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
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| HR Solutions | Revolving Fund | $1,000,450 | 3.7 |
| Strategic Objective 4.1 Total | $1,000,450 | 3.7 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Congressional, Legislative and Intergovernmental Affairs | Salaries & Expenses | $242,437 | 1.0 |
| Workforce Policy and Innovation | Salaries & Expenses | $71,225 | 0.3 |
| Merit System Accountability & Compliance | Salaries & Expenses | $1,496,373 | 9.3 |
| Merit System Accountability & Compliance | Trust Fund Annual | $28,026 | 0.2 |
| Merit System Accountability & Compliance | Advances & Reimbursements No Year | $59,973 | 0.4 |
| Suitability Executive Agent Programs | Revolving Fund | $211,868 | 0.9 |
| Strategic Objective 4.2 Total | $2,109,902 | 12.1 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $1,280,018 | 6.0 |
| HR Solutions | Revolving Fund | $2,341,035 | 6.1 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $8,890,319 | 21.7 |
| Human Capital Data Management and Modernization | Revolving Fund | $28,753,566 | 23.6 |
| Strategic Objective 4.3 Total | $41,264,938 | 57.4 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $1,059,722 | 4.5 |
| HR Solutions | Revolving Fund | $3,866,135 | 18.6 |
| Merit System Accountability & Compliance | Salaries & Expenses | $849,193 | 4.9 |
| Merit System Accountability & Compliance | Trust Fund Annual | $28,026 | 0.2 |
| Merit System Accountability & Compliance | Advances & Reimbursements No Year | $59,973 | 0.4 |
| Office of the Chief Financial Officer | Common Services | $82,770 | 0.5 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $263,730 | 1.0 |
| Strategic Objective 4.4 Total | $6,209,549 | 30.1 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $313,491 | 1.3 |
| Office of the Executive Secretariat and Privacy and Information Management | Salaries & Expenses | $385,378 | 1.8 |
| Office of the Chief Financial Officer | Common Services | $152,374 | 1.0 |
| Strategic Objective 4.5 Total | $851,243 | 4.0 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $483,187 | 2.0 |
| Merit System Accountability & Compliance | Salaries & Expenses | $825,415 | 4.9 |
| Merit System Accountability & Compliance | Trust Fund Annual | $28,026 | 0.2 |
| Merit System Accountability & Compliance | Advances & Reimbursements No Year | $59,973 | 0.4 |
| Office of the Director | Advances & Reimbursements Annual | $171,064 | 1.0 |
| Strategic Objective 4.6 Total | $1,567,665 | 8.5 | |
| Organization | Dollars | FTE |
|---|---|---|
| OPM Total | $53,003,747 | 115.6 |
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, Executive Director, HCDMM; Arianne Miller, Managing Director, the Lab, HR
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 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 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 in consultation with the Principal Deputy Associate Directors | OD | FY 2024 |
| Introduce the OPM Innovation in Service Delivery Program | HRS | FY 2024 |
| Offer content and resources related to innovation, human-centered design, service design, and other similar topics for usage in OPM's centrally managed learning programs and resources for OPM leaders, managers, supervisors, and staff | OD, CHCOC, MSAC | FY 2025 |
| Pilot an OPM learning community focused on innovation | OD | FY 2025 |
| Build evidence and lessons-learned from the Innovation in Service Delivery Design Program | 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 |
|---|---|---|---|---|---|---|---|
| OPM Innovation score | _* | _* | _* | 67.22 | 71.37 | 70.22 | 76.22 |
| Percent of OPM leaders trained in innovation techniques (Cumulative) | _* | _* | _* | 6.67% | 21.66% | 10.43% | 14.63% |
Notes: OPM corrected the FY 2022 result for the measure “Percent of OPM leaders trained in innovation techniques” from 6.74 percent to 6.67 percent in May 2023.
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| HR Solutions | Revolving Fund | $1,000,450 | 3.7 |
| Strategic Objective 4.1 Total | $1,000,450 | 3.7 | |
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, Associate Director, SuitEA; 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 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Conduct virtual or in-person “road shows” related to new delegations | WPI, MSAC, SuitEA | FY 2024 |
| Develop and deliver a webinar and Federal HR Institute training for agencies* | WPI, MSAC, SuitEA | FY 2024 |
| Obtain OPM clearance of additional proposed legislation | WPI, MSAC, SuitEA | FY 2024 |
| Submit additional draft legislation to OMB for interagency review and comment | WPI, MSAC, SuitEA | FY 2024 |
| Submit additional draft legislation to the Congress for review, sponsor, and enact* | WPI, MSAC, SuitEA, CLIA | FY 2024 |
| Develop and deliver a webinar and Federal HR Institute training for agencies on delegated authorities | WPI, MSAC, SuitEA, CLIA, CHCOC | FY 2025 |
| Obtain OPM clearance of additional proposed legislation | WPI, MSAC, SuitEA, | FY 2025 |
| Submit additional draft legislation to OMB for interagency review and comment | WPI, MSAC, SuitEA, CLIA | FY 2025 |
| Submit draft legislation to Congress for review, to sponsor, and enact | WPI, MSAC, SuitEA, CLIA | FY 2025 |
| Conduct information sessions related to new delegations | WPI, MSAC, SuitEA, CLIA, CHCOC | 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 low-risk delegations with errors identified through OPM or agency led evaluations | _* | _* | _* | _* | _* | Establish Baseline | Establish Baseline + 3 percentage points |
| Percent of CHCOs who agree that OPM provides appropriate delegations to agencies | _* | _* | _* | 48.48% | 46.88% | 49.00% | 51.50% |
| Percent of low-risk delegations granted to agencies | _* | _* | _* | 10.00% | 20.00% | 30.00% | 40.00% |
Note: OPM revised the FY 2024 target for the measure “Percent of CHCOs who agree that OPM provides appropriate delegations to agencies” in June 2023.
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Congressional, Legislative and Intergovernmental Affairs | Salaries & Expenses | $242,437 | 1.0 |
| Workforce Policy and Innovation | Salaries & Expenses | $71,225 | 0.3 |
| Merit System Accountability & Compliance | Salaries & Expenses | $1,496,373 | 9.3 |
| Merit System Accountability & Compliance | Trust Fund Annual | $28,026 | 0.2 |
| Merit System Accountability & Compliance | Advances & Reimbursements No Year | $59,973 | 0.4 |
| Suitability Executive Agent Programs | Revolving Fund | $211,868 | 0.9 |
| Strategic Objective 4.2 Total | $2,109,902 | 12.1 | |
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: Craig Gagel, Supervisory Program Analyst, HCDMM
Deputy Strategic Objective Owner: Cynthia Clinton-Brown, Deputy Chief Data Officer, HCDMM
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 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Publish new, high-value data sets to the Application Programming Interface data gateway | HCDMM, WPI, HRS, OESPIM | FY 2024 |
| Modernize eOPF platform to deliver better customer interface and enable more efficient processing at key “moments that matter”* | HCDMM, WPI | FY 2024 |
| Pilot a machine learning model related to the Federal hiring process* | HRS | FY 2024 |
| 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 2024 |
| Complete development of cloud-based data science environment at OPM* | OCIO | FY 2024 |
| Establish a plan for EHRI payroll data quality improvements | HCDMM, WPI, OEPSIM | FY 2024 |
| Update Federal Executive Core Qualification framework to include data fluency | WPI, HCDMM | FY 2025 |
| Complete revamp of key position descriptions to include data skills | HCDMM | FY 2025 |
| Meet FY 2025 data professional hiring targets | HCDMM | FY 2025 |
| Complete migration of OPM human capital data into cloud enterprise analytics platform | HCDMM | FY 2025 |
| Develop a common data model for Electronic Official Personnel Folder and Enterprise Human Resources Integration | HCDMM | FY 2025 |
| Complete phase one of Universal Employee ID implementation | HCDMM | FY 2025 |
| Establish a performance management framework for the HR Quality Services Management Office marketplace for Shared Service Providers | HCDMM | FY 2025 |
| Integrate HRS' Federal human capital data and services into OPM's planned enterprise data analytics platform and service delivery model HRS FY 2025 | HRS | FY 2025 |
Note: OPM updated the milestone “implement EHRI data quality improvements” to “establish a plan for EHRI payroll data quality improvements” in FY 2024.
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 who agree that OPM provides agencies with high quality workforce data and information for decision-making | _* | _* | _* | 54.55% | 56.67% | 65.00% | 70.00% |
| Average quarterly number of users of OPM’s publicly available human capital dashboards | _* | _* | _* | _* | 4441.00 | 139.43 | 7500.00 |
| Average quarterly number of authenticated users of OPM’s human capital dashboards | _* | _* | _* | 67.67 | 140.25 | 74.44 | 500.00 |
Notes: CHCOs are defined as the CHCOs and deputy CHCOs of the CHCO Act of 2002 agencies. In FY 2023, OPM revised the FY 2025 target, definition, calculation method, and historical results for measure 4.3.002 due to changes to the measurement process. Data is not available for the first, second, or third quarters of FY 2023. 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. In FY 2024, OPM revised the definition for measure 4.3.003 to clarify the user type (authenticated) included in the calculation and updated the FY 2025 target.
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $1,280,018 | 6.0 |
| HR Solutions | Revolving Fund | $2,341,035 | 6.1 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $8,890,319 | 21.7 |
| Human Capital Data Management and Modernization | Revolving Fund | $28,753,566 | 23.6 |
| Strategic Objective 4.3 Total | $41,264,938 | 57.4 | |
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 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Expand the use of the leading practices portal to include additional human capital management areas | WPI, MSAC, HRS | FY 2024 |
| Conduct a series of four events to share leading practices with agencies | WPI, MSAC, HRS, OCFO | FY 2024 |
| Identify human capital management pilots and track pilot status and results | WPI, MSAC, HRS, HCDMM | FY 2024 |
| Establish a Center for Innovation in Federal Talent to work with agencies on pilots, demonstration projects, and innovation sprints | WPI | FY 2024 |
| Develop standards for human capital workflows | HCDMM | FY 2024 |
| Establish a community of practice for agencies looking to automate human capital workflows | HCDMM | FY 2024 |
| Distinguish between pilots and demos, and draft and share guidance with agencies | WPI, MSAC, HRS, HCDMM, OCFO | FY 2024 |
| Execute joint business case agreements with Federal Shared Service Providers to stand up and operationalize the HR Quality Services Management Office Marketplace* | HCDMM | FY 2024 |
| Expand the HR QSMO Marketplace operations to include a broad range of Federal human capital products and services offered by commercial and Government providers | HCDMM | FY 2025 |
| Share the descriptions and impacts of leading practices and innovative efforts for use in agency and stakeholders communications conducted in support of OPM and administration strategic priorities | OC, OD, WPI, MSAC, HRS, HCDMM, CHCOC, CLIA | FY 2025 |
| Establish self-service access that allows agency HR practitioners to explore leading practices and innovative human capital management ideas using an OPM-created tool or website | WPI, MSAC, HRS, HCDMM, OCIO | FY 2025 |
| Develop a guide for conducting pilots | WPI, MSAC, HCDMM, OCFO | FY 2025 |
| Conduct research on agencies that are leading in key areas | WPI, MSAC, HRS, HCDMM, OCFO | FY 2025 |
| Capture case studies of successful workflows for adoption | HCDMM | 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 |
|---|---|---|---|---|---|---|---|
| Number of leading practices shared with Federal agencies | _* | _* | _* | 9 | 25 | 5 | 8 |
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $1,059,722 | 4.5 |
| HR Solutions | Revolving Fund | $3,866,135 | 18.6 |
| Merit System Accountability & Compliance | Salaries & Expenses | $849,193 | 4.9 |
| Merit System Accountability & Compliance | Trust Fund Annual | $28,026 | 0.2 |
| Merit System Accountability & Compliance | Advances & Reimbursements No Year | $59,973 | 0.4 |
| Office of the Chief Financial Officer | Common Services | $82,770 | 0.5 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $263,730 | 1.0 |
| Strategic Objective 4.4 Total | $6,209,549 | 30.1 | |
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: Steve Hickman, Deputy Executive Secretary, OD
Deputy Strategic Objective Owner: Margot Conrad, Deputy Chief of Staff, Office of the Director; 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 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Develop internal Customer Relationship Management capabilities to fully track requests that are received to develop responses and new/updated policy | WPI | 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, WPI | 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, MSAC | FY 2024 |
| Pilot the expanded use of a web-based collaborative platform for clearance and develop plan for 508 formatting | OESPIM, OC | FY 2024 |
| Finalize and disseminate clearance process standard operating procedures, including recommendations from the clearance process improvement project | OESPIM | FY 2024 |
| Implement senior leadership reviews of overdue packages using a new Document Approval System Hub dashboard | OESPIM, OD | FY 2024 |
| Release an updated OPM style and writing guide, including templates and guidance, using 508 compliance principles | OESPIM | FY 2024 |
| Develop checklist to help program offices identify opportunities to reach impacted stakeholders with their policy guidance* | OC | FY 2024 |
| Evaluate whether clearance process improvements have been achieved and whether there is greater consistency in how the system is used across OPM | OESPIM, OCFO | FY 2025 |
| Review and assess OPM's regulatory process to see if changes to regulatory staff training and processes have improved clearance times and customer satisfaction | OESPIM | FY 2025 |
| Design and conduct evaluations on two workforce policies to increase OPM's awareness and understanding of OPM policies and programs among key stakeholders and customers | OCFO | FY 2025 |
| Increase transparency around OPM’s policymaking processes by sharing information with agencies, including estimated timelines or issuance dates, process maps of the policymaking cycle, or points of contact for specific types of policies | OESPIM | FY 2025 |
| Increase proactive policymaking by analyzing emerging trends and key issues during CHCO sessions/meetings to determine future operating environments and workforce needs | WPI | 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 priority policy guidance issued by the deadline | _* | _* | _* | 38.46% | 0.00% | 48.46% | 50.00% |
| Percent of CHCOs who agree that OPM’s policy approach is responsive to agency needs | _* | _* | _* | 54.55% | 67.74% | 69.00% | 70.00% |
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $313,491 | 1.3 |
| Office of the Executive Secretariat and Privacy and Information Management | Salaries & Expenses | $385,378 | 1.8 |
| Office of the Chief Financial Officer | Common Services | $152,374 | 1.0 |
| Strategic Objective 4.5 Total | $851,243 | 4.0 | |
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, Deputy Director, Chief Human Capital Officers Council, OD
Deputy Strategic Objective Owner: April Davis, Manager, ES; Laura Knowles, Manager, HRS, Charles Peterman, Manager, MSAC
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 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Streamline and implement improvements to reduce burden and support innovation in response to agency and stakeholder feedback | WPI, MSAC, HRS, HCDMM | FY 2024 |
| Develop a framework for reducing administrative burden in coordination with the Objective 4.2 team | WPI, MSAC, HRS, CLIA | FY 2024 |
| Conduct a data call audit to identify outdated or duplicative requests | WPI, HCDMM, CLIA | FY 2024 |
| Solicit feedback from the CHCOs regarding pain points and areas of burden | WPI, CHCOC | FY 2024 |
| Create a portal for agency data submissions | WPI | FY 2025 |
| Develop clear standards for agency data calls and enhance data analysis options to streamline reporting processes | WPI, MSAC, HRS, CHCOC | 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 who agree that the human capital management system changes resulted in less administrative burden to agencies | _* | _* | _* | _* | 24.14% | 29.00% | 30.50% |
Notes: 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 | $483,187 | 2.0 |
| Merit System Accountability & Compliance | Salaries & Expenses | $825,415 | 4.9 |
| Merit System Accountability & Compliance | Trust Fund Annual | $28,026 | 0.2 |
| Merit System Accountability & Compliance | Advances & Reimbursements No Year | $59,973 | 0.4 |
| Office of the Director | Advances & Reimbursements Annual | $171,064 | 1.0 |
| Strategic Objective 4.6 Total | $1,567,665 | 8.5 | |
Footnote
Delayed milestone carried over from a previous fiscal year
Footnote
In FY 2019, only Q3 and Q4 data was available.
Footnote
In FY 2020, only Q1, Q3, and Q4 data was available.