Strategic Goal 2

Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management.

Strategic Objective 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.

FY 2024 Progress Update

• Expanded Pathways student intern and recent graduate cohorts, hosting 47 Pathways student interns, and hiring 33 Pathways recent graduates and nine Presidential Management Fellows.
• Implemented the expanded program flexibilities outlined in OPM's 2024 updated Pathways Program regulation.
• Expanded use of military and family and military spouse special hiring authorities at OPM, resulting in a 16 percent increase from FY 2023 in military spouse applications for OPM vacancies, with approximately 27,000 applicants applying to 80 vacancy announcements.
• Partnered with the Department of Defense Skill Bridge program, which provides service members with valuable civilian work experience through industry training, apprenticeships, or internships during the last 180 days of their service, to host six participants and hire two.
• Expanded use of social media to reach applicants, resulting in increased job views and applications; nearly 100,000 applicants visiting OPM’s job site; and new social media followers.
• Participated in 13 hiring events, both virtual and in-person, specifically targeting early career
• Increased executive development through executive coaching, including the first OPM Leadership Symposium.
• Developed a preliminary plan for assessing and addressing skills gaps.
• Joined the White House Leadership Development Program and hosted an informational session for OPM employees featuring current and former participants.
• Expanded the HR workforce development team, increasing the capacity for assessing training and development needs across the agency and capability towards identifying skill gaps.
• Completed an early phase generative Artificial Intelligence pilot that provided enhanced HR operational capacity and allowed for assessment of integration of Artificial Intelligence across various HR disciplines.
• Developed plans for the coordination and implementation of an OPM mentoring program pilot by applying data and feedback from a work unit pilot.
• Completed a revised electronic Individual Development Plan form, which OPM expects to release in early FY 2025.

Table 2.1.001

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.1.001	Percent of respondents who agree that their work unit has the job-relevant knowledge and skills necessary to accomplish organizational goals	85.80%	80.90%	82.30%	83.64%	83.20%	82.42%	Met

FY 2024 Analysis of Results:

OPM conducted the 2024 FEVS from May 20 through July 5, 2024. Approximately 1,500 OPM employees participated, resulting in a response rate of 53.4 percent. The percentage of respondents who agree their work unit has the job-relevant knowledge and skills necessary to accomplish organizational goals exceeded the FY 2024 target by 0.78 percentage points, but decreased by 0.44 points, compared to FY 2023. In FY 2024, OPM onboarded new instructional system specialists, developed and implemented an executive coaching program plan, developed and piloted a revised electronic Individual Development Plan, and implemented the Federal Rotational Cyber Workforce Program to develop knowledge and skills of cyber employees.

Strategic Objective 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 8 percentage points.

FY 2024 Progress Update

• Identified a set of conferences as the highest priority for a coordinated presence in support of representing the Federal Government as a human capital management leader.
• Circulated a draft, internal Research Conduct and Dissemination Policy, which establishes a policy for the authorization to conduct research and to authorize the distribution of results of said research.
• Developed a list of priority reports OPM will issue in future years.
• Issued a priority report on COVID-19 Hiring Flexibilities, which identified successes and challenges for use in improving the Federal Government’s response in hiring for future crises.
• Planned an Artificial Intelligence Summit for early 2025 that will highlight the Federal Government’s use of Artificial Intelligence in human capital management to share lessons, insights, and use cases.

Table 2.2.001

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.2.001	Percent of CHCOs indicating that OPM treats them as strategic partners	-	-	93.94%	90.63%	80.56%	95.94%	Not Met

FY 2024 Analysis of Results:

In FY 2024, 29 of 36 Chief Human Capital Officers (CHCOs) and Deputy Chief Human Capital Officers who responded to the CHCO Council Annual Survey indicated that OPM treats them as strategic partners. The result decreased by more than ten percentage points compared to FY 2023, and OPM fell short of its FY 2024 target by more than 15 points. OPM conducted the survey from October 31 to November 15, 2023. With 36 respondents, the response rate was 73 percent. OPM developed strategies to engage with CHCOs throughout FY 2025, such as monthly personnel policy office hours and bi-weekly executive steering committee meetings.

Table 2.2.008

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.2.008	Percent of CHCOs who strongly agree that OPM treats them as strategic partners	-	-	27.27%	37.50%	30.56%	39.27%	Not Met

FY 2024 Analysis of Results:

In FY 2024, 11 of 36 Chief Human Capital Officers (CHCOs) and Deputy Chief Human Capital Officers who responded to the CHCO Council Annual Survey strongly agreed that OPM treats them as strategic partners. The result decreased by nearly seven percentage points compared to FY 2023, and OPM fell short of its FY 2024 target by nearly 9 points. OPM conducted the survey from October 31 to November 15, 2023. With 36 respondents, the response rate was 73 percent. OPM developed strategies to engage with CHCOs throughout FY 2025, such as monthly personnel policy office hours and bi-weekly executive steering committee meetings.

Strategic Objective 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.

FY 2023 Progress Update

• Executed strategic sourcing guidance for OPM-wide Blanket Purchase Agreements for data science and analytics support, as well as digital services, further aligning to category management principles.
• Executed an extensive revision to acquisition planning guidance that more clearly outlines a robust set of activities to facilitate earlier acquisition planning and collaboration between programs and acquisitions.
• Launched dashboards to increase transparency across OPM on the status of acquisitions.
• Established proactive engagement across the agency and dedicated support, resulting in a significant increase in past performance reporting.

Table 2.3.001

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.3.001	Percent of OPM's spend under management (SUM) (Cumulative)	-	-	93.34%	84.58%	85.39%	95.00%	Not Met

FY 2024 Analysis of Results:

In FY 2024, OPM actively managed $542,389,364 of $635,191,851 according to category management principles. OPM’s spend under management increased by nearly one percentage point from FY 2023 to FY 2024, and OPM fell short of its FY 2024 target by nearly 10 percentage points. To improve this result in FY 2025, OPM aims to further strengthen its procurement strategies for common goods, leveraging newly awarded contracts mandated for agency-wide use.

Table 2.3.002

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.3.002	Percent of CHCOs who strongly agree that OPM treats them as strategic partners	47.73	30.00%	51.90%	65.14%	75.53%	70.00%	Met

FY 2024 Analysis of Results:

In FY 2024, 284 of 376 of OPM’s contracting actions complied with Government-wide past performance reporting requirements. The result of 75.5 percent represents an increase of more than 10 percentage points from FY 2023, and OPM exceeded its FY 2024 target by nearly six percentage points.

Strategic Objective 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.

FY 2024 Progress Update

• Developed a service listing catalogue to clarify services offered by mission support organizations and reviewed 187 services identified by OPM mission support offices and the enterprise cost accounting team that will be used in the agency’s revised Common Services methodology.
• Developed a methodology and prototype for a revised Common Services model, which calculates the dollar-value benefit provided to each program office using accounting expenses.
• Analyzed historical collections of Voluntary Early Retirement Authority and Voluntary Separation Incentive Payments from Federal agencies to OPM.
• Reviewed current program communications on Voluntary Early Retirement Authority and Voluntary Separation Incentive Payments and identified potential changes to the Government-wide communication strategy and agency collections process.
• Increased awareness of the Voluntary Early Retirement Authority and Voluntary Separation Incentive Payments process for OPM programs and Federal agencies through the CHCO council.
• Developed a business case for the establishment of a working capital fund and submitted a legislative proposal supporting its establishment.

Table 2.4.001

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.4.001	Percent of OPM managers who indicate that they have sufficient resources to get their job done	-	-	-	54	53	56	Not Met

FY 2024 Analysis of Results:

OPM conducted the 2024 FEVS from May 20 through July 5, 2024. Approximately 1,500 OPM employees participated for a response rate of 53.4 percent. The percentage of OPM managers who indicated that they have sufficient resources to get their job done decreased by nearly one percentage point between FY 2023 and FY 2024, and OPM fell short of its FY 2024 target by nearly three percentage points. To improve this result in FY 2025, OPM aims to strengthen its ability to monitor resource utilization by its strategic objectives and execute annual program reviews to better support resource planning efforts.

Table 2.4.002

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.4.002	Percent of OPM staff who indicate that they have sufficient resources to get their job done	-	-	-	63	68	65	Met

FY 2024 Analysis of Results:

OPM conducted the 2024 FEVS from May 20 through July 5, 2024. Approximately 1,500 OPM employees participated for a response rate of 53.4 percent. The percentage of OPM staff who indicated that they have sufficient resources to get their job done increased by nearly five percentage points between FY 2023 and FY 2024, and OPM exceeded its FY 2024 target by three points.

Strategic Objective 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.

FY 2024 Progress Update

• Received an “A” rating on the Federal Information Technology Acquisition Reform Act scorecard in September 2024.
• Transitioned 22 systems and applications to cloud technology and services including major applications like USA Performance, USAJOBS, and Employee Express.
• Deployed phishing-resistant multi-factor authentication for all OPM systems.
• Improved OPM's Federal Information Security Management Act Core Metrics score from 2.89 to 3.04.
• Implemented Login.gov’s identity proofing and Personal Identity Verification validation on FSAFEDS to enhance protections against identity fraud and theft.
• Configured the Zero Trust Networking Secure Access Service Edge product.
• Installed the Postal Service Health Benefits System application in OPM’s enterprise cloud environment for additional testing.
• Released the Postal Service Health Benefits Carrier Connect 2.0 features to enable approved carriers to upload plans, rates, and pharmaceutical data.
• Released the minimal viable project and pilot of the Online Retirement Application.
• Completed an analysis of legacy and mainframe code to use Artificial Intelligence to modernize and rewrite the code using a modern programming language and submitted a final proposal to the Technology Modernization Fund Board to fund the project.
• Deployed the minimal viable product for OPM.gov 2.0 (OPM’s external website) in the cloud.
• Deployed the minimal viable product of One OPM (OPM’s intranet) containing internal resources and office storefronts.
• Developed Government-wide hiring policies and processes for Artificial Intelligence as described in the Executive Order 14110 on Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence.
• Created OPM’s initial Artificial Intelligence governance process to request and conduct proofs of concepts and demonstrations.
• Implemented test and development environments to explore and validate use cases for Artificial Intelligence and cloud services.
• Closed more than 225 open IT audit findings and recommendations to improve compliance, operations, and transparency.
• Implemented the core components, including network hardware, equipment, and cybersecurity tools, for the Defense Counterintelligence Security Agency’s separated network, deploying network hardware and equipment and validating the end-to-end network.

Table 2.5.010

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.5.010	Percent of software projects implementing adequate incremental development	85.71%	85.71%	100.00%	100.00%	100.00%	95.00%	Met

FY 2024 Analysis of Results:

In FY 2024, 35 of 35 OPM software projects implemented adequate incremental development. The result of 100 percent was unchanged from FY 2023, and OPM exceeded its target by five percentage points.

Table 2.5.011

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.5.011	Score for utilization of the working capital fund to support IT modernization and security	2.00	3.00	4.00	3.10	4.00	2.87	Met

FY 2024 Analysis of Results:

The FY 2024 score for utilization of the working capital fund increased by nearly one point, compared to FY 2023, and OPM exceeded its target by more than one point.

Strategic Objective 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.

FY 2024 Progress Update

• Created an employee experience action plan and communication plan.
• Assessed employee experience efforts using a landscape analysis.
• Conducted a listening tour of OPM offices to discuss employee experience with employees and supervisors.
• Hosted employee experience sessions with employees and supervisors to capture ideas, observations, and insights; and developed a priority list of participant ideas to implement across the agency.
• Developed materials to build awareness of agency goals and office programs and services.
• Developed a regular series of “brown bag” sessions with leaders to promote better understanding of OPM functions and meet others across the agency; and enhanced new employee orientation and onboarding to foster a supported and connected environment for new hires in their first year with OPM.
• Expanded event programming to build social cohesion within and across the OPM workforce, including wellness walks and a mentoring program.
• Issued an updated anti-harassment policy, communicated it to the workforce, and conducted an agency-wide mandatory anti-harassment training with an emphasis on the OPM value of respect.

Table 2.6.001

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
2.6.001	OPM Leaders Lead score	64	69	68	72	74	70	Met

FY 2024 Analysis of Results:

OPM conducted the 2024 FEVS from May 20 through July 5, 2024. Approximately 1,500 OPM employees participated, for a response rate of 53.4 percent. The OPM Leaders Lead score increased by two points between FY 2023 and FY 2024, and OPM exceeded its FY 2024 target by four points. OPM scored highest (78) on the Leaders Lead item “Overall, how good a job do you feel is being done by the manager directly above your immediate supervisor,” and lowest (64) on “In my organization, senior leaders generate high levels of motivation and commitment in the workforce.”

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