance metrics. 

In his witness statement, Shriver pointed to OPM’s efforts to assist and support agencies in retaining and attracting cyber talent within the federal government. He also shared that the agency supports the Tech to Gov initiative and “is helping to connect aspiring tech talent with federal employment opportunities to bolster agency cyber and emerging tech programs.”

Those efforts follow White House moves to relax education requirements for some cybersecurity contracting jobs, shift to skill-based hiring and diversify the cybersecurity workforce.

Matt Bracken contributed to this story.

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DeRusha, who was appointed to the federal CISO position in January 2021, played a critical role in the development of the White House’s artificial intelligence executive order, in addition to the Biden administration’s 2021 executive order on cybersecurity and the corresponding national cybersecurity strategy and implementation plan. 

“Since day one of the Biden Administration, Chris has been instrumental in strengthening our nation’s cybersecurity, protecting America’s critical infrastructure, and improving the digital defenses of the Federal government,” Clare Martorana, federal chief information officer, said in a statement. “I wish him the best, and know he will continue to serve as a leading voice within the cybersecurity community.”  

As the federal CISO, DeRusha oversaw the 25-member council of his chief information security officer peers and spearheaded the protection of federal networks, while also managing agencywide implementation of multifactor authentication and supporting the coordination of the nation’s broader cybersecurity as the deputy national cyber director. 

DeRusha will also leave behind that role, the Office of the National Cyber Director confirmed.

“From the beginning of the Biden-Harris Administration, and even before, Chris DeRusha has been a steady, guiding leader,” National Cyber Director Harry Coker Jr. said in a statement. “As Deputy National Cyber Director with ONCD — while continuing his excellent work as Federal CISO — he has been a trusted and valued partner. 

“Chris’s keen insights, experience, and judgement have been integral to the work we’ve done and what we will continue to do to strengthen our Nation’s cyber infrastructure. I’m grateful for his commitment to the American people and to the Biden-Harris Administration. All of us at ONCD wish him the very best in his next chapter,” Coker added.

Speaking during Scoop News Group’s CyberTalks event last November, DeRusha touted the White House’s coalition-building efforts and “meaningful cooperation” as a means to reaching its overarching cybersecurity goals.  

“We cannot achieve any meaningful progress on managing cyber risk as one nation,” DeRusha said. “And this administration is definitely committed to working with our like-minded partners on shared goals.”

A month earlier, during the Google Public Sector Forum, DeRusha said that after “decades of investments in addressing legacy modernization challenges,” the Biden administration was poised to address “massive” long-term challenges on everything from AI strategy to combating ransomware. 

“We’ve taken on pretty much every big challenge that we’ve been talking about for a couple of decades,” DeRusha said. “And we’re taking a swing and making” progress.

Prior to his current stint with the federal government, DeRusha served as CISO for the Biden presidential campaign and stayed on with the transition team’s technology strategy and delivery unit. DeRusha had previously worked as the CISO for the state of Michigan.

OMB did not reveal DeRusha’s last day or where he is headed next. 

Federal News Network first reported the news of DeRusha’s departure.

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“Frankly, there aren’t enough places for agencies to go across government when they have technical questions or need technical help, so we get a huge array of requests,” USDS Administrator Mina Hsiang said in an interview with FedScoop.  

Those requests, many of which are detailed in the 2024 impact report USDS released Thursday, can’t all be addressed. Hsiang said USDS works to fulfill “over a quarter” of the agency requests for partnership, with consultation but not full engagement provided on approximately 10% of those asks. 

“We do a lot of work to contemplate the size of the population impacted, the vulnerability of the population impacted, the change it will have on the service and how critical the service is for people’s livelihood,” she said.

In its report, USDS outlined progress on 10 different projects across agencies, covering topics including digital service accessibility, building veteran trust, federal benefits for families and more. 

A closer look at USDS projects

In its partnership with the Social Security Administration, USDS worked with the agency to “observe customers” and learn how the public engaged with SSA’s website. According to the report, the project would save an estimated $285 million over five years for infrastructure expenses. 

The partnership with SSA has “created momentum to improve service delivery” through transforming the agency’s static homepage, the report noted, replacing “complicated” policy language with a conversational eligibility screener and building development infrastructure that involves a content management system and more.

The USDS is currently working with the Department of Veterans Affairs’ Office of the Chief Technology Officer to develop software intended to improve the lives of veterans. In teaming with the agency on VA.gov, USDS aimed to build veterans’ trust in the VA. Per the report, veterans’ trust in the VA climbed from 70.4% in FY18 — the year of VA.gov’s relaunch — to 79.3% in FY23.

“The Veteran Experience Office does a very comprehensive work of engaging veterans and building an array of metrics together,” Hsiang said.

The impact report also touted USDS’s partnership with the Department of Health and Human Services to help modernize and implement services that support an interagency Life Experience Research Team, aiming for “simpler, more accessible and equitable” digital experiences. Specifically, the organization conducted research with a nationwide group of participants, documenting their experiences throughout pregnancy and childbirth along with any relevant interactions with the federal government. 

Working with an HHS Life Experience Research Team that included  representatives from the General Services Administration, the Department of Labor, the Department of Housing and Urban Development and others, USDS piloted three digital programs to support families, including a text message service called Notify.gov that allows government partners to send texts about benefits and support programs to the public.

“This is one of those places where we can partner very closely with an agency that’s building out a shared capability for more folks and give them direct feedback,” Hsiang said. “The team had a very good experience with it.”

Though not listed in the impact report, the USDS also worked “extremely closely” with the IRS on the implementation of its Direct File pilot program. Hsiang said the partnership was not included in the report due to a timing issue, but noted that USDS assisted in technical expertise, user research, product management and more. Direct File was utilized by over 140,000 taxpayers in its inaugural run, according to the IRS. 

“This pilot is only with 12 states, but obviously there’s real opportunities for growth there because building out that capability so that folks in every state can have this option will be important,” Hsiang said. “The tax code is huge and incredibly complex, so there were almost 20 million people who were eligible for this pilot, but it will be important to expand that capability to encompass more individuals.”

A busy year followed by more to come from USDS

For Hsiang, who has led USDS since September 2021, the release of the impact report represents what she views as “a year of launching things.”

“There’s a lot of programs here that are a demonstration of incredible value in themselves, but also a proof of concept of a new model working,” Hsiang said. 

USDS is investing in hiring both internally and with agency partnerships, Hsiang said, in an effort to capitalize on momentum to build long-term capacity within agencies. She confirmed that the USDS is working to support agencies in hiring more talent, including as part of efforts called out in the White House’s artificial intelligence executive order.

“I think there’s a lot of interest, but the talent moves quickly, gets hired quickly, looks for competitive salaries and opportunities,” Hsiang said. “That will definitely be a challenge, but one we’re excited to take on.”

Hsiang said her hope for this report is a “clear illustration” of what government talent is able to accomplish, and stressed the importance of USDS’s investment in technology-centered work.

“I think the report starts to give a real detailed window into the range of different types of work that we do and the short- and long-term impacts that it can have,” Hsiang said. “One of the things that we hear across government regularly is that technology ends up slowing people down instead of speeding them up, if it’s not implemented right. That is not what anyone intends and that’s not what we’re investing for.”

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The Office of Science and Technology Policy said in a fact sheet that it had secured  hundreds of commitments with non-federal organizations to assist in areas of need within STEMM, such as improving representation in entertainment, ensuring inclusive workplaces, enabling related programs to be more accessible, and more.

OSTP’s announcement came during a White House summit on STEMM equity and excellence, expanding on the 2022 STEMM Opportunity Alliance (SOA) initiative to “lead and coordinate cross-sector action to help achieve greater equity” across science and technology-facing fields.  

The commitment to this effort is intended to “help drive progress” on STEMM Equity and Excellence 2050, a strategic plan released Wednesday by SOA that outlines a national strategy for constructing a diverse workforce with expanded opportunities.

“Knowing that those from underserved communities, individuals from underrepresented racial and ethnic groups, rural communities, women, people with disabilities and LGBTQI+ people have long faced barriers to equitable participation in STEMM, this administration has acted to foster a more just STEMM ecosystem,” Kei Koizumi, the principal deputy director for policy at OSTP, said during the event.

The office said in its press release that the SOA’s coalition represents over 200 organizations and “has powered additional commitments towards STEMM equity,” bringing a total of $2 billion to support these efforts. 

“The bold goal is to add 20 million new diverse STEMM professionals to the U.S. workforce across all jobs and sectors by 2050,” the strategic plan’s executive summary states. “This vision requires decades of concerted, coordinated action beginning now.”

OSTP touted non-federal partnerships that complement work done by federal entities, such as the Department of Energy’s first cohort for the agency’s Faculty-Applied Clean Energy Sciences program. That partnership, also announced Wednesday, will work to support the expansion of opportunities and diversification of the STEMM workforce. 

Participants in the DOE’s 10-week summer program were selected from minority-serving institutions that included tribal colleges and universities, historically Black colleges and universities, Asian-American and Native American Pacific Islander-serving institutions and others. 

Christy Jackiewicz, chief of the Minority Educational Institutions Division in DOE’s Office of Energy Justice and Equity, said in a statement that program leaders are “excited to partner with [the agency’s Office of Energy Justice and Equity] and [the National Renewable Energy Laboratory] to improve the future of STEM, not only through the faculty of minority-serving institutions but also through the students who will benefit from their knowledge and understanding, both in the classroom and as they enter the workforce of the future.”

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Ahuja, who is the longest-serving OPM director in more than 10 years, will depart her role in coming weeks, according to an agency release Tuesday. Ahuja was confirmed by the Senate in June 2021 and became both the first South Asian American and first Asian American woman to lead OPM. 

“From my time as a civil rights lawyer in the Department of Justice, to my years as OPM’s Chief of Staff, I’ve seen the power that public service has to change lives, rebuild communities, and make our nation stronger,” Ahuja said in a statement. “We have accomplished so much these last three years at OPM, but I am most proud of the friendships and bonds we built together in public service.” 

During her time leading OPM, Ahuja oversaw the administration’s efforts to implement a $15 minimum wage for federal workers, prohibit use of non-federal salary history in pay-setting for federal jobs, implement a new data strategy plan, and bolster the federal government’s tech workforce, among other things.

As part of the Biden administration’s AI efforts, Ahuja is a member of the AI and Tech Talent Task Force, which was created to support hiring efforts related to the president’s executive order on the technology. Related to that same order, OPM has also authorized direct hire authority for AI-related positions and outlined incentives for attracting and retaining AI workers in the federal government.

Prior to serving as OPM’s director, Ahuja was the agency’s chief of staff from 2015 to 2017. She also served in other federal government roles, including as executive director of the White House Initiative of Asian Americans and Pacific Islanders during the Obama administration and as an attorney at the Justice Department.

“Under Kiran’s leadership, OPM has bounced back stronger than ever and partnered with agencies across government to better serve the American people,” Rob Shriver, deputy director of OPM said in a statement. “Kiran represents the very best of the Biden-Harris Administration, and I am honored to call her a dear colleague and friend.”

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While the astronaut process itself did not change, NASA became aware of OPM’s systems that support automation alongside continuous evaluations and improvements through the partnership between agencies, J. Patrick Sharpe, USA Hire program manager at OPM, said in an email to FedScoop. NASA is now taking advantage of features and capabilities offered by OPM-managed sites, including USAJOBS, USA Staffing and USA Hire. 

Now, according to Sharpe, the astronaut application process is fully automated and has a new “online competency-based pre-screen assessment.” Additionally, NASA has since implemented all three integration offerings from USA Staffing: request processing, new hire and data APIs. 

Sharpe noted that once the cycle is done for 2024 astronauts, both OPM and NASA plan to review the application process and determine any necessary changes or improvements. Significantly, OPM reported having added online interviewing capabilities and accessible mobile assessments to USA Hire specifically over the past year, and “will be working with NASA and other federal agencies in the near future to fully implement these capabilities as part of the hiring process,” according to Sharpe.

“USAJOBS continuously works to assess and improve the user experience using human centered design methodology,” Sharpe said. “USAJOBS improved the application experience for all federal occupations, including the astronaut candidate, by implementing a new user interface explaining the application process more clearly and clarifying the required application materials.”

Sharpe said that the modernized approach for the astronaut application process in concert with the pre-screen assessment “reduced burden on NASA’s HR staff and allied the Astronaut Office to focus on the highest quality candidates in the applicant pool for further evaluation.”

This is the second time that NASA and OPM have teamed up for the astronaut application process, the first being in 2020 when OPM reportedly assisted with a manual review of applications for NASA’s partially automated application process.

Sharpe said that because of the “success of the 2020 application cycle,” NASA decided to partner with OPM for 2024. 

For the astronaut position, OPM reported that NASA received over 12,000 applicants during the 2020 cycle. The space agency then selected 10 applicants from the original pool, according to a release shared with FedScoop. 

“NASA’s maximization of USA Staffing’s data and interconnection capabilities has increased automation, transparency, data quality and enhanced the overall hiring manager and HR user experience throughout the hiring process,” Sharpe said in the email.

The hiring systems for federal agencies go through “extensive usability testing” as part of the evaluation and review of the technology and processes for each site, according to Sharpe. 

Sharpe shared that USA Staffing is currently working on new capabilities for high-volume hiring; he reported that the staffing system is collaborating with multiple agencies to support and understand the challenges that come with high-volume hiring. 

USA Staffing is looking to design new tools so HR professionals and hiring managers can more efficiently hire at scale. The new capabilities, according to Sharpe, will include expanded integrations for personnel processing and tracking systems, the ability for agency leaders to establish hiring goals and provide data to track progress. 

Sharpe said that these changes will help those responsible for hiring to have data flow across systems “without duplicative effort and reducing the risk of human error.” 

By providing data and offering the ability to establish hiring goals, Sharpe said agencies can report to Congress and identify areas in need of improvement as well as find “creative ways to connect high-quality applicants for federal jobs with managers who have the legal authority to hire them.”

NASA did not respond to FedScoop’s request for comment by the time of publication.

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The Telework Transparency Act from Sens. Gary Peters, D-Mich., and Joni Ernst, R-Iowa, would require agencies to collect data on telework and monitor how the policies affect both agency performance and decisions on federal property. The bill, shared first with FedScoop, is intended to reveal the pros and cons of telework in the post-pandemic era. 

“Federal agencies must track and consider the impact of telework on their ability to deliver services, recruit and retain talent, and ensure office operations are cost-efficient,” Peters said in a statement. “My bipartisan bill will require agencies to gather accurate data on telework policies to provide more transparency and help ensure federal agencies are effectively carrying out their missions for the American people.” 

Referring to telework as a “remote lifestyle,” Ernst said in a statement that the practice “comes at the expense of the people federal agencies are meant to serve.” 

“For too long, Americans have been on hold while bureaucrats phone it in,” she said. “My bipartisan bill will provide full transparency into the inefficiencies of telework, so taxpayers are no longer on the hook for expensive wasted space at federal headquarters and misspent locality pay.” 

Though the Office of Personnel Management publishes a yearly report on agency telework practices, the agency said in its fiscal year 2022 report that data is more than a year old at the time of reporting and is often inaccurate and inconsistent.

Improved data collection is a major component of the legislation, which calls on agencies to use automated systems to track employees’ telework. The bill also requires OPM to set quality data standards and create and maintain a publicly available tool that shares agency telework data, using “data visualization or other data presentation techniques to support strategic executive agency workforce planning and talent management objectives.”

Agencies would also be charged with monitoring the use of federal buildings and gauging how telework impacts a variety of performance-related tasks, such as customer service, operational costs, investments in technology and recruitment and retention.

The introduction of Peters and Ernst’s legislation comes amid an increasingly concerted push across Washington, D.C., for federal workers to get back to the office. The White House has reportedly leaned on Cabinet secretaries to expedite the transition back to in-person work, while D.C. Mayor Muriel Bowser continues to urge the Biden administration to force the issue. 

During a November hearing before the House Oversight Subcommittee on Government Operations and the Federal Workforce, several agency officials reported rising rates of in-person work, while also making the case for continued telework flexibility.

“Regardless of where our employees are located, they are working,” Oren “Hank” McKnelly, executive counselor at the Social Security Administration, said during the hearing. “Telework is not one size fits all.”

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