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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.
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
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.
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
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.
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
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.
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
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.
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
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.
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
OPM Total
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

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