Strategic Goal 2
Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
Organization | Fund | Dollars | FTE |
---|---|---|---|
HR Solutions | Revolving Fund | $38,286 | 0.1 |
Merit System Accountability & Compliance | Salaries & Expenses | $194,899 | 1.2 |
OPM Human Resources | Salaries & Expenses | $36,644 | 0.0 |
OPM Human Resources | Trust Fund Annual | $657,309 | 4.0 |
OPM Human Resources | Common Services | $8,783,806 | 47.0 |
Strategic Objective 2.1 Total | $9,710,944 | 52.3 |
Organization | Fund | Dollars | FTE |
---|---|---|---|
Workforce Policy and Innovation | Salaries & Expenses | $26,000 | 0.0 |
HR Solutions | Revolving Fund | $12,272 | 0.1 |
Merit System Accountability & Compliance | Salaries & Expenses | $458,469 | 2.9 |
Office of Communications | Salaries & Expenses | $76,926 | 0.3 |
Office of the Chief Financial Officer | Common Services | $126,551 | 0.5 |
Office of the Director | Advances & Reimbursements Annual | $171,064 | 1.0 |
Strategic Objective 1.2 Total | $871,282 | 4.8 |
Organization | Fund | Dollars | FTE |
---|---|---|---|
HR Solutions | Revolving Fund | $499,557 | 2.0 |
Office of Procurement Operations | Salaries & Expenses | $328,101 | 1.4 |
Office of Procurement Operations | Common Services | $342,530 | 1.4 |
Strategic Objective 2.3 Total | $1,170,188 | 4.8 |
Organization | Fund | Dollars | FTE |
---|---|---|---|
Merit System Accountability & Compliance | Salaries & Expenses | $46,866 | 0.2 |
Office of the Chief Financial Officer | Salaries & Expenses | $2,330,146 | 0.0 |
Office of the Chief Financial Officer | Common Services | $7,872,379 | 2.0 |
Strategic Objective 2.4 Total | $10,249,391 | 2.2 |
Organization | Fund | Dollars | FTE |
---|---|---|---|
Office of the Chief Information Officer | Salaries & Expenses | $15,429,849 | 42.0 |
Office of the Chief Information Officer | IT Modernization S&E | $10,710,000 | 0.0 |
Office of the Chief Information Officer | Trust Fund Annual | $27,187,929 | 11.0 |
Office of the Chief Information Officer | Common Services | $46,019,811 | 7.0 |
Office of the Chief Information Officer | Revolving Fund | $99,853,168 | 130.0 |
Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $3,075,000 | 0.0 |
HR Solutions | Revolving Fund | $288,295 | 1.4 |
Strategic Objective 2.5 Total | $202,564,053 | 191.4 |
Organization | Fund | Dollars | FTE |
---|---|---|---|
HR Solutions | Revolving Fund | $57,429 | 0.2 |
Suitability Executive Agent Programs | Revolving Fund | $259,714 | 1.2 |
OPM Human Resources | Salaries & Expenses | $165,000 | 0.0 |
OPM Human Resources | Common Services | $256,130 | 1.0 |
Human Capital Data Management and Modernization | Salaries & Expenses | $24,927 | 0.1 |
Human Capital Data Management and Modernization | Revolving Fund | $153,557 | 0.6 |
Strategic Objective 2.6 Total | $916,757 | 3.0 |
Organization | Dollars | FTE |
---|---|---|
OPM Total | $225,482,615 | 258.4 |
Build the skills of the OPM workforce and attract skilled talent. By 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.
Strategic Objective Owner: Carmen Garcia, HR Director and Chief Human Capital Officer, OPM HR
Deputy Strategic Objective Owner: Tierra Elsey, Chief Learning Officer, OPM HR
Strategies
- Determine existing competency gaps between employees’ current skills and those skills required to achieve workforce planning, recruitment, retention, and talent development goals
- Create and implement targeted cross-functional developmental opportunities that align with talent management (or reskilling and upskilling) needs
- Leverage compensation, flexible work arrangements, and strategic hiring initiatives on an enterprise-level to attract a highly skilled and diverse OPM workforce
- Equip HR professionals with new tools and capabilities to effectively support mission needs through the creation of a dedicated talent team
- Accelerate hiring in areas within OPM necessary to deliver on key objectives within strategic plan
FY 2024 and FY 2025 Next Steps
Key Milestones | Implementing Organization(s) | Target Completion |
---|---|---|
Assess the agency's rotational program and implement changes as needed | OPM HR | FY 2024 |
Develop executive coaching program plan | OPM HR | FY 2024 |
Increase partnerships with other program and support offices to expand recruitment sources and visibility | OPM HR | FY 2024 |
Assess strategic recruitment impact through analysis of hiring or applicant data | OPM HR | FY 2024 |
Assess results of talent planning strategy through review of HR data | OPM HR | FY 2024 |
Assess the agency’s hiring plan | OPM HR | FY 2024 |
Increase data availability to identify and assess use of flexibilities | OPM HR | FY 2024 |
Develop plan to address skills gaps in OPM's mission critical occupations | OPM HR | FY 2024 |
Implement executive coaching program plan | OPM HR | FY 2024 |
Develop revised Individual Development Plan | OPM HR | FY 2024 |
Pilot the revised Individual Development Plan with a subset of the agency | OPM HR | FY 2024 |
Implement Federal Rotational Cyber Workforce Program to develop knowledge and skills of cyber employees | OPM HR, OCIO | FY 2024 |
Develop Executive Candidate Development Program | OPM HR | FY 2025 |
Refine supervisory development framework and training program | OPM HR | FY 2025 |
Develop program for rotational opportunities for early career talent (for example, Presidential Management Fellows) | OPM HR | FY 2025 |
Integrate the Strategic Hiring Committee requirements into staffing plans | OPM HR | FY 2025 |
Implement software and tools to assist in automated hiring and onboarding workflows | OPM HR | FY 2025 |
Execute competency gap assessment plan | OPM HR | FY 2025 |
Execute agency-wide talent development plan | OPM HR | FY 2025 |
Expand revised Individual Development Plan pilot to the entire agency | OPM HR | FY 2025 |
Develop OPM mentoring program plan | OPM HR | FY 2025 |
Execute OPM mentoring program | OPM HR | FY 2025 |
Implement plan to address skills gaps in OPM's mission critical occupations | OPM HR, MSAC | FY 2025 |
Performance Measures
_* No historical results.
Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
---|---|---|---|---|---|---|---|
Percent of respondents who agree that their work unit has the job-relevant knowledge and skills necessary to accomplish organizational goals | 84.80% | 85.80% | 80.90% | 82.30% | 83.64% | 82.42% | 83.17% |
Performance Budget Request by Objective, Organization and Fund – All Resources
Organization | Fund | Dollars | FTE |
---|---|---|---|
HR Solutions | Revolving Fund | $38,286 | 0.1 |
Merit System Accountability & Compliance | Salaries & Expenses | $194,899 | 1.2 |
OPM Human Resources | Salaries & Expenses | $36,644 | 0.0 |
OPM Human Resources | Trust Fund Annual | $657,309 | 4.0 |
OPM Human Resources | Common Services | $8,783,806 | 47.0 |
Strategic Objective 2.1 Total | $9,710,944 | 52.3 |
Improve OPM’s relationships and standing as the human capital management thought leader. By 2026, increase the percent of CHCOs who strongly agree that OPM treats them as a strategic partner by 23 percentage points.
Strategic Objective Owner: Joanne Plasky, Group Manager of Agency Compliance and Evaluation-Central, MSAC
Deputy Strategic Objective Owner: Shelley Thomas, HR Specialist, ES; Meg Kays, Evaluation Officer, OCFO
Strategies
- Re-affirm OPM’s role for the administration of human capital management for all Federal agencies by providing leadership, guidance, and oversight
- Increase engagement with the CHCO Council to improve OPM’s standing as the human capital thought leader across the Federal Government
- Proactively utilize the press to educate and inform the Federal workforce, agencies, stakeholders, and the public of OPM initiatives and policies
FY 2024 and FY 2025 Next Steps
Key Milestones | Implementing Organization(s) | Target Completion |
---|---|---|
Provide OPM legislative updates to CHCO Council | CLIA, CHCOC | FY 2024 |
Develop and pilot an "e-newsletter" to Federal human capital professionals and other stakeholders | WPI, MSAC, OCFO | FY 2024 |
Initiate three or more collaborations with academics to further research, evaluation, and/or policy development | OCFO | FY 2024 |
Identify high-priority conferences that OPM should attend and develop a calendar of these events | OCFO, OD, WPI | FY 2024 |
Release 1-2 priority reports (for example, special studies, research reports, evaluations, and case studies) | MSAC, OCFO, WPI | FY 2024 |
Develop OPM internal guidance for clearance, release, and publication of reports, journal articles, and other external communications | OCFO, OD, WPI, HRS | FY 2024 |
Present at four or more high-priority conferences | WPI, HRS, OCFO, MSAC, OC | FY 2025 |
Lead one or more roundtable discussions, conference meetings, or panel presentations on workforce research and case studies | WPI, MSAC, HRS, OCFO, OC | FY 2025 |
Performance Measures
_* No historical results.
Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
---|---|---|---|---|---|---|---|
Percent of CHCOs indicating that OPM treats them as strategic partners | _* | _* | _* | 93.94% | 90.63% | 95.94% | 96.00% |
Percent of CHCOs who strongly agree that OPM treats them as strategic partners | _* | _* | _* | 27.27% | 37.50% | 39.27% | 46.00% |
Note: CHCOs are defined as the CHCOs and deputy CHCOs of the CHCO Act of 2002 agencies.
Performance Budget Request by Objective, Organization and Fund – All Resources
Organization | Fund | Dollars | FTE |
---|---|---|---|
Workforce Policy and Innovation | Salaries & Expenses | $26,000 | 0.0 |
HR Solutions | Revolving Fund | $12,272 | 0.1 |
Merit System Accountability & Compliance | Salaries & Expenses | $458,469 | 2.9 |
Office of Communications | Salaries & Expenses | $76,926 | 0.3 |
Office of the Chief Financial Officer | Common Services | $126,551 | 0.5 |
Office of the Director | Advances & Reimbursements Annual | $171,064 | 1.0 |
Strategic Objective 1.2 Total | $871,282 | 4.8 |
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.
Strategic Objective Owner: Shreena Lyons Morris, Senior Procurement Executive, OPO
Deputy Strategic Objective Owner: Ed DeHarde, Deputy Associate Director, HI; Indu Garg, Human Capital Category Manager, HRS; James Craft, Senior Advisor, OCIO
Strategies
- Establish a disciplined enterprise acquisition planning process to drive cost efficiencies, reduce risk, and eliminate redundant procurements
- Improve OPM compliance with past performance reporting requirements by providing timely and meaningful feedback on contractor performance
- Improve OPM’s contract spend that is actively managed according to supply chain and category management principles
FY 2024 and FY 2025 Next Steps
Key Milestones | Implementing Organization(s) | Target Completion |
---|---|---|
Execute training and guidance for Contracting Officer's Representatives | OPO, OCIO | FY 2024 |
Draft Strategic Sourcing Guidance for OPM-wide contract vehicles | OPO, OD | FY 2024 |
Reassess Enterprise Acquisition Policy | OPO | FY 2024 |
Refine Technology Business Management principles into Enterprise Acquisition Planning | OPO | FY 2024 |
Develop initial OPM-wide Supply Chain Risk Management Guidance | OPO, OCIO | FY 2024 |
Launch COR Community of Practice | OPO | FY 2024 |
Draft Supply Chain Management Training for CORs and PMs | OCIO | FY 2024 |
Draft Contracting Officers Representatives training and file management capabilities in the Procurement Center | OPO | FY 2024 |
Execute industry engagement activities aligned to acquisition planning | OPO, HRS | FY 2025 |
Develop strategic source vehicle mandate and plan for developing future vehicles to meet agency needs | OPO, HRS | FY 2025 |
Finalize Contracting Officer's Representatives training and file management capabilities in the Procurement Center | OPO, HRS | FY 2025 |
Performance Measures
_* No historical results.
Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
---|---|---|---|---|---|---|---|
Percent of OPM's spend under management (SUM) (Cumulative) | _* | _* | _* | 94.34% | 85.20% | 95.00% | 95.00% |
Percent of contract actions in compliance with Government-wide past performance reporting requirements (Cumulative) | 40.27% | 47.73% | 30.00% | 51.90% | 47.38% | 70.00% | 75.00% |
Note: The percent of spend under management was previously measured as the percent of OMB targets achieved. The historical results are as follows: 256 percent (FY 2019), 96.1 percent (FY 2020), 51.1 percent (FY 2021). The measure definition changed in FY 2022. In FY 2023, OPM revised the FY 2024 and FY 2025 targets for measure 2.3.002, as the targets are no longer set by OMB.
Performance Budget Request by Objective, Organization and Fund – All Resources
Organization | Fund | Dollars | FTE |
---|---|---|---|
HR Solutions | Revolving Fund | $499,557 | 2.0 |
Office of Procurement Operations | Salaries & Expenses | $328,101 | 1.4 |
Office of Procurement Operations | Common Services | $342,530 | 1.4 |
Strategic Objective 2.3 Total | $1,170,188 | 4.8 |
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.
Strategic Objective Owner: Erica Roach, Chief Financial Officer, OCFO
Deputy Strategic Objective Owner: Melissa Ford, Acting Deputy Chief Financial Officer, OCFO; Jane Lee, Senior Advisor to the Director, OD
Strategies
- Implement a process and structure that enhances labor code management and reporting across the agency
- Leverage enhanced reporting and external studies to support future budget justifications
- Provide OPM supervisors and managers with educational materials about the budget formulation process, resource allocation, and execution
- Work with OMB and the Congress to identify alternative funding sources
FY 2024 and FY 2025 Next Steps
Key Milestones | Implementing Organization(s) | Target Completion |
---|---|---|
Develop a business case to establish an OPM Working Capital Fund | OCFO | FY 2024 |
Develop a proposal for a management fee that allows OPM to administer earned benefit programs with mandatory funding as opposed to discretionary funds | OCFO | FY 2024 |
Conduct review of Revolving Fund statute and identify opportunities for assisting OPM programs with expanding reimbursable services | OCFO, OCIO | FY 2024 |
Increase Voluntary Early Retirement Authority and Voluntary Separation Incentive Payment fee collection efforts | OCFO | FY 2024 |
Execute an enterprise-wide communications campaign and create dashboards and reports to strengthen the ability of the agency to monitor resource utilization by OPM strategic objectives | OCFO | FY 2025 |
Execute annual program reviews to better support resource planning efforts | OCFO | FY 2025 |
Performance Measures
_* No historical results.
Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
---|---|---|---|---|---|---|---|
Percent of OPM managers who indicate that they have sufficient resources to get their job done | 54 | _* | _* | _* | 54 | 56 | 57 |
Percent of OPM staff who indicate that they have sufficient resources to get their job done | 62 | _* | _* | _* | 63 | 65 | 66 |
Notes: FY 2020 - FY 2022 results for these measures are unavailable because the corresponding survey item was not included in the FY 2020 - FY 2022 OPM FEVS.
Performance Budget Request by Objective, Organization and Fund – All Resources
Organization | Fund | Dollars | FTE |
---|---|---|---|
Merit System Accountability & Compliance | Salaries & Expenses | $46,866 | 0.2 |
Office of the Chief Financial Officer | Salaries & Expenses | $2,330,146 | 0.0 |
Office of the Chief Financial Officer | Common Services | $7,872,379 | 2.0 |
Strategic Objective 2.4 Total | $10,249,391 | 2.2 |
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.
Strategic Objective Owner: Guy Cavallo, Chief Information Officer, OCIO
Deputy Strategic Objective Owner: Shreena Lyons Morris, Senior Procurement Executive, OPO; Joe Powers, Associate Chief Information Officer, Enterprise Infrastructure Systems, OCIO; James Saunders, Chief Information Security Officer, OCIO; Larry Allen, Associate Chief Information Officer, OCIO
Strategies
- Complete transition of ongoing IT operational support to Defense Counterintelligence Security Agency (DCSA)
- Analyze OPM’s spending patterns, through the effective implementation of OMB’s mandated Technology Business Management, to leverage its purchasing power through development and execution of strategic sourcing procurement vehicles and policies
- Improve IT governance processes to better align with modernization strategy and governmental best practices
- Conduct discovery sessions with programs to build a mutual understanding of current systems’ capabilities and program offices’ needs
- Evaluate IT systems for risk, consolidation, and modernization potential, developing an enterprise roadmap, and modernization timeline
- Upskill the workforce through cloud training and activities
- Improve agile software development and operations through adoption of best practices and tools
- Expand and leverage cloud services to enhance employee productivity and cybersecurity protections
FY 2024 and FY 2025 Next Steps
Key Milestones | Implementing Organization(s) | Target Completion |
---|---|---|
Enhance and modernize OPM’s IT security strategy and posture and educate stakeholders about their cybersecurity responsibilities | OCIO | FY 2024 |
Establish a governance structure and tools to provide feedback and transparency for IT spend in the agency | OCIO | FY 2024 |
Deploy capability and solutions using agile techniques and incremental development to reduce the time to deliver solutions | OCIO | FY 2024 |
Transition legacy IT systems and applications including mainframe applications to cloud technology and services | OCIO | FY 2024 |
Prepare and train OCIO and OPM users/stakeholders on modernized/digitalized/cloud technology and tools | OCIO | FY 2024 |
Conduct capability/technology discovery sessions and analyze technical alternatives with stakeholders and program offices | OCIO | FY 2024 |
Create user experience journey maps with stakeholders and program offices | OCIO | FY 2024 |
Review the engineering, security, privacy, and architecture for High Value Assets | OCIO, OESPIM | FY 2024 |
Develop Information Technology Strategic Sourcing or enterprise-wide contract vehicles and policies to reduce unmanaged agency spend and to maximize adoption | OCIO | FY 2024 |
Establish enterprise standards for technology purchases with consideration of the risk to supply chain, cybersecurity threats, and cost reduction | OCIO | FY 2024 |
Implement standards and practices to reduce the number of open IT audit findings and recommendations by at least 25 findings | OCIO | FY 2024 |
Transition legacy IT systems and applications, including mainframe applications, to cloud technology and services | OCIO, HRS | FY 2025 |
Complete the transfer of DCSA functions, including network and cybersecurity services | OCIO | FY 2025 |
Deploy the U.S. Postal Service Health Benefits System (including eligibility, enrollment, and decision support functionalities) | OCIO | FY 2025 |
Expand the use of chatbots and knowledge base capability to RS and other program offices to extend customer engagement | OCIO, HRS | FY 2025 |
Streamline OCIO technology review process by implementing a case management solution to track acquisitions and to produce the necessary approval document once cleared | OCIO | FY 2025 |
Performance Measures
_* No historical results.
Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
---|---|---|---|---|---|---|---|
Percent of software projects implementing adequate incremental development | 100% | 96.43% | 85.17% | 85.71% | 100% | 94% | 95% |
Score for utilization of the working capital fund to support IT modernization and security | 2.00 | 2.00 | 2.00 | 3.00 | 4.00 | 2.87 | 4.00 |
Performance Budget Request by Objective, Organization and Fund – All Resources
Organization | Fund | Dollars | FTE |
---|---|---|---|
Office of the Chief Information Officer | Salaries & Expenses | $15,429,849 | 42.0 |
Office of the Chief Information Officer | IT Modernization S&E | $10,710,000 | 0.0 |
Office of the Chief Information Officer | Trust Fund Annual | $27,187,929 | 11.0 |
Office of the Chief Information Officer | Common Services | $46,019,811 | 7.0 |
Office of the Chief Information Officer | Revolving Fund | $99,853,168 | 130.0 |
Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $3,075,000 | 0.0 |
HR Solutions | Revolving Fund | $288,295 | 1.4 |
Strategic Objective 2.5 Total | $202,564,053 | 191.4 |
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.
Strategic Objective Owner: Katie Malague, Chief Management Officer, OD
Deputy Strategic Objective Owner: Carmen Garcia, HR Director and Chief Human Capital Officer; Lisa Loss, Associate Director, SuitEA
- Increase leadership awareness of corporate citizenship and an enterprise-wide mindset and drive positive employee engagement
- Develop a set of guiding principles for an enterprise-wide leadership mindset
- Increase communication to employees focusing on the strategic goals and objectives
- Strengthen customer engagement with OPM system users and stakeholders during design, requirements, and testing phases to improve system quality and adoption
- Strengthen Diversity Equity Inclusion and Accessibility (DEIA) within OPM, addressing all aspects of the employee lifecycle
FY 2024 and FY 2025 Next Steps
Key Milestones | Implementing Organization(s) | Target Completion |
---|---|---|
Refine enterprise-mindset success measures and develop a knowledge bank of enterprise-mindset leading practices | OD | FY 2024 |
Add elements of the strategic plan to recruitment or retention communications | OPM HR | FY 2024 |
Assess state of DEIA through data analysis | OPM HR, SuitEA, ODEIA | FY 2024 |
Transition existing customer experience efforts to a more formalized structure | OD | FY 2024 |
Execute the Employee Engagement action plan at the leadership level | OD, OPM HR | FY 2024 |
Establish dedicated DEIA (and other employee support) offices within OPM | OD | FY 2024 |
Build enterprise mindset principles into Executive and Supervisor training and development materials | OPM HR | FY 2024 |
Add elements to the strategic plan to recruitment or retention communications | OPM HR | FY 2024 |
Tie strategic objectives to critical elements in USA Performance | OPM HR | FY 2025 |
Assess changes in agency-wide employee engagement plan and program/office level measures and determine if additional changes are needed to those plans | OD, OPM HR, HCDMM, SuitEA | FY 2025 |
Performance Measures
_* No historical results.
Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
---|---|---|---|---|---|---|---|
OPM Leaders Lead score | 61 | 64 | 69 | 68 | 72 | 70 | 71 |
Performance Budget Request by Objective, Organization and Fund – All Resources
Organization | Fund | Dollars | FTE |
---|---|---|---|
HR Solutions | Revolving Fund | $57,429 | 0.2 |
Suitability Executive Agent Programs | Revolving Fund | $259,714 | 1.2 |
OPM Human Resources | Salaries & Expenses | $165,000 | 0.0 |
OPM Human Resources | Common Services | $256,130 | 1.0 |
Human Capital Data Management and Modernization | Salaries & Expenses | $24,927 | 0.1 |
Human Capital Data Management and Modernization | Revolving Fund | $153,557 | 0.6 |
Strategic Objective 2.6 Total | $916,757 | 3.0 |