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

Performance Measures

_* No historical results.

Performance Budget Request by Objective, Organization and Fund – All Resources

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

Performance Measures

_* No historical results.

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

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

Performance Measures

_* No historical results.

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

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

Performance Measures

_* No historical results.

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

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

Performance Measures

_* No historical results.

Performance Budget Request by Objective, Organization and Fund – All Resources

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

Performance Measures

_* No historical results.

Performance Budget Request by Objective, Organization and Fund – All Resources