OPMs Mission and Strategic Goals
OPM’s Strategic Plan is the starting point for performance and accountability. The FY 2022 - 2026 plan details four goals and twenty corresponding objectives that advance OPM’s mission to serve as champions of talent for the Federal Government, leading Federal agencies in workforce policies, programs, and benefits in service to the American people. The agency uses a series of performance measures, developed during its annual performance budgeting process, to gauge its progress in implementing the strategies to achieve the goals and objectives in the plan. For the full plan, please refer to https://www.opm.gov/about-us/strategic-plan/.
Acting Director Shriver and other OPM leaders opened the ribbon-cutting ceremony
for the new energy-saving solar panels on the Theodore Roosevelt Building.
Table 1 – Strategic Goals
| Objective | Objective Statement |
|---|---|
| 1.1 | Achieve a Federal workforce that is drawn from the diversity of America, exhibited at all levels of Government, by supporting agencies in fostering diverse, equitable, inclusive, and accessible workplaces. By FY 2026, increase a Government- wide DEIA index score by 6 percentage points. |
| 1.2 | Develop a Government-wide vision and strategy and implement policies and initiatives that embrace the future of work and position the Federal Government as a model employer with respect to hiring, talent development, competitive pay, benefits, and workplace flexibilities. |
| 1.3 | Build the skills of the Federal workforce through hiring and training. By FY 2026, increase the Government-wide percentage of respondents who agree that their work unit has the job-relevant knowledge and skills necessary to accomplish organizational goals by 4 points. |
| 1.4 | Champion the Federal workforce by engaging and recognizing Federal employees and elevating their work. By FY 2026, increase the number of social media engagements on recognition-focused content by 15 percent. |
| Objective | Objective Statement |
|---|---|
| 2.1 | Build the skills of the OPM workforce and attract skilled talent. By FY 2026, increase the percentage of OPM employees who agree that their work unit has the job-relevant knowledge and skills necessary to accomplish organizational goals by 3 percentage points. |
| 2.2 | Improve OPM’s relationships and standing as the human capital management thought leader. By FY 2026, increase the percent of CHCOs who strongly agree that OPM treats them as a strategic partner by 23 percentage points. |
| 2.3 | Improve OPM’s program efficacy through comprehensive risk management and contract monitoring across the agency. By FY 2026, achieve the OMB-set target for the percentage of spending under category management. |
| 2.4 | Establish a sustainable funding and staffing model for OPM that better allows the agency to meet its mission. By FY 2026, increase the percentage of OPM managers who indicate that they have sufficient resources to get their jobs done by 4 percentage points. |
| 2.5 | Modernize OPM IT by establishing an enterprise- wide approach, eliminating fragmentation, and aligning IT investments with core mission requirements. By FY 2026, increase the percentage of software projects implementing adequate incremental development to 95 percent. |
| 2.6 | Promote a positive organizational culture where leadership drives an enterprise mindset, lives the OPM values, and supports employee engagement and professional growth. By FY 2026, increase OPM’s Leaders Lead Score by 3 points. |
| Objective | Objective Statement |
|---|---|
| 3.1 | Enhance the RS customer experience by providing timely, accurate, and responsive service that addresses the diverse needs of OPM’s customers. By FY 2026, improve the customer satisfaction score to 4.2 out of 5. |
| 3.2 | Create a personalized USAJOBS® experience to help applicants find relevant opportunities. By FY 2026, improve applicant satisfaction to 4.1 out of 5 for the desktop platform and to 4.5 out of 5 for the mobile platform. |
| 3.3 | Create a seamless customer and intermediary experience across OPM’s policy, service, and oversight functions. By FY 2026, increase the average score for helpfulness of OPM human capital services in achieving human capital objectives to 4.5 out of 5. |
| 3.4 | Transform the OPM website to a user-centric and user-friendly website. By FY 2026, achieve an average effectiveness score of 4 out of 5. |
| Objective | Objective Statement |
|---|---|
| 4.1 | Foster a culture of creativity and innovation within OPM. By FY 2026, increase the percentage of employees who agree that innovation is valued by 4 points. |
| 4.2 | Increase focus on Government-wide policy work by shifting more low-risk delegations of authorities to agencies. |
| 4.3 | Expand the quality and use of OPM’s Federal human capital data. By FY 2026, increase the percentage of CHCO survey respondents who agree that OPM provides agencies with high quality workforce data and information to be used in decision-making by 20 percentage points. |
| 4.4 | Improve OPM’s ability to provide strategic human capital management leadership to agencies through expansion of innovation, pilots, and identification of leading practices across Government. By FY 2026, provide Federal agencies with 25 leading practices. |
| 4.5 | Revamp OPM’s policy-making approach to be proactive, timely, systematic, and inclusive. By FY 2026, increase the percent of CHCOs who agree that OPM’s policy approach is responsive to agency needs by 8 percentage points. |
| 4.6 | Streamline Federal human capital regulations and guidance to reduce administrative burden and promote innovation while upholding merit system principles. By FY 2026, improve CHCO agreement that human capital policy changes resulted in less administrative burden to agencies by 8 percentage points. |