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 |
|---|---|---|---|
| OPM Human Resources | Salaries & Expenses | $1,212,478 | 5.0 |
| OPM Human Resources | Common Services | $8,460,239 | 45.0 |
| Strategic Objective 2.1 Total | $9,672,717 | 50.0 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Revolving Fund | $470,316 | 2.0 |
| Congressional, Legislative and Intergovernmental Affairs | Salaries & Expenses | $175,668 | 0.8 |
| Employee Services | Salaries & Expenses | $4,000 | 0.0 |
| Office of Communications | Salaries & Expenses | $70,969 | 0.3 |
| Office of the Chief Financial Officer | Common Services | $116,024 | 0.5 |
| Office of the Director | Advances & Reimbursements Annual | $166,734 | 1.0 |
| Strategic Objective 1.2 Total | $1,003,711 | 4.6 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Financial Officer | Salaries & Expenses | $627,396 | 3.0 |
| Office of the Chief Financial Officer | Advances & Reimbursements Annual | $70,637 | 0.3 |
| Office of Procurement Operations | Salaries & Expenses | $481,936 | 2.2 |
| Office of Procurement Operations | Common Services | $351,572 | 1.4 |
| Strategic Objective 2.3 Total | $1,531,541 | 6.9 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $394,670 | 1.8 |
| Office of the Chief Information Officer | Common Services | $248,182 | 1.0 |
| Office of the Chief Information Officer | Advances & Reimbursements Annual | $245,705 | 0.9 |
| Office of the Chief Financial Officer | Salaries & Expenses | $759,008 | 0.0 |
| Office of the Chief Financial Officer | Common Services | $5,686,863 | 3.4 |
| Strategic Objective 2.4 Total | $7,334,428 | 7.1 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $36,631,538 | 80.7 |
| Office of the Chief Information Officer | IT Modernization S&E | $10,500,000 | 0.0 |
| Office of the Chief Information Officer | Trust Fund Annual | $3,293,118 | 0.0 |
| Office of the Chief Information Officer | Common Services | $30,976,503 | 33.0 |
| Office of the Chief Information Officer | Revolving Fund | $86,773,120 | 137.0 |
| Office of the Chief Information Officer | Advances & Reimbursements Annual | $7,386,921 | 9.4 |
| Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $374,486 | 0.0 |
| Strategic Objective 2.5 Total | $175,935,687 | 260.0 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Common Services | $304,413 | 1.0 |
| Suitability Executive Agent Programs | Revolving Fund | $116,728 | 0.5 |
| OPM Human Resources | Common Services | $443,906 | 1.7 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $200,587 | 0.9 |
| Human Capital Data Management and Modernization | Revolving Fund | $412,819 | 1.8 |
| Office of Diversity, Equity, Inclusion and Accessibility | Salaries & Expenses | $1,613,982 | 9.0 |
| Strategic Objective 2.6 Total | $3,092,435 | 14.9 | |
| Organization | Dollars | FTE |
|---|---|---|
| OPM Total | $198,570,519 | 343.4 |
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: Neal Desai, Senior Advisor for Transformation, HCDMM
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 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Develop competency gap assessment plan to include phased timeline, assessment tool, and approach (including specific workforces, job series, and critical positions) | OPM HR | FY 2023 |
| Begin to execute agency-wide talent development plan | OPM HR, OCFO, OPO | FY 2023 |
| Collect employee and leadership data on reskilling and upskilling needs and use competency data and employee feedback to identify top five agency needs | OPM HR | FY 2023 |
| Conduct employee and leadership focus groups to create a framework for cross-functional development opportunities for each identified competency | OPM HR | FY 2023 |
| Establish a communications plan aligned to launch platform and share developmental opportunities | OPM HR, OC, OD | FY 2023 |
| Gather available developmental opportunities and deploy on an existing OPM platform to host the opportunities | OPM HR, HRS | FY 2023 |
| Establish partnerships with recruitment sources to attract a more diverse applicant pool | OPM HR | FY 2023 |
| Implement talent planning strategy | OPM HR | FY 2023 |
| Assess the agency's rotational program and implement changes as needed | OPM HR | FY 2024 |
| Collect human capital data to identify and assess use of flexibilities | 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 | OPM HR | FY 2024 |
| Assess the agency’s hiring plan and upskilling needs | OPM HR | 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 |
|---|---|---|---|---|---|---|---|
| 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% | 81.67% | 82.42% |
Note: OPM changed the FY 2023 target in September 2022 from 87.80% to 81.67%.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 2: Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| OPM Human Resources | Salaries & Expenses | $1,212,478 | 5.0 |
| OPM Human Resources | Common Services | $8,460,239 | 45.0 |
| Strategic Objective 2.1 Total | $9,672,717 | 50.0 | |
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: Alethea Predeoux, Acting Chief of Staff, OD
Deputy Strategic Objective Owner: Viet Tran, Press Secretary, OC
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 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Pursue updates to the CHCO Council statute to strength the Council | OD, CHCOC | FY 2023 |
| Develop first annual press report | OC | FY 2023 |
| Provide resources and guidance on Federal employment and opportunities for Tribal and Native communities | CLIA, HRS, OCIO, OC | FY 2023 |
| Establish the human capital advisory committee/ framework for engaging with stakeholders* | OD, CHCOC, ES | FY 2023 |
| Work with OPM stakeholders to develop press editorial calendar based on anticipated guidance, policies, or initiatives* | OC | FY 2023 |
| Establish a research agreement policy and a mechanism for academics to engage with OPM on projects that involve sharing de-identified, record-level data | OCFO | FY 2023 |
| Revise the IPA toolkit to document the process for bringing external talent into OPM | OCFO | FY 2023 |
| Provide OPM legislative updates to CHCO Council | CLIA, CHCOC | FY 2024 |
| Establish an updated Media Center for OPM.gov | OC | FY 2024 |
| Develop robust systems and guidance to improve information sharing with OPM’s customers | CLIA, OC, OCIO | FY 2024 |
| Initiate three or more collaborations with academics to further research, evaluation, and/or policy development | OCFO | 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 |
|---|---|---|---|---|---|---|---|
| Percent of CHCOs indicating that OPM treats them as strategic partners | _* | _* | _* | _* | 93.94% | 94.94% | 95.94% |
| Percent of CHCOs who strongly agree that OPM treats them as strategic partners | _* | _* | _* | _* | 27.27% | 33.27% | 39.27% |
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
Goal 2: Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Revolving Fund | $470,316 | 2.0 |
| Congressional, Legislative and Intergovernmental Affairs | Salaries & Expenses | $175,668 | 0.8 |
| Employee Services | Salaries & Expenses | $4,000 | 0.0 |
| Office of Communications | Salaries & Expenses | $70,969 | 0.3 |
| Office of the Chief Financial Officer | Common Services | $116,024 | 0.5 |
| Office of the Director | Advances & Reimbursements Annual | $166,734 | 1.0 |
| Strategic Objective 2.2 Total | $1,003,711 | 4.6 | |
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, Senior Procurement Executive, OPO
Deputy Strategic Objective Owner: Ed DeHarde, Deputy Associate Director, HI; Larry Allen, Associate Chief Information Officer, OCIO; Indu Garg, Human Capital Category Manager, HRS
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 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Start migration of Tier 3- unmanaged spend to Tier 1 and Best In Class managed spend | OPO | FY 2023 |
| Start migration of Tier 0- unmanaged spend to Tier 1 and Best In Class managed spend | OPO | FY 2023 |
| Establish and maintain an acquisition reporting structure to increase accountability and transparency in the contracting process | OPO | FY 2023 |
| Utilize available funding to enhance Procurement Center capabilities | OPO | FY 2023 |
| Incorporate Technology Business Management principles into Enterprise Acquisition Planning | OPO, OCFO, OCIO | FY 2023 |
| Issue guidance and provide training to program offices on the development and tracking of Contractor Past Performance Assessments | OPO | FY 2023 |
| Issue guidance and rollout refined Critical Procurement Priority tracking | OPO, OD, OCFO | FY 2023 |
| Hire Supply Chain Risk Manager and launch pilot oversight program | OPO, OCIO | FY 2023 |
| Obtain approval of Enterprise Acquisition Policy by OPM senior leadership* | OPO, OESPIM, OD | FY 2023 |
| 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 |
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 |
|---|---|---|---|---|---|---|---|
| Percent of OPM's spend under management (SUM) (Cumulative) | _* | _* | _* | _* | 94.86% | OMB-set Target | OMB-set Target |
| Percent of contract actions in compliance with Government-wide past performance reporting requirements (Cumulative) | _* | 40.27% | 47.73% | 30.00% | 51.90% | 73% | OMB-set Target |
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.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 2: Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Financial Officer | Salaries & Expenses | $627,396 | 3.0 |
| Office of the Chief Financial Officer | Advances & Reimbursements Annual | $70,637 | 0.3 |
| Office of Procurement Operations | Salaries & Expenses | $481,936 | 2.2 |
| Office of Procurement Operations | Common Services | $351,572 | 1.4 |
| Strategic Objective 2.3 Total | $1,531,541 | 6.9 | |
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, Acting Chief Financial Officer, OCFO
Deputy Strategic Objective Owner: Melissa Ford, Associate CFO for Budget & Performance, 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 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Provide supervisors and managers with tools, reports, and guidance to inform the budget formulation and execution process on the CFO Portal | OCFO | FY 2023 |
| Design alternative service delivery solutions to obtain alternative funding for Defense Counterintelligence Security Agency IT support | OD | FY 2023 |
| Establish IT Working Capital Fund | OCFO, OCIO | FY 2023 |
| 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 |
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 |
|---|---|---|---|---|---|---|---|
| Percent of OPM managers who indicate that they have sufficient resources to get their job done | 46 | 54 | _* | _* | _* | Establish Baseline | Establish Baseline |
| Percent of OPM staff who indicate that they have sufficient resources to get their job done | 59 | 62 | _* | _* | _* | Establish Baseline | Establish Baseline |
Note: FY 2021 and FY 2022 results for these measures are unavailable because the corresponding survey item was not included in the FY 2021 and FY 2022 OPM FEVS.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 2: Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $394,670 | 1.8 |
| Office of the Chief Information Officer | Common Services | $248,182 | 1.0 |
| Office of the Chief Information Officer | Advances & Reimbursements Annual | $245,705 | 0.9 |
| Office of the Chief Financial Officer | Salaries & Expenses | $759,008 | 0.0 |
| Office of the Chief Financial Officer | Common Services | $5,686,863 | 3.4 |
| Strategic Objective 2.4 Total | $7,334,428 | 7.1 | |
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: Scott Knell, Chief Technology Officer, OCIO; Shreena Lyons, 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 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Establish cloud/technology training offering for OPM | OCIO | FY 2023 |
| Establish Development, Security, and Operations platforms for continuous integration and deployment and test automation | OCIO | FY 2023 |
| Streamline OCIO technology review process by implementing a case management solution for tracking acquisitions and their status, which will produce the necessary approval documentation once cleared* | OCIO | FY 2023 |
| Implement the necessary actions to raise the OPM FITARA scorecard grade by a full grade* | OCIO | FY 2023 |
| Establish enterprise standards for technology purchases taking into effect the risk to supply chain and cybersecurity threats* | OCIO | FY 2023 |
| 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 |
| Reduce the number of open audit findings and recommendations | OCIO | FY 2024 |
| Deploy capability and solutions using agile techniques and incremental development to reduce the time to deliver solutions | OCIO | FY 2024 |
| Transition IT systems and 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 | FY 2024 |
| Complete the transfer of DCSA functions including Security Operations Monitoring and Response | OCIO | 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 |
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 |
|---|---|---|---|---|---|---|---|
| Percent of software projects implementing adequate incremental development | 100% | 96.43% | 85.17% | 85.17% | 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 | 2.81 | 2.87 |
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 2: Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $36,631,538 | 80.7 |
| Office of the Chief Information Officer | IT Modernization S&E | $10,500,000 | 0.0 |
| Office of the Chief Information Officer | Trust Fund Annual | $3,293,118 | 0.0 |
| Office of the Chief Information Officer | Common Services | $30,976,503 | 33.0 |
| Office of the Chief Information Officer | Revolving Fund | $86,773,120 | 137.0 |
| Office of the Chief Information Officer | Advances & Reimbursements Annual | $7,386,921 | 9.4 |
| Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $374,486 | 0.0 |
| Strategic Objective 2.5 Total | $175,935,687 | 260.0 | |
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: Lisa Loss, Acting Chief Management Officer, OD
Deputy Strategic Objective Owner: Carmen Garcia, HR Director and Chief Human Capital Officer, OPM HR; David Padrino, Chief Transformation Officer, OD
Strategies
- Increase leadership awareness of corporate citizenship and an enterprise-wide mindset
- 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 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Assess supervisory performance element results to determine increased targets | OPM HR, OD | FY 2023 |
| Hold employee feedback sessions focusing on the strategic plan | OPM HR | FY 2023 |
| Reassess and revise approach as needed considering new enterprise mindset guidelines | OCIO, HCDMM, OPM HR, OCFO | FY 2023 |
| Begin implementation of the OPM DEIA Strategic Plan | OPM HR, ES, SuitEA | FY 2023 |
| Assess results against enterprise-wide checklist* | HCDMM | FY 2023 |
| Develop standardized onboarding process to include strategic plan elements and connectedness to jobs and organization* | OC, OPM HR | FY 2023 |
| Develop and implement standardized approach based on best practices to engage OPM stakeholders during major system changes* | OCIO, HCDMM, OPM HR, OCFO | FY 2023 |
| Collect stakeholder feedback (for example, interviews, focus groups, surveys) on approach impact* | OCIO, HCDMM, OPM HR, OCFO | FY 2023 |
| Develop and launch an OPM-wide Engagement Plan | OPM HR, OD | FY 2023 |
| Develop enterprise-mindset index based on key data points | OPM HR, OD, HCDMM, OCIO | FY 2024 |
| Further refine enterprise-mindset index and leading practices | HCDMM | 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 |
Performance Measures
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| OPM Leaders Lead score | 59 | 61 | 64 | 69 | 68 | 69 | 70 |
Note: The FY 2023 Target for this measure was changed from 65.5 to 69.35.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 2: Transform OPM’s organizational capacity and capability to better serve as the leader in Federal human capital management
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Common Services | $304,413 | 1.0 |
| Suitability Executive Agent Programs | Revolving Fund | $116,728 | 0.5 |
| OPM Human Resources | Common Services | $443,906 | 1.7 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $200,587 | 0.9 |
| Human Capital Data Management and Modernization | Revolving Fund | $412,819 | 1.8 |
| Office of Diversity, Equity, Inclusion and Accessibility | Salaries & Expenses | $1,613,982 | 9.0 |
| Strategic Objective 2.6 Total | $3,092,435 | 14.9 | |
| Organization | Dollars | FTE |
|---|---|---|
| OPM Total | $198,570,519 | 343.4 |
Footnote
Delayed milestone carried over from a previous fiscal year