Performance Budget by Strategic Goal
This section aligns OPM’s FY 2024 budget request to the agency’s strategic plan. Funding amounts, performance measures and targets, and next steps are detailed for each objective in the strategic plan. It is intended to meet the performance planning requirements of the Office of Management and Budget (OMB) Circular A-11, Part 6, Section 240 – Annual Performance Planning and Reporting.
The FY 2022 – FY 2026 OPM Strategic Plan includes four strategic goals to improve both program operations and cross-cutting management functions. The agency’s goals and objectives will guide efforts to accomplish OPM’s mission, which is, “We are champions of talent for the Federal Government. We lead Federal agencies in workforce policies, programs, and benefits in service to the American people” and achieve its vision, which is, “We will create a new vision of work, together. We will position the Federal Government as a model employer for past and present employees through innovation, inclusivity, and leadership. We will build a rewarding culture that empowers the workforce to solve some of our nation’s toughest challenges.”
Goals
Strategic Goal 1: Position the Federal Government as a model employer, improving the Government-wide satisfaction index score by 4 points
Strategic Goal 2: Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
Strategic Goal 3: Create a human-centered customer experience by putting the needs of OPM’s customers at the center of OPM’s workforce services, policy, and oversight, increasing OPM’s customer satisfaction index score for targeted services to 4.3 out of 5
Strategic Goal 4: Provide innovative and data-driven solutions to enable agencies to meet their missions, increasing the percentage of users throughout Government who agree that OPM offered innovative solutions while providing services or guidance by 4 points
Additional Mission Activities
Aligned to Key Functions
OPM performs certain functions as required by statute, regulation, or Executive Order that do not align directly with a specific strategic goal within the strategic plan. Such functions include, for example, the administration of the Combined Federal Campaign, providing voting rights observations for the Department of Justice, and operating the President’s Commission on White House Fellows.
Mission Support Activities
OPM has also included in its budgetary request funds for information technology, contracting, facilities and security, financial management, and overhead functions. These administrative and executive leadership activities are grouped in the strategic plan as capacity-enabling functions.
The following tables show the resources budgeted against each of OPM’s goals. All resources are shown for each goal, including financing from:
- Common Services, which is an internal fund comprised of contributions from all OPM’s funding sources to finance the administrative functions within the agency.
FY 2024 Budget Request by Goal and Fund — All Resources
Note: These tables include the budget of administrative activities funded by OPM’s Common Services. Revolving fund financing for Common Services is also reflected.
| Budget Request | Dollars | FTE |
|---|---|---|
| Salaries & Expenses | $15,594,503 | 77.7 |
| Common Services | $150,363 | 1.5 |
| Revolving Fund | $279,450,886 | 357.8 |
| Advances & Reimbursements Annual | $406,013 | 2.3 |
| Total for Strategic Goal 1 | $295,601,765 | 439.2 |
| Budget Request | Dollars | FTE |
|---|---|---|
| Salaries & Expenses | $42,172,232 | 103.6 |
| IT Modernization S&E | $10,500,000 | 0.0 |
| Trust Fund Annual | $3,293,118 | 0.0 |
| Common Services | $46,587,702 | 87.0 |
| Revolving Fund | $87,772,983 | 141.3 |
| Advances & Reimbursements Annual | $7,869,997 | 11.6 |
| 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $374,486 | 0.0 |
| Total for Strategic Goal 2 | $198,570,519 | 343.4 |
| Budget Request | Dollars | FTE |
|---|---|---|
| Salaries & Expenses | $21,108,391 | 144.4 |
| Trust Fund Annual | $79,860,822 | 589.9 |
| Common Services | $9,163,515 | 0.0 |
| Revolving Fund | $21,665,583 | 33.5 |
| 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $63,530,389 | 432.2 |
| FERCCA (P.L. 106-265) - Retirement | $1,152,802 | 7.0 |
| Total for Strategic Goal 3 | $196,481,502 | 1,207.0 |
| Budget Request | Dollars | FTE |
|---|---|---|
| Salaries & Expenses | $21,864,582 | 86.5 |
| Common Services | $163,296 | 1.0 |
| Revolving Fund | $46,085,919 | 51.6 |
| Advances & Reimbursements Annual | $166,734 | 1.0 |
| Total for Strategic Goal 4 | $68,280,531 | 140.1 |
| Budget Request | Dollars | FTE |
|---|---|---|
| Salaries & Expenses | $109,570,736 | 341.4 |
| IT Modernization S&E | $5,316,468 | 6.7 |
| Trust Fund Annual | $68,664,542 | 187.7 |
| Common Services | $70,603,129 | 216.8 |
| Revolving Fund | $242,875,475 | 294.6 |
| Advances & Reimbursements Annual | $7,318,093 | 22.7 |
| Advances & Reimbursements No Year | $5,564,647 | 2.4 |
| 5 U.S.C. § 8958(f)(2)(A) & 5 U.S.C. § 8988(f)(2)(A) - Dental & Vision | $15,006,078 | 19.8 |
| 5 U.S.C. § 9004(f)(B) - Long-Term Care | $1,467,949 | 4.6 |
| 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $5,179,378 | 0.2 |
| FERCCA (P.L. 106-265) - Retirement | $14,000 | 0.0 |
| Total for Strategic Goal 5 | $531,580,494 | 1,096.7 |
| Strategic Goals | Dollars | FTE |
|---|---|---|
| OPM Total | $1,290,514,811 | 3,226.4 |
The following tables are a more granular view of the prior tables. They show the operating resources budgeted to each objective within the goals, and includes financing from:
- Advances and Reimbursements from other agencies for services performed on behalf of those agencies or to finance shared commitments such as the Security, Suitability, and Credentialing Line of Business.
- Resources spent as Common Services, which is an internal fund comprised of contributions from all of OPM’s funding sources to finance the administrative functions of the agency.
FY 2024 Budget Request by Goal and Objective — All Resources
| Strategic Objective Number | Objective | Dollars | FTE |
|---|---|---|---|
| 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 Diversity, Equity, Inclusion, and Accessibility index score by 6 percentage points. | $3,778,314 | 18.8 |
| 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. | $7,230,690 | 27.8 |
| 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. | $283,835,144 | 388.9 |
| 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. | $757,617 | 3.8 |
| Strategic Goal 1 Total | $295,601,765 | 439.2 | |
| Strategic Objective Number | Objective | Dollars | FTE |
|---|---|---|---|
| 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. | $9,672,717 | 50.0 |
| 2.2 | 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. | $1,003,711 | 4.6 |
| 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. | $1,531,541 | 6.9 |
| 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. | $7,334,428 | 7.1 |
| 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. | $175,935,687 | 260.0 |
| 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. | $3,092,435 | 14.9 |
| Strategic Goal 2 Total | $198,570,519 | 343.4 | |
| Strategic Objective Number | Objective | Dollars | FTE |
|---|---|---|---|
| 3.1 | Enhance the Retirement Services 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. | $157,526,476 | 1,153.6 |
| 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. | $31,330,987 | 28.5 |
| 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. | $6,423,661 | 19.8 |
| 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. | $1,200,378 | 5.1 |
| Strategic Goal 3 Total | $196,481,502 | 1,207.0 | |
| Strategic Objective Number | Objective | Dollars | FTE |
|---|---|---|---|
| 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. | $527,492 | 2.6 |
| 4.2 | Increase focus on Government-wide policy work by shifting more low-risk delegations of authorities to agencies. | $2,653,542 | 16.3 |
| 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. | $53,523,704 | 60.3 |
| 4.4 | Improve OPM’s ability to provide strategic human capital management leadership to agencies through expansion of innovation, pilots, and identification of best practices across Government. By FY 2026, provide Federal agencies with 25 best practices. | $7,548,251 | 38.3 |
| 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. | $743,197 | 3.4 |
| 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. | $3,284,345 | 19.2 |
| Strategic Goal 4 Total | $68,280,531 | 140.1 | |
| Strategic Objective Number | Objective | Dollars | FTE |
|---|---|---|---|
| 5.1 | Additional Mission Activities Aligned to Key Functions | $354,840,980 | 718.7 |
| 5.2 | Additional Mission Support Activities | $222,523,514 | 589.6 |
| Strategic Goal 5 Total | $577,364,494 | 1308.3 | |
| Strategic Goal | Dollars | FTE |
|---|---|---|
| OPM Total | $1,336,298,811 | 3,438.0 |
FY 2024 Budget Request by Goal and Organization — All Resources
The following tables show FY 2024 operating resources for each strategic goal by organization. This includes:
- Resources spent as Common Services which is an internal fund comprised of contributions from all of OPM’s funding sources to finance the administrative functions within the agency.
| Organization Name | Goal 1 | Goal 2 | Goal 3 | Goal 4 | Goal 5 | Total |
|---|---|---|---|---|---|---|
| Centrally Funded Items | $0 | $0 | $0 | $0 | $5,845,451 | $5,845,451 |
| Office of the Chief Information Officer | $388,787 | $178,297,006 | $22,664,237 | $772,353 | $36,054,912 | $238,177,295 |
| Congressional, Legislative and Intergovernmental Affairs | $175,668 | $175,668 | $0 | $175,668 | $2,996,559 | $3,523,563 |
| Employee Services | $10,522,506 | $4,000 | $869,231 | $4,249,915 | $42,222,311 | $57,867,963 |
| Equal Employment Opportunity | $0 | $0 | $0 | $0 | $1,229,312 | $1,229,312 |
| Facilities, Security & Emergency Management | $0 | $0 | $0 | $0 | $17,324,949 | $17,324,949 |
| Federal Prevailing Rate Advisory Committee | $0 | $0 | $0 | $0 | $204,375 | $204,375 |
| Healthcare & Insurance | $0 | $0 | $0 | $0 | $78,649,912 | $78,649,912 |
| HR Solutions | $279,375,497 | $0 | $18,091,463 | $9,749,257 | $95,018,725 | $402,234,942 |
| Merit System Accountability & Compliance | $2,540,531 | $0 | $2,292,709 | $6,875,458 | $7,511,611 | $19,220,309 |
| Office of Communications | $177,419 | $70,969 | $35,483 | $0 | $3,146,517 | $3,430,388 |
| Office of Procurement Operations | $0 | $833,508 | $0 | $0 | $7,080,473 | $7,913,981 |
| Office of Small and Disadvantaged Business Utilization | $0 | $0 | $0 | $0 | $525,708 | $525,708 |
| Office of the Chief Financial Officer | $311,917 | $6,561,895 | $0 | $218,231 | $133,086,063 | $140,178,106 |
| Office of the Director | $333,468 | $166,734 | $0 | $166,734 | $7,654,809 | $8,321,745 |
| Rent | $0 | $0 | $0 | $0 | $29,692,374 | $29,692,374 |
| Retirement Services | $0 | $0 | $152,023,990 | $0 | $0 | $152,023,990 |
| Suitability Executive Agent Programs | $75,389 | $116,728 | $0 | $115,773 | $8,228,431 | $8,536,321 |
| Security, Suitability and Credentialing Line of Business (SSCLOB) | $0 | $0 | $0 | $0 | $8,304,329 | $8,304,329 |
| White House Fellows | $0 | $0 | $0 | $0 | $1,184,565 | $1,184,565 |
| OPM Human Resources | $0 | $10,116,623 | $0 | $0 | $5,461,690 | $15,578,313 |
| Office of the General Counsel | $0 | $0 | $0 | $0 | $8,656,606 | $8,656,606 |
| Office of the Inspector General | $0 | $0 | $0 | $0 | $45,784,000 | $45,784,000 |
| Human Capital Data Management and Modernization | $86,601 | $613,406 | $380,469 | $45,737,632 | $21,608,278 | $68,426,386 |
| Office of Diversity, Equity, Inclusion and Accessibility | $1,613,982 | $1,613,982 | $0 | $0 | $3,233,000 | $6,460,964 |
| Office of the Executive Secretariat and Privacy and Information Management | $0 | $0 | $123,920 | $219,510 | $6,659,534 | $7,002,964 |
| OPM Total | $295,601,765 | $198,570,519 | $196,481,502 | $68,280,531 | $577,364,494 | $1,336,298,811 |
Strategic Goal Descriptions
Strategic Goal 1: Position the Federal Government as a model employer, improving the Government-wide satisfaction index score by 4 points
Strategic Goal 2: Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
Strategic Goal 3: Create a human-centered customer experience by putting the needs of OPM’s customers at the center of OPM’s workforce services, policy, and oversight, increasing OPM’s customer satisfaction index score for targeted services to 4.3 out of 5
Strategic Goal 4: Provide innovative and data-driven solutions to enable agencies to meet their missions, increasing the percentage of users throughout Government who agree that OPM offered innovative solutions while providing services or guidance by 4 points
Strategic Goal 5: Additional Mission and Mission Support Activities