Strategic Goal 3
Create a human-centered customer experience by putting the needs of OPM’s customers at the center of OPM’s workforce services, policy, and oversight.
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $9,905 | 0.0 |
| Office of the Chief Information Officer | Trust Fund Annual | $5,690,508 | 28.9 |
| Office of the Chief Information Officer | Revolving Fund | $433,857 | 3.0 |
| Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $214,792 | 1.1 |
| HR Solutions | Revolving Fund | $127,507 | 0.7 |
| Retirement Services | Salaries & Expenses | $13,576,614 | 125.0 |
| Retirement Services | Trust Fund Annual | $73,512,568 | 558.7 |
| Retirement Services | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $62,807,923 | 429.2 |
| Retirement Services | FERCCA (P.L. 106-265) - Retirement | $1,152,802 | 7.0 |
| Strategic Objective 3.1 Total | $157,526,476 | 1,153.6 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $4,073,067 | 0.0 |
| Office of the Chief Information Officer | Trust Fund Annual | $122,000 | 0.0 |
| Office of the Chief Information Officer | Common Services | $9,163,515 | 0.0 |
| Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $69,337 | 0.0 |
| Employee Services | Salaries & Expenses | $131,353 | 0.5 |
| HR Solutions | Revolving Fund | $17,771,715 | 28.0 |
| Strategic Objective 3.2 Total | $31,330,987 | 28.5 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Revolving Fund | $2,887,256 | 0.0 |
| Employee Services | Salaries & Expenses | $737,878 | 2.8 |
| HR Solutions | Revolving Fund | $125,349 | 0.5 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,292,709 | 14.8 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $127,462 | 0.7 |
| Human Capital Data Management and Modernization | Revolving Fund | $253,007 | 1.1 |
| Strategic Objective 3.3 Total | $6,423,661 | 19.8 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| HR Solutions | Revolving Fund | $66,892 | 0.3 |
| Office of Communications | Salaries & Expenses | $35,483 | 0.2 |
| Office of the Executive Secretariat and Privacy and Information Management | Salaries & Expenses | $123,920 | 0.5 |
| Retirement Services | Trust Fund Annual | $535,746 | 2.3 |
| Retirement Services | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $438,337 | 1.9 |
| Strategic Objective 1.4 Total | $1,200,378 | 5.1 | |
| Organization | Dollars | FTE |
|---|---|---|
| OPM Total | $295,601,765 | 439.2 |
Enhance the Retirement Services customer experience by providing timely, accurate, and responsive service that addresses the diverse needs of OPM’s customers. By FY 2026, improve the customer satisfaction score to 4.2 out of 5.
Strategic Objective Owner: Nick Ashenden, Deputy Associate Director, RS
Deputy Strategic Objective Owner: Lori Amos, Deputy Associate Director, RS; MC Price, Associate Chief Information Officer, OCIO
Strategies
- Improve customer service delivery of Retirement Services personnel through training and continuous development
- Develop and upgrade user interfaces, modernize system components, and enhance data integration of Retirement Services systems to improve customer service
- Increase Agency Benefits Officers’ knowledge through training and collaboration for a seamless transition from their agency to OPM
- Strengthen customer engagement with annuitants to enhance the customer experience
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Create a training plan to standardize, approve, and conduct training for Retirement Services personnel on foundational Retirement Services courses | RS | FY 2023 |
| Create a virtual library of training resources for Retirement Services personnel | RS | FY 2023 |
| Update OPM Retirement Services public facing web content and frequently asked questions | RS, OCIO | FY 2023 |
| Introduce new technologies to improve retirement case management and annuity benefit calculations | OCIO, RS | FY 2023 |
| Enhance capabilities of Services Online to increase customer self-service options | OCIO, RS | FY 2023 |
| Conduct communications assessment for annuitants and survivors | RS | FY 2023 |
| Complete a curriculum for advanced Retirement Services courses for Retirement Services personnel | RS | FY 2024 |
| Implement digital file tracking for new retirement cases | OCIO, RS | FY 2024 |
| Implement plan to engage agency benefits officers to improve the communication of the retirement application process and identify training needs | RS, 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 |
|---|---|---|---|---|---|---|---|
| Average number of minutes to answer phone calls (Cumulative) | _* | _* | _* | _* | 32.87 | 5.00 | 15.00 |
| Average number of days to process retirement cases | 58.60 | 55.70 | 68.50 | 78.96 | 88.41 | 60.00 | 60.00 |
| Average satisfaction score for services received from Retirement Services | _* | 4.10^ | 4.12† | 3.92 | 3.74 | 4.05 | 4.10 |
Note: OPM re-baselined results for the average number of minutes to answer phone calls (cumulative) measure in light of the implementation of the new cloud-based contact center solution, which allows more callers into the queue.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 3: Create a human-centered customer experience by putting the needs of OPM’s customers at the center of OPM’s workforce services, policy, and oversight, increasing OPM’s customer satisfaction index score for targeted services to 4.3 out of 5
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $9,905 | 0.0 |
| Office of the Chief Information Officer | Trust Fund Annual | $5,690,508 | 28.9 |
| Office of the Chief Information Officer | Revolving Fund | $433,857 | 3.0 |
| Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $214,792 | 1.1 |
| HR Solutions | Revolving Fund | $127,507 | 0.7 |
| Retirement Services | Salaries & Expenses | $13,576,614 | 125.0 |
| Retirement Services | Trust Fund Annual | $73,512,568 | 558.7 |
| Retirement Services | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $62,807,923 | 429.2 |
| Retirement Services | FERCCA (P.L. 106-265) - Retirement | $1,152,802 | 7.0 |
| Strategic Objective 3.1 Total | $157,526,476 | 1,153.6 | |
Create a personalized USAJOBS experience to help applicants find relevant opportunities. By FY 2026, improve applicant satisfaction to 4.1 out of 5 for the desktop platform and to 4.5 out of 5 for the mobile platform.
Strategic Objective Owner: Erika Vega, Program Manager, HRS
Deputy Strategic Objective Owner: MC Price, Associate Chief Information Officer, OCIO
Strategies
- Conduct end-to-end user research on the applicant experience to drive development priorities and make USAJOBS refinements to improve satisfaction
- Increase stakeholder access to USAJOBS data to drive improvements to the Federal hiring process
- Collaborate with GSA’s login.gov team to improve the USAJOBS authentication experience
- Implement USAJOBS IT modernization efforts to leverage technology and process advancements
- Improve USAJOBS Voice of Customer sourcing and support mechanisms
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Refine applicant and hiring manager surveys to improve data collection to drive additional insights | ES, HRS | FY 2023 |
| Conduct updated benchmarking evaluation to identify leading private sector practices that could be applied to USAJOBS | HRS | FY 2023 |
| Implement a new profile document API to eliminate barriers in the apply experience | HRS, OCIO | FY 2023 |
| Implement application guide enhancements to remove redundancies in the apply experience | HRS, OCIO | FY 2023 |
| Collect and synthesize job search data (for example, saved searches and organic searches) for user research purposes | HRS | FY 2023 |
| Prototype and test career exploration features that leverage data insights | HRS | FY 2023 |
| Develop customer dashboards for career sites, event pages, and branded search pages to measure visitor engagement | HRS, OCIO | FY 2023 |
| Implement authentication streamlining enhancements based on the usability audit | HRS, OCIO | FY 2023 |
| Develop a login.gov feature dashboard to share results with GSA | HRS, OCIO | FY 2023 |
| Expand the content tagging approach to segment Job Opportunity Announcements and candidate profiles to showcase content by career fields, programs, hiring paths, and other breakouts | HRS, OCIO | FY 2023 |
| Implement enhancements based on the needs of applicants and agencies for enhancing the location field | HRS | FY 2023 |
| Implement talent engagement tools within the Agency Talent Portal | HRS, OCIO | FY 2023 |
| Implement early career marketplace components (for example, internships and fellowships) | HRS, OCIO | FY 2023 |
| Incorporate a Human Centered Design strategy to capture the current state of agency touchpoints in the talent acquisition customer experience | HRS | FY 2023 |
| Upgrade the integration mechanism (Staffing Integration Framework) between USAJOBS and Talent Acquisition Systems to incorporate versioning to improve delivery time for new enhancements | HRS, OCIO | FY 2023 |
| Implement improvements to the seeker search experience | HRS, OCIO | FY 2024 |
| Upgrade the resume builder features) | HRS, OCIO | FY 2024 |
| Conduct pilots and fully implement career exploration features that leverage data insights | HRS, OCIO, ES | FY 2024 |
| Develop an agency evaluation approach to leverage qualitative and quantitative data to improve the customer experience | HRS, OCIO | FY 2024 |
| Implement authentication enhancements based on user feedback | HRS, OCIO | FY 2024 |
| Finalize the business case to move USAJOBS to the cloud | HRS, OCIO | FY 2024 |
| Drive improvements to better integrate Open Opportunities with USAJOBS | HRS, OCIO | FY 2024 |
| Expand the USAJOBS video series | 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 |
|---|---|---|---|---|---|---|---|
| Average overall satisfaction score with USAJOBS (desktop) | _* | _* | 3.80 | 3.87 | 3.88 | 3.95 | 3.99 |
| Average ease score (desktop) | _* | _* | 3.64 | 3.74 | 3.76 | 3.77 | 3.80 |
| Average efficiency score (desktop) | _* | _* | 3.59 | 3.74 | 3.78 | 3.77 | 3.80 |
| Average transparency score (desktop) | _* | _* | 3.99 | 4.16 | 4.18 | 4.18 | 4.20 |
| Average website helpfulness score (desktop) | _* | _* | 3.77 | 3.84 | 3.84 | 3.86 | 3.90 |
| Average trust score (desktop) | _* | _* | 3.67 | 3.75 | 3.74 | 3.77 | 3.80 |
| Average effectiveness score (desktop) | _* | _* | 3.64 | 3.77 | 3.78 | 3.78 | 3.81 |
| Average overall satisfaction score with USAJOBS (mobile) | _* | _* | 4.27 | 4.21 | 4.23 | 4.23 | 4.27 |
| Average trust score (mobile) | _* | _* | 4.13 | 4.11 | 4.13 | 4.13 | 4.18 |
| Average effectiveness score (mobile) | _* | _* | 4.10 | 4.11 | 4.14 | 4.12 | 4.17 |
| Average ease score (mobile) | _* | _* | 4.13 | 4.09 | 4.12 | 4.11 | 4.15 |
| Average efficiency score (mobile) | _* | _* | 4.03 | 4.08 | 4.09 | 4.06 | 4.09 |
| Average transparency score (mobile) | _* | _* | 4.38 | 4.39 | 4.37 | 4.42 | 4.45 |
| Average website helpfulness score (mobile) | _* | _* | 4.22 | 4.14 | 4.16 | 4.18 | 4.20 |
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 3: Create a human-centered customer experience by putting the needs of OPM’s customers at the center of OPM’s workforce services, policy, and oversight, increasing OPM’s customer satisfaction index score for targeted services to 4.3 out of 5
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $4,073,067 | 0.0 |
| Office of the Chief Information Officer | Trust Fund Annual | $122,000 | 0.0 |
| Office of the Chief Information Officer | Common Services | $9,163,515 | 0.0 |
| Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $69,337 | 0.0 |
| Employee Services | Salaries & Expenses | $131,353 | 0.5 |
| HR Solutions | Revolving Fund | $17,771,715 | 28.0 |
| Strategic Objective 3.2 Total | $31,330,987 | 28.5 | |
Create a seamless customer and intermediary experience across OPM’s policy, service, and oversight functions. By FY 2026, increase the average score for helpfulness of OPM human capital services to 4.5 out of 5.
Strategic Objective Owner: Ana Mazzi, Principal Deputy Associate Director, MSAC
Deputy Strategic Objective Owner: Reggie Brown, Principal Deputy Associate Director, HRS
Strategies
- Establish a customer experience infrastructure with the organizational power to coordinate agency efforts to create consistent, shared language, goals, and measures around customer experience, with the influence to require adherence
- Promote collaboration across programs when developing and issuing policy and providing guidance and services to agencies in a timely fashion
- Review and modify oversight evaluation methodology to incorporate strategic, data-driven, and performance-oriented evaluations that focus on Government-wide, systemic issues
- Create blended interpretation, technical assistance, consulting, learning, and oversight product and service offerings to meet agency needs across the talent lifecycle
- Deliver strategic support and guidance to agencies that are part of an expected, comprehensive catalog of services OPM typically provides
FY 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year.
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Engage stakeholders, including customers and intermediaries, on OPM’s delivery of service and support, as well as service needs | ES, HRS, MSAC | FY 2023 |
| Establish a regular and recurring cross-organizational meeting to share policy, guidance, and services provided to agencies | MSAC, ES, HRS | FY 2023 |
| Develop and provide solutions that align with expressed agency needs gathered through the listening channels | ES, HRS, MSAC | FY 2023 |
| Provide feedback to agencies on Human Capital Operating Plans, identifying strengths and opportunities for improvement* | ES, MSAC | FY 2023 |
| Research technology, Artificial Intelligence, and Business Intelligence to automate rules-based, repetitive, transactional activities and administrative tasks to reduce staff time on low impact work | ES, HRS, MSAC, OCIO, HCDMM | FY 2023 |
| Develop web-based innovative, dynamic, and interactive catalogue of OPM tools, services, and resources | ES, HRS, MSAC | FY 2024 |
| Develop a process to identify opportunities for cross-collaborative guidance, support, and service for future surge hiring initiatives | ES, HRS, MSAC | 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 |
|---|---|---|---|---|---|---|---|
| Average score for helpfulness of OPM human capital services in achieving human capital objectives | _* | _* | _* | 4.31 | 4.42 | 4.32 | 4.46 |
Note: This measure was previously tracked as percent of users throughout Government who agree that OPM human capital services are helpful in achieving their human capital objectives. The result for FY 2019 was 87.4 percent and the FY 2020 result was 92.5 percent.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 3: Create a human-centered customer experience by putting the needs of OPM’s customers at the center of OPM’s workforce services, policy, and oversight, increasing OPM’s customer satisfaction index score for targeted services to 4.3 out of 5
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Revolving Fund | $2,887,256 | 0.0 |
| Employee Services | Salaries & Expenses | $737,878 | 2.8 |
| HR Solutions | Revolving Fund | $125,349 | 0.5 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,292,709 | 14.8 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $127,462 | 0.7 |
| Human Capital Data Management and Modernization | Revolving Fund | $253,007 | 1.1 |
| Strategic Objective 3.3 Total | $6,423,661 | 19.8 | |
Transform the OPM website to a user-centric and user-friendly website. By FY 2026, achieve an average effectiveness score of 4 out of 5.
Strategic Objective Owner: Neil Desai, Senior Advisor for Transformation, HCDMM
Deputy Strategic Objective Owner: Melvin Brown, Principal Deputy Chief Information Officer, OCIO; Kellie Cosgrove Riley, Executive Director, OESPIM; Lori Amos, Deputy Associate Director, RS
Strategies
- Strengthen customer engagement with OPM stakeholders during design, requirements development, and testing to improve system quality and adoption
- Create an OPM Digital Governance Board to advance the creation, maintenance, and update of digital tools across the agency
- Increase employee education on human-centered design principles, plain language, privacy, and accessibility to facilitate the creation of clear and consistent website program content and digital tools
- Use human-centered design principles to create a site that is designed for external customers (rather than for OPM program offices), helps customers efficiently obtain the information they need, and creates opportunities for feedback
- Migrate to a cloud hosted OPM.gov platform to allow for elasticity as demand increases or decreases, delivering a positive customer experience during peak usage
- Implement a modern content management platform to more easily update and maintain the content on OPM.gov
- Establish a unified approach to the development and maintenance of web content
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Conduct user research to inform functionality of a new Federal Employees Health Benefits Decision Support Tool and develop an evaluation protocol to assess the effect on user experience and plan selection | HI, OCFO | FY 2023 |
| Review current clearance process for web content and identify opportunities for improvement | OC, OESPIM, Digital Governance Board | FY 2023 |
| Onboard OPM.gov development and customer experience teams | OCIO, RS, HRS | FY 2024 |
| Implement OPM.gov minimum viable product in Enterprise Cloud Environment to provide program offices more direct control over their own content | OCIO, OC, RS, OESPIM | FY 2024 |
| Conduct regular iterative testing of OPM.gov design with users to solicit feedback for specific features and future design | OCIO, RS, 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 |
|---|---|---|---|---|---|---|---|
| Average effectiveness score | _* | _* | _* | _* | _* | Establish Baseline | Establish Baseline + .1 |
| Average ease score | _* | _* | _* | _* | _* | Establish Baseline | Establish Baseline + .1 |
Note: In FY 2022, OPM did not administer an OPM.gov customer experience survey.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 3: Create a human-centered customer experience by putting the needs of OPM’s customers at the center of OPM’s workforce services, policy, and oversight, increasing OPM’s customer satisfaction index score for targeted services to 4.3 out of 5
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| HR Solutions | Revolving Fund | $66,892 | 0.3 |
| Office of Communications | Salaries & Expenses | $35,483 | 0.2 |
| Office of the Executive Secretariat and Privacy and Information Management | Salaries & Expenses | $123,920 | 0.5 |
| Retirement Services | Trust Fund Annual | $535,746 | 2.3 |
| Retirement Services | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $438,337 | 1.9 |
| Strategic Objective 1.4 Total | $1,200,378 | 5.1 | |
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.