Strategic Goal 4
Provide innovative and data-driven solutions to enable agencies to meet their missions.
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| HR Solutions | Revolving Fund | $527,492 | 2.6 |
| Strategic Objective 4.1 Total | $527,492 | 2.6 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Congressional, Legislative and Intergovernmental Affairs | Salaries & Expenses | $175,668 | 0.8 |
| Employee Services | Salaries & Expenses | $69,393 | 0.3 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,292,708 | 14.8 |
| Suitability Executive Agent Programs | Revolving Fund | $115,773 | 0.5 |
| Strategic Objective 4.2 Total | $2,653,542 | 16.3 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Revolving Fund | $772,353 | 0.0 |
| Employee Services | Salaries & Expenses | $69,393 | 0.3 |
| HR Solutions | Revolving Fund | $5,720,582 | 12.3 |
| Office of the Executive Secretariat and Privacy and Information Management | Common Services | $106,619 | 0.5 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $10,196,940 | 18.9 |
| Human Capital Data Management and Modernization | Revolving Fund | $35,133,225 | 20.6 |
| Strategic Objective 4.3 Total | $53,523,704 | 60.3 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $1,791,417 | 9.0 |
| HR Solutions | Revolving Fund | $3,407,4492 | 14.0 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,292,708 | 14.8 |
| Office of the Chief Financial Officer | Common Services | $56,677 | 0.5 |
| Strategic Objective 4.4 Total | $7,548,251 | 38.3 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $431,525 | 1.8 |
| Office of the Executive Secretariat and Privacy and Information Management | Salaries & Expenses | $112,891 | 0.5 |
| Office of the Chief Financial Officer | Salaries & Expenses | $161,554 | 1.0 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $37,227 | 0.2 |
| Strategic Objective 4.5 Total | $743,197 | 3.4 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $363,595 | 1.5 |
| HR Solutions | Revolving Fund | $93,734 | 0.4 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,290,042 | 14.8 |
| Office of the Director | Advances & Reimbursements Annual | $166,734 | 1.0 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $54,929 | 0.3 |
| Human Capital Data Management and Modernization | Revolving Fund | $315,311 | 1.3 |
| Strategic Objective 4.6 Total | $3,284,345 | 19.2 | |
| Organization | Dollars | FTE |
|---|---|---|
| OPM Total | $68,280,531 | 140.1 |
Foster a culture of creativity and innovation within OPM. By FY 2026, increase the percentage of employees who agree that creativity and innovation are valued by 4 points.
Strategic Objective Owner: Tiffany Worthy, Senior Advisor to the Director, OD
Deputy Strategic Objective Owner: John Gill, Deputy Director, HRS; Arianne Miller, Managing Director, the Lab, HRS
Strategies
- Build leader mindsets, skills, and behaviors that foster innovation in offices, including senior leaders’ abilities to model professional vulnerability, risks, failures, and lessons learned
- Design forums that encourage cross-organizational communication and collaboration where OPM employees can interact with others and learn from creative leaders
- Reward or recognize employees and teams for innovation and creativity in a manner that celebrates attempts and positive outcomes
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Roll out project postmortems to the workforce | OD | FY 2023 |
| Plan and execute forums/workshops | HRS | FY 2023 |
| Debrief lessons learned from forums | OD | FY 2023 |
| Implement recognition structures and processes | OD | FY 2023 |
| Apply and re-program existing learning products and mechanisms | HRS | FY 2023 |
| Host second training session on innovation at a senior leadership retreat or convening | OD | FY 2023 |
| Design employee and team rewards/recognition types within OPM’s existing award structures and recognition processes | OD | FY 2023 |
| Socialize recognition structures and process with senior leaders | OD | FY 2023 |
| Pilot learning communities | HRS | FY 2023 |
| Host second training session on innovation/transformation to senior leaders | OD | FY 2024 |
| Implement learning communities and/or cross-organizational forums | HRS, OD | FY 2024 |
| Assess recognition structures | OD | FY 2024 |
| Introduce the OPM Innovation in Service Delivery Program | HRS | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Percent of OPM leaders trained in innovation techniques (Cumulative) | _* | _* | _* | _* | 6.74% | 31.74% | 56.74% |
| OPM Innovation score | _* | _* | _* | _* | 67.22 | 70.22 | 73.22 |
Performance Budget Request by Objective, Organization and Fund – All Resources
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
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| HR Solutions | Revolving Fund | $527,492 | 2.6 |
| Strategic Objective 4.1 Total | $527,492 | 2.6 | |
Increase focus on Government-wide policy work by shifting more low-risk delegations of authorities to agencies.
Strategic Objective Owner: Mark Lambert, Associate Director, MSAC
Deputy Strategic Objective Owner: Lisa Loss, Director, SuitEA; Alethea Predeoux, Chief of Staff to the Director, OD; Allison Kidd-Miller, Deputy General Counsel, OGC
Strategies
- Identify maximum number of low-risk transactional activities for which OPM is responsible that are appropriate for delegation to agencies, and delegate those that can be done administratively
- Collaborate with OMB and Congress to enact legislation to authorize OPM to delegate to agencies low-risk transactions that Congress authorized only OPM to carry out and OPM identified as appropriate for agencies to do
- Provide agencies guidance and optimal training to use in exercising delegations
- Evaluate agency use and compliance with laws, regulations, policies/procedures, and merit system principles
FY 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Delegate selected authorities via updated Delegated Examining Agreements or other memorandum of understanding | ES, MSAC, SuitEA, OGC | FY 2023 |
| Align delegated activities to USAStaffing | HRS, ES, MSAC | FY 2023 |
| Obtain OPM clearance of proposed legislation | ES, MSAC, SuitEA, CLIA, OGC | FY 2023 |
| Submit draft legislation to OMB for interagency review and comment | ES, MSAC, SuitEA, CLIA, OGC | FY 2023 |
| Submit draft legislation to Congress for review, to sponsor, and enact | ES, MSAC, SuitEA, CLIA, OGC | FY 2023 |
| Draft proposed legislation to authorize OPM to delegate to agencies low-risk transactions* | ES, MSAC, SuitEA, CLIA | FY 2023 |
| Conduct virtual or in-person “road shows” related to new delegations | ES, MSAC, SuitEA | FY 2024 |
| Develop and deliver a webinar and Federal HR Institute training for agencies | ES, MSAC, SuitEA | FY 2024 |
| Obtain OPM clearance of additional proposed legislation | ES, MSAC, SuitEA | FY 2024 |
| Submit additional draft legislation to OMB for interagency review and comment | ES, MSAC, SuitEA | FY 2024 |
| Submit additional draft legislation to the Congress for review, sponsor, and enact | ES, MSAC, SuitEA, CLIA | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Percent of low-risk delegations with errors identified through OPM or agency led evaluations | _* | _* | _* | _* | _* | Establish Baseline | Establish Baseline |
| Percent of CHCOs who agree that OPM provides appropriate delegations to agencies | _* | _* | _* | _* | 48.48% | 51.50% | 54.50% |
| Percent of low-risk delegations granted to agencies | _* | _* | _* | _* | _* | Establish Baseline | Establish Baseline + 3 percentage points |
Note: For the measure Percent of low-risk delegations with errors identified through OPM or agency led evaluations, this measure is based on whatever transactional work is ultimately delegated to agencies and cannot be calculated until FY 2025. The FY 2023 and FY 2024 Targets were changed to Establish Baseline.
Performance Budget Request by Objective, Organization and Fund – All Resources
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
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Congressional, Legislative and Intergovernmental Affairs | Salaries & Expenses | $175,668 | 0.8 |
| Employee Services | Salaries & Expenses | $69,393 | 0.3 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,292,708 | 14.8 |
| Suitability Executive Agent Programs | Revolving Fund | $115,773 | 0.5 |
| Strategic Objective 4.2 Total | $2,653,542 | 16.3 | |
Expand the quality and use of OPM’s Federal human capital data. By 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.
Strategic Objective Owner: Theodore Kaouk, Chief Data Officer, HCDMM
Deputy Strategic Objective Owner: Kellie Cosgrove-Riley, Executive Director, OESPIM; Craig Gagel, Supervisory Program Analyst, HCDMM; Anoop Mohan, Supervisory Data Management Specialist, HCDMM; Charles Ezell, Supervisory IT Specialist, OCIO
Strategies
- Develop and advance an OPM enterprise data strategy using the Federal Data Strategy framework
- Advance data quality, timeliness, and accessibility of key data assets to internal and external customers
- Upgrade user interfaces, two-way data integration, and other capabilities of priority systems
- Expand accessibility of HR analytics via reports, tools and services that support critical external customer decision making for talent needs
- Build and expand OPM’s capacity to use advanced analytical tools and methods like Artificial Intelligence and Machine Learning in support of customer goals
- Improve OPM-wide data governance, including data privacy considerations, across all critical data efforts
- Develop the Human Capital Federal Information Business Framework and Human Capital Information Model to provide standardized human capital lifecycle functional, operational, and data components to the extent possible
FY 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Modernize eOPF platform to deliver better customer interface and enable more efficient processing at key “moments that matter” | HCDMM, ES | FY 2023 |
| Digitize and streamline navigation for the Guide to Processing Personnel Actions for HR community | HCDMM, ES | FY 2023 |
| Pilot a machine learning model related to the Federal hiring process | HRS | FY 2023 |
| Finalize policies to govern internal and external data use that addresses access, use, privacy and security and ethical approaches for Artificial Intelligence | OESPIM, HCDMM | FY 2023 |
| Complete Privacy Threshold Analysis, and as appropriate, Privacy Impact Assessments for the tools and systems developed or updated, such as the Application Program Interface feeds from EHRI, dashboards, machine learning models and pilots, and data science cloud environment | OESPIM, HCDMM, HRS | FY 2023 |
| Publish Human Capital Information Model (including registry, domain values, and forms mapping) covering agency-specific functionality per the Human Capital Business Reference Model | HCDMM | FY 2023 |
| Implement the strategy to promote and educate agencies on the use of demonstration projects through webinars and stakeholder events | ES | FY 2023 |
| Stand up a marketplace of human capital management data analytic / data visualization services and apps, based on ongoing data analytic platform and dashboard work | HCDMM | FY 2023 |
| Build an inventory of agency human capital management systems and agency HR IT modernization roadmaps | HCDMM | FY 2023 |
| Publish the FY 2023-2026 OPM Data Strategy | HCDMM | FY 2023 |
| Develop and launch a Federal HR Analytics Community of Practice | HCDMM | FY 2023 |
| Publish a roadmap and FY 2023-2024 implementation plan for OPM’s enterprise analytics platform | HCDMM | FY 2023 |
| Build Application Programming Interface data gateway to provide agencies with easier, more rapid access to data* | HCDMM, OCIO, OC | FY 2023 |
| Develop and make available to agencies a comprehensive HR dynamic dashboard covering applicant, workforce, and survey-based data* | HCDMM, OCIO | FY 2023 |
| Complete development of cloud-based data science environment at OPM* | OCIO | FY 2023 |
| Publish new, high-value data sets to the Application Programming Interface data gateway | HCDMM, ES, HRS, OESPIM | FY 2024 |
| Implement EHRI payroll data quality improvements | HCDMM, ES, HRS, OESPIM | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Percent of CHCOs who agree that OPM provides agencies with high quality workforce data and information for decision-making | _* | _* | _* | _* | 54.55% | 59.55% | 65.00% |
| Average quarterly number of users of OPM’s publicly available human capital data sets/files | _* | _* | _* | _* | 126.75 | 133.09 | 139.43 |
| Average quarterly number of users of OPM’s human capital dashboards | _* | _* | _* | _* | 67.67 | 71.05 | 74.44 |
Notes:
- CHCOs are defined as the CHCOs and deputy CHCOs of the CHCO Act of 2002 agencies.
- For measure 4.3.003, the reported result for FY 2022 is the quarterly average for quarters one, three, and four. Data is not available for the second quarter of FY 2022.
Performance Budget Request by Objective, Organization and Fund – All Resources
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
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Revolving Fund | $772,353 | 0.0 |
| Employee Services | Salaries & Expenses | $69,393 | 0.3 |
| HR Solutions | Revolving Fund | $5,720,582 | 12.3 |
| Office of the Executive Secretariat and Privacy and Information Management | Common Services | $106,619 | 0.5 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $10,196,940 | 18.9 |
| Human Capital Data Management and Modernization | Revolving Fund | $35,133,225 | 20.6 |
| Strategic Objective 4.3 Total | $53,523,704 | 60.3 | |
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.
Strategic Objective Owner: Sara Saphos, Senior Program Analyst, ES
Deputy Strategic Objective Owner: Arianne Miller, Managing Director, the Lab, HRS; Joanne Plasky, Manager, MSAC
Strategies
- Identify key human capital strategies through research and successful practices that support improvements across the human capital management lifecycle, which may include creating or amending policy and developing or amending guidance
- Improve the visibility and highlight the value of research programs and demonstration projects to boost Federal agencies’ awareness of these options
- Identify best practices across Government and create a repository of best practices for agencies to access on a designated portal
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Populate a portal with agency best practices and highlight through webinars and stakeholder events | ES | FY 2023 |
| Stand up a practice to assist agencies with HR IT modernization planning and build an HR IT modernization playbook, in partnership with GSA Centers of Excellence | HCDMM | FY 2023 |
| Execute joint business case agreements with Federal Shared Service Providers to stand up and operationalize the HR Quality Services Management Office Marketplace | HCDMM | FY 2023 |
| Hold virtual events, including design activities to identify promising research and rethink Federal human capital management policies and processes | ES, HRS, MSAC, CHCOC, HCDMM | FY 2023 |
| Conduct user research by working alongside a selection of programs as they seek to operationalize guidance to understand and address barriers (real and perceived), communication gaps, and sources of friction | ES, HRS, MSAC, CHCOC, HCDMM | FY 2023 |
| Issue a report on leading practices identified from agency human capital reviews | ES, MSAC, HRS | FY 2024 |
| Expand the use of the leading practices portal to include additional human capital management areas | ES, MSAC, HRS | FY 2024 |
| Conduct a series of events to share leading practices with agencies | ES, MSAC, HRS | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Number of leading practices shared with Federal agencies | _* | _* | _* | _* | 9 | 5 | 5 |
Performance Budget Request by Objective, Organization and Fund – All Resources
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
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $1,791,417 | 9.0 |
| HR Solutions | Revolving Fund | $3,407,4492 | 14.0 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,292,708 | 14.8 |
| Office of the Chief Financial Officer | Common Services | $56,677 | 0.5 |
| Strategic Objective 4.4 Total | $7,548,251 | 38.3 | |
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.
Strategic Objective Owner: Holly Whelan, Senior Advisor, Office of the Deputy Director
Deputy Strategic Objective Owner: Margot Conrad, Senior Advisor to the Director & Executive Director, CHCOC; Robert Shriver, Deputy Director, OD; Allison Kidd-Miller, Deputy General Counsel, OGC
Strategies
- Engage agency partners and stakeholders to collect input for the development of policies in human capital areas
- Develop processes to streamline internal OPM clearance
- Expand the agency’s overall competencies in regulatory development and analysis
- Empower a team led by a senior official(s) to track and coordinate policy development across OPM
- Systematize OPM’s ability to collect input from stakeholders and use evidence to inform and evaluate policy prioritization, development, and implementation
- Build higher level relationships between OPM leadership and leadership of other agencies and the White House to understand core talent priorities and concerns
- Strengthen OPM’s capacity to increase awareness and understanding of OPM policies and programs among key stakeholders and customers
FY 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Streamline or update OPM program delegations | OD | FY 2023 |
| Survey program leadership and document clearance drivers to identify priority skills and supports needed to effectively serve as drivers | OESPIM | FY 2023 |
| Develop additional resources and tools for document clearance drivers informed by input | OESPIM, OD | FY 2023 |
| Hire additional staff to expand regulatory capabilities | OES, OESPIM | FY 2023 |
| Pilot regulatory training and resources program across key OPM audiences | OD, ES, OGC | FY 2023 |
| Develop processes to better leverage evidence to inform policy development, measure outcomes or impact of OPM policy, and share impact with impacted stakeholders; conduct evaluations of priority policies | ES, HCDMM, OCFO | FY 2023 |
| Conduct preliminary analyses to evaluate the effect of the Federal Employee Paid Leave Act on Federal employees’ use of leave, retention, career advancement, and performance | ES, HCDMM, OCFO | FY 2023 |
| Align document management system reporting with new processes to determine baseline and create targets for timeliness of priority policy development* | OESPIM | FY 2023 |
| Modify clearance process to identify necessary information for OC to inform release of policy processes* | OC | FY 2023 |
| Develop checklist to help program offices identify opportunities to reach impacted stakeholders with their policy guidance* | OC | FY 2023 |
| Develop internal Customer Relationship Management capabilities to fully track requests that are received and develop of responses and new/updated policy | ES | FY 2024 |
| Develop a "boot camp" for program offices to improve skills on handling clearances and standardizing proficiencies across the offices | OESPIM | FY 2024 |
| Improve visibility into Document Approval System Hub data and use it to inform decision making and support process improvements | OESPIM, HCDMM | FY 2024 |
| Evaluate the success of policy coordination efforts and scale leading practices across the full set of OPM’s policy making offices | OD | FY 2024 |
| Embed regulatory training into the onboarding and upskilling opportunities for key staff that work with regulations– including those working directly with regulations and those who need increased understanding of high-level regulatory concepts | OESPIM | FY 2024 |
| Evaluate success of pilot training on the regulatory competencies that exist within OPM organizations and determine whether additional strategies or trainings are needed | OESPIM | FY 2024 |
| Scale regulatory training to key OPM audiences across the agency and address staffing needs | OESPIM | FY 2024 |
| Expand participation in agency policy coordination efforts to promote cross organizational awareness | OD, ES | FY 2024 |
| Hold monthly CHCO Council Personnel Policy Office Hours to gather input from CHCOs and other HR experts on future human capital policies | CHCOC | FY 2024 |
| Design and conduct evaluations for 1-2 priority workforce policies, and pilot the process of using research to develop new workforce policies for one new policy | OCFO | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Percent of priority policy guidance issued by the deadline | _* | _* | _* | _*^ | 38.46% | 43.46% | 48.46% |
| Percent of CHCOs who agree that OPM’s policy approach is responsive to agency needs | _* | _* | _* | _* | 54.55% | 59.55% | 64.55% |
Performance Budget Request by Objective, Organization and Fund – All Resources
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
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $431,525 | 1.8 |
| Office of the Executive Secretariat and Privacy and Information Management | Salaries & Expenses | $112,891 | 0.5 |
| Office of the Chief Financial Officer | Salaries & Expenses | $161,554 | 1.0 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $37,227 | 0.2 |
| Strategic Objective 4.5 Total | $743,197 | 3.4 | |
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.
Strategic Objective Owner: Ella Holman, Program Manager, Chief Human Capital Officers Council, OD
Deputy Strategic Objective Owner: Timothy Heath, Accountability Program Manager, MSAC; April Davis, Manager, ES; Laura Knowles, Manager, HRS
Strategies
- Review Federal human capital regulations and guidance usage by agencies to identify high level strategic changes to streamline and simplify human capital management
- Determine what current regulations or guidance needs to be modified to be effective in reducing the burden on agencies, while upholding merit system principles
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Determine the feasibility of eliminating or revising those regulations, guidance, or policy | OPM HR, HRS, ES, MSAC, HCDMM, CHCOC | FY 2023 |
| Implement recommendations, including demonstrations of select changes to test the process and generate more detailed operational guidance | OPM HR, HRS, ES, MSAC, HCDMM, CHCOC | FY 2023 |
| Streamline and implement improvements to reduce burden and support innovation in response to agency and stakeholder feedback | ES, MSAC, HRS, HCDMM | FY 2024 |
| Hold webinars to communicate and collect feedback on strategy, policy, tools and guidance with agencies | ES, MSAC, HRS | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Percent of CHCOs who agree that the human capital management system changes resulted in less administrative burden to agencies | _* | _* | _* | _* | _* | Establish Baseline | 29.00% |
Notes:
- CHCOs are defined as the CHCOs and deputy CHCOs of the CHCO Act of 2002 agencies.
- The FY 2023 Target changed from Establish Baseline + 5 Percentage Points to Establish Baseline. OPM will establish a baseline for this measure via a FY 2023 CHCO Survey.
Performance Budget Request by Objective, Organization and Fund – All Resources
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
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $363,595 | 1.5 |
| HR Solutions | Revolving Fund | $93,734 | 0.4 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,290,042 | 14.8 |
| Office of the Director | Advances & Reimbursements Annual | $166,734 | 1.0 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $54,929 | 0.3 |
| Human Capital Data Management and Modernization | Revolving Fund | $315,311 | 1.3 |
| Strategic Objective 4.6 Total | $3,284,345 | 19.2 | |
Footnote
Delayed milestone carried over from a previous fiscal year
Footnote
In FY 2019, only Q3 and Q4 data was available.