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Beth CobertActing Director
Office of Personnel Management (OPM)
Mission
Overview
A detailed discussion of OPM’s major activities and key initiatives is found on our website at our home page www.opm.gov or in our Annual Performance Report at http://www.opm.gov/about-us/budget-performance/performance/.
Through our initiatives, programs, and materials, we seek to recruit and hire the best talent; to train and motivate employees to achieve their greatest potential; and to constantly promote an inclusive work force defined by diverse perspectives.
OPM provides human resources, leadership, and support to Federal agencies and helps the Federal workforce achieve their aspirations as they serve the American people. " We're responsible for keeping the government running smoothly — a responsibility that has daily consequences for every citizen.
We've set our sights on making the U.S. Federal Service America's model employer for the 21st century, with the following clear and measurable objectives:
- Make searching and applying for Federal jobs easier and faster;
- Provide Federal employees benefits that are relevant, flexible, fair, and rewarding;
- Make Federal employment accessible — and possible — for every American who seeks it; and
- Retain a Federal workforce as diverse and versatile as the work it does and the people it serves.
The men and women of the Federal Service are ready to attend to America’s needs for safety, security, and prosperity. We're here to keep them energized, equipped, and fully engaged.
Policy and Oversight
OPM oversees all policy created to support Federal human resources departments — from classification and qualifications systems to hiring authorities and from performance management to pay, leave, and benefits. Along with making those policies, we are responsible for ensuring they are properly implemented and continue to be correctly carried out.
Healthcare and Insurance (HI)
Healthcare & Insurance ensures the availability of quality benefits for the Federal family. We work to facilitate access to the high-caliber healthcare and insurance programs offered by the Federal Government, including: health services; dental and vision benefits; flexible spending accounts; life insurance; and long-term care programs. HI also develops and administers programs that provide high quality and affordable health insurance to uninsured Americans through Affordable Insurance Exchanges, uninsured Americans with pre-existing medical conditions who cannot otherwise purchase coverage, and employees of tribes or tribal organizations.
Retirement Services (RS)
OPM provides Governmentwide administration of retirement benefits and services for all Federal employees. We honor our Federal retiree’s years of service to their country by assuring reliable and courteous service throughout retirement.
Services for Agencies
As the central human resources planners for the Federal Government, OPM is responsible for the successful management of human capital, not only within our own organization, but also across every Federal agency. We assist Federal agencies in hiring new employees, provide Federal investigative services for background checks, create training programs to develop tomorrow's leaders — and much more.
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Strategic Goals & Objectives
Agencies establish a variety of organizational goals to drive progress toward key outcomes for the American people. Long-term strategic goals articulate clear statements of what the agency wants to achieve to advance its mission and address relevant national problems, needs, challenges and opportunities. Strategic objectives define the outcome or management impact the agency is trying to achieve, and also include the agency's role. Each strategic objective is tracked through a suite of performance goals, indicators and other evidence.
Strategic Goal:
MG1 Diverse and Effective OPM workforce
Statement:
Increase the participation of employees, including groups that are under-represented within OPM, at all levels of the workforce.
Strategic Objectives
Statement:
Increase applicant flow from groups that underrepresented within OPM and remove barriers where they exist
Description:
- Further developing and implementing our approach to recruitment and outreach.
- Identifying OPM’s unique value proposition as an employer to establish the “OPM Brand” (externally and internally)
- Developing and implementing an approach to internal recruitment with a focus on agility (e.g., connecting talent to project-based work through a government-wide talent matching tool).
- Leveraging technology and social media to create communities around specific mission areas.
- Investing in application assessment tools and processes.
- Identifying and addressing barriers to diversity.
Priority Goal: PG5 Promote Diversity and Inclusion
Statement:
OPM will support diversity and inclusion by aligning OPM business intelligence tools to help decision makers, like hiring managers and supervisors, analyze key workforce data including applicant flow, attrition/retention, and inclusion indicators. In so doing, decision makers can develop better outreach and recruitment methods; determine what factors contribute to the retention of a talented workforce; experience cost savings through decreased attrition; and create an inclusive work environment that empowers employees to contribute to their full potential. By September 30, 2015, 95 percent of OPM and 25 percent of government-wide hiring actions will occur following human resource and/or hiring manager’s use of a tool that reveals applicant flow data from prior recruitment efforts. This tool will assist human resource and/or hiring managers in planning their strategic recruitment efforts, resulting in measurable improvements in the recruitment and outreach to underrepresented communities and manager satisfaction with the quality of new hires.
Description:
OPM is responsible for the Government-wide Diversity and Inclusion effort focused on developing, driving, and monitoring strategies and initiatives designed to create a more diverse and inclusive Federal workforce. Executive Order 13583, “Establishing a Coordinated Government-wide Initiative to Promote Diversity and Inclusion in the Federal Workforce,” challenged the Federal Government with leading by example and attaining a diverse, qualified workforce that enables employees to contribute to their full potential. Similarly, Executive Order 13548, “Increasing Federal Employment of Individuals with Disabilities,” requires agencies to improve their efforts to employ Federal workers with disabilities and targeted disabilities through increased recruitment, hiring, and retention of these individuals.
In FY 2012, OPM issued the Government-wide Diversity and Inclusion Strategic Plan to provide direction to fifty-seven participating departments and agencies under the two subject Executive Orders. The three primary goals in the Plan included:
- Workforce Diversity. Recruit from a diverse, qualified group of potential applicants to secure a high-performing workforce drawn from all segments of American society;
- Workplace Inclusion. Cultivate a culture that encourages collaboration, flexibility, and fairness to enable individuals to contribute to their full potential and further retention; and
- Sustainability. Develop structures and strategies to equip leaders with the ability to manage diversity, be accountable, measure results, refine approaches on the basis of such data, and institutionalize a culture of inclusion.
In support of the Diversity goal, OPM seeks to improve applicant flow reporting to enable human resources staff and hiring managers to determine whether recruitment efforts have been successful in drawing from all segments of society and to aid in developing future recruitment strategy. Applicant flow data has historically been collected on the basis of race, national origin, and sex, and beginning in 2014, it will be collected on the basis of disability. Historically, the data has been analyzed in an aggregate format; however, through the use of business intelligence tools, applicant flow data for individual hiring actions will be available for review at the hiring manager level after a vacancy has closed, creating incentive for increased hiring manager involvement in the recruitment process and greater opportunity for planning future recruitment efforts.
To further understand how to create an inclusive work environment where employees are fully engaged and productive, OPM and the Department of Veterans Affairs conducted factor analysis on the Federal Employee Viewpoint Survey and found that twenty questions cluster into five areas or behaviors (i.e., fair, open, cooperative, supportive, and empowering) that create inclusive work environments. Based on these five areas, OPM developed the “New IQ” (Inclusion Quotient) techniques and training to assist managers and supervisors in practicing behaviors that foster inclusion, an antecedent to employee engagement. OPM will also continue to focus on the life cycle of the Federal employee to ensure that the Federal workforce is able to hire and develop the best talent from all segments of society, with a focus on internal Diversity and Inclusion efforts to ensure that we serve as a model agency. Internal efforts will focus on the implementation of a data-driven, habit formation strategy that leverages first-line managers and supervisors to foster inclusion and engagement in the OPM workplace.
Statement:
- Increase the participation of employees, including groups that are under-represented within OPM, at all levels of the workforce.
- Increase in OPM’s employee engagement index score (especially with respect to the supervisor subcomponent) and New Inclusion Quotient (New IQ)..
Description:
- Launching a comprehensive approach to employee engagement.
- Building leadership commitment and ownership of the engagement approach that incorporates:
- supervisory training1,
- improved assessment and selection of supervisors,
- training in problem-framing and problem-solving methods that empower their teams to develop excellent solutions,
- ongoing support to supervisors and
- monitoring of supervisors’ progress using an accountability tool.
- Increasing communication to employees and promoting inclusion by:
- identifying and using available communication vehicles, including THEO, USAJOBS, USAStaffing®, Retirement ServicesOnline, EmployeeExpress, and OPM.gov,
- Involving employees in design of programs, products and services through collaboration using the Innovation Lab and other internal resources,
- Reflecting OPM core values in communications to employees, including recognition of employees who exhibit core values,
- Involving employee labor/representative groups as vehicles to support the engagement approach.
1 Unless otherwise specified, training described in this plan will be delivered through a shared services model to achieve consistent standards of quality and optimize efficient use of limited resources.
Statement:
Increase in the percent of OPM employees reporting real opportunities to improve their skills within the organization (Federal Employee Viewpoint Survey, item #1).
Description:
- Developing an agency workforce plan that outlines OPM’s workforce needs for the medium to long term.
- Conducting a skills gap analysis that identifies the skill requirements of the OPM workforce.
- Aligning Learning Center and The Lab @ OPM’s offerings with OPM needs identified through the skill gap analysis.
- Training OPM employees on the agency’s core values as well as problem-solving methods that support those values.
- Instituting a formal experiential development program (e.g., Fellows, details, cross-organization project opportunities).
- Supporting shadowing and mentoring practices and programs.
- Defining career paths for OPM occupations.
- Leveraging Employee Resource and Affinity Groups to help connect to employees at all levels of the organization.
Priority Goals
Statement:
OPM will support diversity and inclusion by aligning OPM business intelligence tools to help decision makers, like hiring managers and supervisors, analyze key workforce data including applicant flow, attrition/retention, and inclusion indicators. In so doing, decision makers can develop better outreach and recruitment methods; determine what factors contribute to the retention of a talented workforce; experience cost savings through decreased attrition; and create an inclusive work environment that empowers employees to contribute to their full potential. By September 30, 2015, 95 percent of OPM and 25 percent of government-wide hiring actions will occur following human resource and/or hiring manager’s use of a tool that reveals applicant flow data from prior recruitment efforts. This tool will assist human resource and/or hiring managers in planning their strategic recruitment efforts, resulting in measurable improvements in the recruitment and outreach to underrepresented communities and manager satisfaction with the quality of new hires.
Description:
OPM is responsible for the Government-wide Diversity and Inclusion effort focused on developing, driving, and monitoring strategies and initiatives designed to create a more diverse and inclusive Federal workforce. Executive Order 13583, “Establishing a Coordinated Government-wide Initiative to Promote Diversity and Inclusion in the Federal Workforce,” challenged the Federal Government with leading by example and attaining a diverse, qualified workforce that enables employees to contribute to their full potential. Similarly, Executive Order 13548, “Increasing Federal Employment of Individuals with Disabilities,” requires agencies to improve their efforts to employ Federal workers with disabilities and targeted disabilities through increased recruitment, hiring, and retention of these individuals.
In FY 2012, OPM issued the Government-wide Diversity and Inclusion Strategic Plan to provide direction to fifty-seven participating departments and agencies under the two subject Executive Orders. The three primary goals in the Plan included:
- Workforce Diversity. Recruit from a diverse, qualified group of potential applicants to secure a high-performing workforce drawn from all segments of American society;
- Workplace Inclusion. Cultivate a culture that encourages collaboration, flexibility, and fairness to enable individuals to contribute to their full potential and further retention; and
- Sustainability. Develop structures and strategies to equip leaders with the ability to manage diversity, be accountable, measure results, refine approaches on the basis of such data, and institutionalize a culture of inclusion.
In support of the Diversity goal, OPM seeks to improve applicant flow reporting to enable human resources staff and hiring managers to determine whether recruitment efforts have been successful in drawing from all segments of society and to aid in developing future recruitment strategy. Applicant flow data has historically been collected on the basis of race, national origin, and sex, and beginning in 2014, it will be collected on the basis of disability. Historically, the data has been analyzed in an aggregate format; however, through the use of business intelligence tools, applicant flow data for individual hiring actions will be available for review at the hiring manager level after a vacancy has closed, creating incentive for increased hiring manager involvement in the recruitment process and greater opportunity for planning future recruitment efforts.
To further understand how to create an inclusive work environment where employees are fully engaged and productive, OPM and the Department of Veterans Affairs conducted factor analysis on the Federal Employee Viewpoint Survey and found that twenty questions cluster into five areas or behaviors (i.e., fair, open, cooperative, supportive, and empowering) that create inclusive work environments. Based on these five areas, OPM developed the “New IQ” (Inclusion Quotient) techniques and training to assist managers and supervisors in practicing behaviors that foster inclusion, an antecedent to employee engagement. OPM will also continue to focus on the life cycle of the Federal employee to ensure that the Federal workforce is able to hire and develop the best talent from all segments of society, with a focus on internal Diversity and Inclusion efforts to ensure that we serve as a model agency. Internal efforts will focus on the implementation of a data-driven, habit formation strategy that leverages first-line managers and supervisors to foster inclusion and engagement in the OPM workplace.
Strategic Goal:
MG2 Timely, Accurate, and Responsive Customer Service
Statement:
Provide timely, accurate, and responsive service that addresses the diverse needs of our customers.
Strategic Objectives
Statement:
- Identifying how customer service improvement will drive achievement of program outcome goals through the LAB @ OPM, human-centered design, and other collaborative methods.
- Taking an inventory of OPM’s points of contact within each customer segment in order to identify duplication, gaps, hidden gems, heroes, best practices, centers of excellence (e.g., OPM's best help desks, most successful customer service training programs, effective customer councils).
- Developing an customer service investment plan that:
- supports program goals and builds on our strengths
- leverages resources across OPM and across our partner agencies,
- re-allocates resources from unsuccessful customer service efforts to successful ones, and
- Ensures cross-channel integration so that service is centered on the customer – not organizational units.
Description:No Data Available
Statement:
- Each customer-facing unit of OPM will establish customer service standards and quantifiable performance targets for timeliness, accuracy, and quality.
Description:
- Assigning a cross-OPM lead for Customer Service Strategy responsible for the development of an agency-wide customer service strategic plan and ongoing performance improvement.
- Developing customer service standards (timeliness, accuracy, and quality) to hold employees and units accountable and incentivizing exemplary customer service.
- Reporting by program goal owners on their progress on customer service goals set in the strategic plan on a routine basis.
- Engaging all our customers as partners in meeting agency goals:
- Align customers through the CHCO Council and Human Resources Line of Business (HRLOB);
- Empower employees, retirees, and applicants through self-service tools and better information about our services;
- Increase outreach to customers through customer councils, surveys, participatory design sessions in the LAB @ OPM and test beds;
- Set customer service expectations across the agency.
Statement:No Data Available
Description:
- Using multiple, integrated IT platforms to interface with customers from all communities and diverse backgrounds, including USAJOBS, USAStaffing, Retirement Services Online, Employee Express, and OPM.gov.
- Providing web based tutorials for customers.
- Developing web based media kits for customers.
- Sharing results of customer service survey with the public in a meaningful way (e.g. metrics and dashboard).
Statement:
- All OPM employees (and contractors) in customer-facing units will receive training (delivered through a shared services model) in customer service based on objectives defined in the customer service strategic plan.
Description:
- Communicating key topics (inclusion, engagement, telework) on multiple platforms.
- Keeping customers abreast of legal changes.
- Ensuring that all HR information systems across the Federal government are aligned with OPM policy and guidance.
Strategic Goal:
MG3 Evidence-Based Policy and Practices
Statement:
Serve as the thought leader in research and data-driven human capital management and policy decision making.
Strategic Objectives
Statement:
Increase in the production and dissemination of evidence-based policy papers, evaluations, and research.
Description:
- Developing and standardizing policies and procedures for all data governed by OPM.
- Establishing an internal and external governance structure overseeing data analysis.
- Setting an annual research agenda to focus attention on current and projected issues affecting the Federal workforce and the relevant data important to those issues.
Statement:
Reduced per-person costs of data acquisition, analysis and decision making.
Description:
- Integrating data received by OPM through use of a common identifier.
- Developing shared communication and decision making tools to manage data.
- Building internal consulting and tools to drive evidence-based policy practices.
Statement:
A growing number of collaborative relationships with universities, think tanks, and others using OPM data.
Description:
- Working with universities, other academic institutions, agencies and industry to access data sets and ensure that OPM is using the most current analytic methods.
- Developing work groups with agencies to assess the most commonly used data and information.
- Establishing a data analysis community of practice and standards through CHCO Council and HRLOB.
- Partnering with Think Tanks to share best practices and compare methods.
Statement:
- An increasing number of OPM analysts trained on accessing data from OPM sources.
- Improvement in stakeholder perceptions of the quality (relevance, timeliness, accuracy and transparency) of our analytic products.
Description:
- Providing training to OPM employees on data analysis and navigating cross-agency data sets.
- Creating business processes to manage the access to and use of data by employees and ensure compliance with applicable legal requirements.
- Publishing an annual report discussing progress and challenges related to data analysis.
- Providing tools directly linked to findings.
- Providing training to OPM employees to navigate cross-agency data.
Strategic Goal:
MG4 Efficient and Effective Information Systems
Statement:
Manage information systems efficiently and effectively in support of OPM’s mission.
Strategic Objectives
Statement:
Increase in savings resulting from the elimination of duplicative, redundant, or unaligned IT expenditures
Description:
- Publishing OPM’s IT Strategic Plan.
- Delivering a framework for a set of standards that supports the entirety of the HR life cycle as documented in the Human Resources Line of Business (HRLOB) Business Reference Model (BRM) that recognizes and synergizes the technology and tools within OPM, Shared Service Centers, and industry.
- Establishing a culture of openness and trust throughout the HR IT community and among key federal stakeholder communities.
- Establishing a practice of transparent IT cost accounting throughout OPM.
Statement:
Achieving agreed completion milestones for systems and initiatives planned and funded for the next 4 years that has been prioritized and approved through Governance.
Description:
- Enhancing the OPM Director’s ability to establish strategy and policy across the HR life cycle.
- Enabling the Chief Human Capital Officers Council to work with the OPM Director to translate the HR strategy and policy into business and policy requirements for HR IT systems.
- Positioning the OPM CIO as the Federal HR CIO responsible for setting government-wide HRIT strategic direction and standards for HR IT service providers.
- Establishing a flexible capital planning and investment management process within OPM that provides transparency of IT expenditures and IT program/project performance.
- Establishing client and stakeholder engagement practices focused on measuring the cost, quality and compliance of Shared Service Center IT capabilities.
- Developing an enterprise architecture that supports the HR life cycle as documented in the HRLOB BRM.
- Establishing standards for managing OPM IT programs / projects and providing oversight to measure their performance.
- Identifying qualified and trained / certified IT customer relationship managers for each OPM business unit to ensure partnership and collaboration between the OPM CIO and the Assistant Directors and Office Heads.
- Establishing service level agreements and program plans that document expectations of the CIO and business unit leaders to achieve affordable, responsive HR IT capabilities.
- Establishing a data management program that provides greater access to HR data and enables data analytics that informs policy and decisions.
- Incorporating portfolio goals into SES performance management system.
Statement:
- Consolidating platforms to enhance interoperability and reduce duplication.
- Implementing collaboration tools that will provide easy access to all data, information, and systems that individuals are authorized to access, while using the strong controls required for enhanced information security.
- Implementing a shared case management solution that provides case tracking and reporting, and workflows.
- Implementing a single, virtual data warehouse and sharing capability that better meets business needs while reducing redundancies.
- Operating an efficient intranet and providing web services for OPM employees.
- Operating an effective secure network, data center, and desktop environment.
- Strengthening financial controls and reporting to enable spending transparency across funding types and programs.
Description:No Data Available
Priority Goal: Cybersecurity Monitoring
Statement:
|
Continue enhancing the security of OPM's information systems by strengthening authentication and expanding the implementation of continuous monitoring. OPM will increase the use of multi-factor strong authentication in multiple ways. While OPM enforces Personal Identity Verification (PIV) authentication for its internal users, OPM targets PIV usage for OPM services at 50 percent of Federal users by the end of FY 2016. By the end of FY 2017, OPM will enforce multi-factor authentication for 100 percent of all PIV-enabled users and 80 percent of non-PIV-enabled users. OPM will increase its security posture by expanding the Information Security Continuous Monitoring (ISCM) capabilities throughout FY 2015. Leveraging the Continuous Diagnostic and Mitigation (CDM) program, OPM will expand continuous diagnostic capabilities by increasing the network sensor capacity, automating sensor collections, and prioritizing risk alerts. By the end of the second quarter of FY 2016, OPM will have acquired, implemented, and refined the four (4) CDM controls including vulnerability management, secure configuration management, hardware asset management, and software asset management. These tools will increase OPM’s ability to identify and respond to security issues. By the end of FY 2016, 95 percent of OPM’s assets will be visible in the CDM dashboard. In FY 2017, OPM will use the benchmarking results to identify and prioritize the implementation of other ISCM controls. OPM will continue to pursue a number of additional actions as outlined in its Cybersecurity Monitoring goal. |
Description:
|
OPM stores more Personally Identifiable Information (PII) and other sensitive records than almost any other Federal agency. This is a tremendous trust placed in the agency by the millions of current and former Federal employees, and one that OPM must continually earn through constant vigilance. The prior breaches of OPM data make clear that cybersecurity must remain a priority for all agencies, but especially OPM. As President Obama has said, “Both state and non-state actors are sending everything they’ve got at trying to breach these systems…And this problem is not going to go away. It is going to accelerate. And that means that we have to be as nimble, as aggressive, and as well-resourced as those who are trying to break into these systems.” In a world of evolving threats, there is no such thing as “total cybersecurity.” But the actions outlined by OPM, and continued collaboration with Federal partners, Congress, and outside experts, will ensure that OPM has the tools it needs to safeguard its systems and protect our nation’s citizens and the men and women that serve the Federal Government. This goal aligns with Administration cybersecurity priorities. The goal was established in coordination with OMB policies and guidance, to include the Cybersecurity Strategy and Implementation Plan (CSIP), the Fiscal Year 2015-2016 Guidance on Federal Information Security and Privacy Management Requirements, and the Cybersecurity CAP goal. |
Statement:No Data Available
Description:
- Supporting integrity of background investigations through innovative technology.
- Supporting modern IT systems for retirement processing.
- Supporting IT service delivery for customer agencies.
- Supporting health and insurance initiatives.
- Supporting current and planned business initiatives for which IT is an enabler.
Strategic Goal:
MG5 Transparent and Responsive Budgets
Statement:
Establish responsive, transparent budgeting and costing processes.
Strategic Objectives
Statement:
Increase in organizations adherence to operation plan
- available resources used (adherence to operation plan) for mandatory component
- available resources used (adherence to operation plan) for discretionary component
Description:
- Issuing re-baselining “how-to” guidance
- Determining activities and cost
- Building up budget (cost) for mandatory functions
Statement:
Agency budget and spending are aligned to strategic goals.
Description:
- Defining roles of Associate Directors, Office Heads, and the Director in the prioritization process.
- Informing senior leadership on the prioritization process and its associated criteria drivers.
- Aligning and tracking the agency’s budget and expenditures to strategic goals.
- Prioritizing discretionary activities and advising senior leadership of prioritization recommendations.
- Aligning, tracking and reporting the agency’s budget by strategic goal for all funds quarterly.
Statement:
- Achieve cost recovery in the Revolving Fund over a reasonable period of time.
- Program managers and resource management officers are trained on the new budget process.
Description:
- Developing a statement of policy to institutionalize the process.
- Developing a document to explain the new budget process (including common services).
- Training program managers and resource management officers on budget process and program responsibilities.
Strategic Goal:
SG6 Engaged Federal Workforce
Statement:
Provide leadership in helping agencies create inclusive work environments where a diverse Federal workforce is fully engaged and energized to put forth its best effort, achieve their agency’s mission, and remain committed to public service.
Strategic Objectives
Statement:
Increase in the proportion of training and certification managed through a shared services platform that has been certified by OPM.
Description:
- Promoting, developing and providing supervisor and manager training and professional development as a critical element of organizational performance.
- Evaluating Executive Core Qualifications (ECQs) framework to ensure the underlying competencies drive performance and foster employee engagement for 21st century work.
- Partnering with agencies to develop common solutions to meet the various components in the Supervisory Training Framework released December 2012, and Managerial Training Framework.
- Holding agencies accountable for ensuring supervisors and managers participate in training designed to improve employee engagement and to meet training requirements outlined in 5 CFR412.
Statement:
Increase in the percent of agencies that meet or exceed their baseline targets for hiring veterans.
Increase in the number of CHCO agencies that increased employee engagement scores as measured by FEVS results.
Increase in the number of CHCO agencies that improved employee engagement related Human Capital metrics (e.g., turnover, sick leave usage).
Description:
- Promoting rigorous, competency-based selection for supervisors, managers, and executives that targets the unique talents it takes to effectively manage people and build and retain an engaged workforce.
- Evaluating Executive Core Qualifications (ECQs) framework to ensure the underlying competencies continue to drive performance and foster employee engagement.
- Partnering with agencies to develop common solutions for succession management and hiring supervisors, managers, and executives that are valid and cost effective.
- Offering a line of exclusive assessments for government leaders and leverage existing assessments to bridge the best of the private sector with OPM’s own internal capacity.
Statement:
Increase in CHCO satisfaction with availability and effectiveness of OPM’s tools, products, and services on employee engagement.
Description:
- Designing, providing, and promoting employee engagement tools, products, and services accessible to agencies and employees.
- Partnering with agencies to promote and share promising practices and metrics on employee engagement.
Statement:
Increase in the percentage of Federal employees and managers who report satisfaction in the area of diversity and inclusion.
Increase in the percentage of employees in the Federal government with targeted disabilities.
Increase in the percentage of hiring actions across the Federal government where managers utilize applicant flow data delivered by OPM business intelligence tools.
Description:
- Providing a standard definition of employee engagement and identify the factors and practices that drive engagement.
- Working with agencies to evaluate employee engagement based on Federal Employee Viewpoint Survey (FEVS) results and other human capital metrics so agencies make data driven decisions and build and execute effective action plans.
- Working with agencies to evaluate inclusive work environments through the use of the new IQ (inclusion quotient), which is based upon data from the FEVS.
- Monitoring agency results on targeted employee engagement areas through agency human capital self-accountability audits and OPM’s HR oversight audits.
Priority Goals
Statement:
Professionalize the government-wide HR workforce by implementing a comprehensive HR certification program through HR University, which will greatly aid in achieving the long term goal of improving the quality of HR services government-wide, including measurable improvements in manager satisfaction with the quality of new hires. By end of FY 2015, more than 95 percent of Federal HR professionals (GS-201s/203s) will have registered for HR University. By the end of FY 2015, each HR Technical Area (Employee Relations, Staffing, Compensation, etc.) will have developed its curriculum for the Technical Specialist Role, as a step towards future HR Certification professional recognition.
Description:
In response to the critical need for ensuring that the Federal Government possesses the Human Capital required to meet 21st Century mission-related challenges, the Administration designated closing skills gaps as a 2012-2013 Cross-Agency Priority Goal. The initiative is being implemented in two phases, described below. OPM has designated closing Human Resources Skills Gaps, one of several focus areas under this initiative, as a 2014-2015 OPM Priority Goal.
Phase I created a Government-wide strategic workforce planning method through which agencies and the Chief Human Capital Officers Council (CHCOC) could identify occupations and competencies where staffing gaps could jeopardize the ability of the Government or specific agencies to accomplish their missions. Agencies and the CHCOC used this common method to identify occupations and competencies for skills gaps closure. Based on this analysis, the CHCOC identified six mission critical occupational groups and seven competencies, requiring government-wide focus. The six occupational groups are Cybersecurity, Acquisition, Economist, Human Resources, Auditor and STEM (Science, Technology, Engineering and Mathematics). The seven competencies are strategic thinking, problem solving, data analysis, influencing/negotiating, grants management, grants management compliance, and grants financial management. Successful skills gaps closure is critically dependent on a strong HR workforce who can provide strategies, programs and tools that help occupational leaders design and implement skills gaps closure efforts. For this reason, OPM designated HR Skills Gaps as an Agency Priority Goal.
In Phase II, OPM has designated a sub-goal leader for each of the six occupational groups to assist OPM in identifying potential pilot projects through which effective skill gaps strategies could be explored in order to design a comprehensive skills gap closure strategy. OPM’s Associate Director for Employee Services has served as the sub-goal leader for HR Skills Gaps Closure. He chairs the CHCOC HR Skills Gaps Working Group, which meets monthly to set the direction for skills gap closure, provides research and design support, and makes recommendations to the CHCOC.
Strategic Goal:
SG7 Improved Retirement Benefit Service
Statement:
Ensure that Federal retirees receive timely, appropriate, transparent, seamless, and accurate retirement benefits.
Strategic Objectives
Statement:
Increase the percentage of all retirement data from agencies according to the required standard.
Increase the percentage of retirement applications prepared through information systems that meet established standards and have been certified by OPM.
Description:
- Establishing shared responsibility among OPM offices and agencies to ensure consistent information, tools, and counseling to employees.
- Establishing government-wide data elements and standards spanning the employee life-cycle for management and receipt of timely and accurate employee data required for retirement.
- Establishing and enforcing standards for information systems used for management of retirement counseling and application preparation, and application transmittal.
- Promulgating policy harmonization and standards across Government and issue requirement for all agencies and payroll centers to provide data in an appropriate format.
- Continuing agency audits to improve quality of retirement submissions.
- Engaging employees across the employee life cycle in preparation for retirement.
Statement:
Exceed established targets on processing retirement and survivor claims accurately as published in the Annual Performance Report.
Improve the level of customer satisfaction as measured by customers satisfied with overall retirement services.
Exceed the targets established to reduce improper payments in the retirement program as outlined in the annual Agency Financial Report.
Description:
- Investing in information technology tools and solutions such as the development of a full case management and workflow capability to facilitate payment of accurate and timely benefits payments.
- Using performance measures to ensure quality customer service.
- Strengthening quality assurance processes, policies, and procedures.
- Ensuring continued focus on addressing and reducing improper payments.
- Using all tools available including the CARE Team, the LAS survey and the Customer Service Survey to identify customer service trends and prioritize areas where change is needed
- Delivering optimal customer service experiences by improving processes.
- Implementing best practices for receipt and use of electronic data.
- Issuing data standards for agencies and payroll providers and investing in the capability to receive data in appropriate standards.
- Issuing data standards for electronic application.
Priority Goal: PG1 Retirement claims processing improvements
Statement:
Reduce Federal retirement processing time by making comprehensive improvements and move toward electronic processing of all retirement applications. Starting July 1, 2014, process 90 percent of cases in 60 days or less. By the end of FY 2015, increase the use of services on-line by 25 percent (from a baseline of 367,000 annuitants), and increase the percentage of complete cases received from agencies to 95 percent or greater (from a baseline of 89 percent) with the long term goal of 100 percent of cases received as complete.In addition, by FY 2015, OPM will develop capabilities to receive electronic retirement applications.
Description:
The Office of Personnel Management (OPM) is responsible for the administration of the Federal Retirement Program covering over 2.7 million active employees and nearly 2.6 million annuitants. This responsibility is shared with agency partners who counsel their employees and administer the initial retirement application process, and submit the employee’s application, with all supporting documentation, to OPM’s Retirement Services. OPM remains committed to improving all areas of retirement case related production by refining and implementing Lean Six Sigma activities, providing needed training and development, and diverting resources to areas needing concentrated efforts. In order to make comprehensive improvements to retirement claims processing, OPM will continue to focus on the following four pillars: People; Productivity and Process Improvement; Partnerships with Agencies; and Partial, Progressive IT Improvements.
Statement:
Train and certify agency benefit/retirement officers who have not been trained on retirement services
Description:
- Developing an agency benefit officers’ service delivery model emphasizing shared responsibility for benefits/retirement among employees, OPM and agencies.
- Defining standards for agency benefit officers, measuring their results, and recognizing them for exceptional customer service.
- Develop training certification for agency benefit/retirement officers on retirement services.
Priority Goals
Statement:
Reduce Federal retirement processing time by making comprehensive improvements and move toward electronic processing of all retirement applications. Starting July 1, 2014, process 90 percent of cases in 60 days or less. By the end of FY 2015, increase the use of services on-line by 25 percent (from a baseline of 367,000 annuitants), and increase the percentage of complete cases received from agencies to 95 percent or greater (from a baseline of 89 percent) with the long term goal of 100 percent of cases received as complete.In addition, by FY 2015, OPM will develop capabilities to receive electronic retirement applications.
Description:
The Office of Personnel Management (OPM) is responsible for the administration of the Federal Retirement Program covering over 2.7 million active employees and nearly 2.6 million annuitants. This responsibility is shared with agency partners who counsel their employees and administer the initial retirement application process, and submit the employee’s application, with all supporting documentation, to OPM’s Retirement Services. OPM remains committed to improving all areas of retirement case related production by refining and implementing Lean Six Sigma activities, providing needed training and development, and diverting resources to areas needing concentrated efforts. In order to make comprehensive improvements to retirement claims processing, OPM will continue to focus on the following four pillars: People; Productivity and Process Improvement; Partnerships with Agencies; and Partial, Progressive IT Improvements.
Strategic Goal:
SG8 Enhanced Federal Workforce Integrity
Statement:
Enhance the integrity of the federal workforce.
Strategic Objectives
Statement:
90% of Top Secret investigations completed in average of 80 days or fewer and Secret investigations completed in average of 40 days or fewer.
Percent of milestones met in FBI/OPM implementation plan to provide emerging Criminal History Information to employing government agencies implementation plan
Description:
- Defining executive branch wide quality standards for background investigations and revising tools and measures to universally assess quality in collaboration with Office of the Director of National Intelligence and the Suitability and Security Clearance Performance Accountability Council,.
- Automating front-end processes to reduce paper investigation requests in support of Background Investigations timeliness standards.
- Implementing revised Federal Investigative standards.
- Establishing and enforcing standards for information systems used for management of adjudication decisions and data.
- Developing tools to deliver appropriate emerging information to decision makers.
- Developing automated tools to support efficiency and consistency in background investigation processes.
Priority Goal: PG2 Improve the Oversight and Quality of Background Investigation Processing
Statement:
Ensure that investigations achieve quality standards, while maintaining timeliness goals of the Intelligence Reform and Terrorism Prevention Act of 2004. Throughout FY 2014 and 2015, OPM will target 99 percent or more of all OPM investigations adjudicated as “quality complete” by agencies receiving closed investigations.
Description:
Beginning in FY 2013, the Director of National Intelligence (DNI) further challenged the background investigations process by revising the Intelligence Reform and Terrorism Prevention Act timeliness metrics to establish a separate standard for Top Secret investigations. As a result, the DNI shifted greater management focus on the manpower intensive workload, necessitating the creation of revised workload management tools and rules to measure and manage workload by case type.
While OPM has made significant progress on timeliness since 2004, the agency has maintained its primary focus on delivering top quality products to agencies. OPM will work with its executive branch reform partners to develop and implement Executive Branch quality standards, with a measurement tool designed for universal application during both the investigative and adjudicative processes. OPM will focus on implementing these additional initiatives while maintaining timeliness objectives. OPM will satisfy all national security standards, deliver quality products, and achieve Congressional and DNI mandated timeliness goals.
OPM is sensitive to the fiscal environment and the need for customer agencies (i.e., the employing or sponsoring agencies) to have more insight into the costs of background investigations. To this end, OPM will continue conducting business efficiency studies and maturing its cost allocation model to provide more detailed cost data and to optimize the value of OPM’s investigative products to agency adjudicators, which in turn translates into better value to taxpayers.
Statement:
70% or greater of agency human capital offices evaluated demonstrate progress in improving their human capital programs after implementing OPM required and recommended actions.
80% or greater of all required actions cited in reports are addressed by agencies within prescribed timeframes.
80% or greater of Delegated Examining Units with severe problems demonstrate satisfactory level of competence within one year or cease to independently operate.
Description:
- Evaluating agencies’ human capital management programs and accountability systems for effectiveness, efficiency, and compliance with law and regulation.
- Ensuring OPM’s products and services are designed to help agencies maintain efficient, effective, and compliant human capital management programs
- Ensuring agencies take corrective actions when high-risk vulnerabilities and violations of law in human capital management programs are identified.
- Exploring options to strengthen OPM’s enforcement authorities or measures when agencies fail to meet regulatory requirements.
- Developing work products and processes that increase transparency and strengthen agency senior leader commitment and support in ensuring their human capital management programs are efficient, effective, and compliant, including
- a dashboard of human capital management targets to increase agency awareness and drive improvement efforts,
- information on effective human capital management programs, practices, and strategies Government-wide and agency-specific problematic trends, root causes, and improvement strategies.
Statement:
80% or greater of participants assess the quality of training provided by Agency Compliance and Evaluation staff at no less than 4 out of 5 points on a scale of 1-5.
Increase in the percentage of HR specialists and agency benefit officers trained and certified by HR University.
Increase in the percentage of applicable HR information systems across the Federal government are certified to align with OPM policy and guidance for equitable treatment.
Description:
- Training and certifying gency staff to carry out competitive hiring operations delegated by OPM.
- Training agency staff to conduct self-assessments of agency human capital management programs.
- Creating a certification process for agency self-assessment evaluators.
- Communicating new and existing policy and standards to agencies.
- Educating agencies about the merit system principles and prohibited personnel practices.
- Promoting and delivering low-cost, effective learning solutions for the federal community through expanded distance- and blended-learning solutions, skills immersion mini-workshops, and open enrollment course offerings through the new HR Training On Demand program.
- Training HR professionals across the Federal government through HR University (HRU) and the HR Training on Demand program and assisting HR specialists with additional policy and guidance.
- Promote training programs across all OPM platforms, including USA Learning, HR Learning Connection, OPM Learning Center, HR University, THEO, USAJOBS, and OPM.gov
Priority Goal: Human Resource Workforce Capability
Statement:
Close skills gaps in the Federal human resource workforce by developing and launching a Federal HR curriculum. By the end of FY 2016, build and launch curricula for staffing and classification. Baseline HR professionals’ proficiency levels for the Staffing specialty area competencies, and set targets for improvement. By the end of FY 2017, build and launch curricula for employee relations and labor relations; and design a certification program for existing HR University curricula.
Description:
The Federal human resources profession performs the vital role of supporting the recruitment, hiring and management of the Federal civilian workforce. The President’s Management Agenda and OPM Strategic Plan both rely critically on the ability of human resources professionals to keep abreast of innovations in talent management, evolving human resources policies, and new skills required for successful execution of Federal talent strategies. Currently, investment in development for Federal HR professionals varies across agencies in approach, content, and quality. To assure a leveling-up of HR professional development and support Government-wide HR reforms, OPM is partnering with the Chief Human Capital Officers Council to build a comprehensive curriculum of HR training and education to be delivered through the HR University (HRU). The CHCO Council is using a Community Framework to develop an agreed approach to identifying required skills, assessing the current workforce competencies to identify gaps, and targeting the development of coursework toward high priority skills. The HRU Curriculum will address all HR professional roles and technical specialty areas, and will consist of courses offered by OPM’s HR Solutions, as well as courses available from other Federal agencies. The Community Framework also includes a credentialing strategy to be developed by the CHCO Council based on benchmarking of industry best practices. A certification program will be built into the HRU Curriculum to support any future credentialing program.
The highest risk to successful execution of this goal is agencies’ willingness to pay for courses offered by HR University. Recovering the investment costs for the curriculum and HRU operations is critical to OPM’s Human Resources Solutions’ (HRS) sustainable delivery of HRU curricula and developmental resources. To mitigate this risk, HRS is collaborating closely with the CHCO Council HR Skills Gaps Executive Steering Committee to build the curriculum. Through a co-production method, HRS will ensure that courses being offered directly meet agencies’ perceived needs for HR skills development.
Statement:
Increase in the percentage of hiring officials reporting satisfaction with quality of appointee.
Increase in the number of agencies adopting the basic SES performance appraisal system and including cross-Government requirements (e.g., Employee Viewpoint Survey results, diversity management and inclusion, effective human capital management, etc.).
Increase in the number of agencies receiving training on the Qualification Review Board requirements enabling initial SES appointments.
Description:
- Establishing policy and guidance to foster an effective enterprise approach to the diverse and inclusive recruitment, selection, appointment, performance management, compensation, recognition, and development of SES and other Senior Employees consistent with applicable law.
- Administering enterprise processes to ensure the selection, appointment, performance management, compensation, recognition, and development of SES and other Senior Employees complies with civil service laws, rules, and regulations.
- Providing an optional automated performance management system, USA Performance℠, to automate the government-wide SES PM System.
Priority Goals
Statement:
Ensure that investigations achieve quality standards, while maintaining timeliness goals of the Intelligence Reform and Terrorism Prevention Act of 2004. Throughout FY 2014 and 2015, OPM will target 99 percent or more of all OPM investigations adjudicated as “quality complete” by agencies receiving closed investigations.
Description:
Beginning in FY 2013, the Director of National Intelligence (DNI) further challenged the background investigations process by revising the Intelligence Reform and Terrorism Prevention Act timeliness metrics to establish a separate standard for Top Secret investigations. As a result, the DNI shifted greater management focus on the manpower intensive workload, necessitating the creation of revised workload management tools and rules to measure and manage workload by case type.
While OPM has made significant progress on timeliness since 2004, the agency has maintained its primary focus on delivering top quality products to agencies. OPM will work with its executive branch reform partners to develop and implement Executive Branch quality standards, with a measurement tool designed for universal application during both the investigative and adjudicative processes. OPM will focus on implementing these additional initiatives while maintaining timeliness objectives. OPM will satisfy all national security standards, deliver quality products, and achieve Congressional and DNI mandated timeliness goals.
OPM is sensitive to the fiscal environment and the need for customer agencies (i.e., the employing or sponsoring agencies) to have more insight into the costs of background investigations. To this end, OPM will continue conducting business efficiency studies and maturing its cost allocation model to provide more detailed cost data and to optimize the value of OPM’s investigative products to agency adjudicators, which in turn translates into better value to taxpayers.
Strategic Goal:
SG9 Healthier Americans
Statement:
Increase the percentage of states covered by at least one Multi-State insurance carrier and percentage of states covered by two or more Multi-State insurance issuers. Increase the number of carriers receiving OPM “Exemplary” or “Most Improved” distinction for health care quality or customer service.
Improve overall satisfaction with health plan as reported by health plan enrollees in Consumer Assessment of Healthcare Providers and Systems (CAHPS). Decrease the number of ineligible dependents on enrollee’s FEHB coverage.
Strategic Objectives
Statement:
Increase the percentage of states covered by at least one Multi-State insurance issuer and percentage of states covered by two or more Multi-State insurance issuers.
Increase the number of carriers receiving OPM “Exemplary” or “Most Improved” distinction for health care quality or customer service.
Improve overall satisfaction with health plan as reported by health plan enrollees in Consumer Assessment of Healthcare Providers and Systems (CAHPS).
Decrease the number of ineligible dependents on enrollee’s FEHB coverage.
Description:
- Ensuring Multi-State Plans (MSP) and Federal Employees Health Benefits (FEHB) health plans cover the full range of Essential Health Benefits.
- Leveraging our experience in the FEHB and MSP programs to identify and implement best practices across the insurance portfolio.
- Providing responsive customer service to insured populations.
- Analyzing complaints and appeals to elucidate opportunities to better meet the needs of enrollees.
- Updating electronic consumer decision support and health plan selection tools to optimize enrollee choice.
- Developing a comprehensive health plan assessment methodology that evaluates health care quality, customer service, and financial performance.
Statement:No Data Available
Description:No Data Available
Priority Goal: FEHB Plan Performance
Statement:
Improve health outcomes for the 8.2 million Federal employees, retirees, and their dependents enrolled in health plans participating in the Federal Employees Health Benefits (FEHB) program. In 2016, FEHB plan performance will be assessed based on a common set of measures of clinical quality, customer service and appropriate resource use; this performance assessment will be used in the determination of plan profit margins. While each plan will be assessed based on its performance, overall progress for the FEHB program will be measured by an increase in the number of FEHB plans at or above the 50th percentile of the relevant national, commercial benchmark year-on-year as measured by FEHB plan scored values on the designated high priority indicators used continuously during the evaluation period. These high priority measures include: risk adjusted all cause readmissions, timeliness of prenatal care and blood pressure control.
Description:
To establish a consistent assessment system that includes objective performance standards, OPM has developed the FEHB Plan Performance Assessment. This assessment incorporates a discrete set of quantifiable measures to examine key aspects of health plan performance and a contract oversight evaluation by the contract officer. The FEHB Plan Performance Assessment will be linked to health plan profit. Quantifiable measures are grouped into three performance areas: Clinical Quality, Customer Services, and Resource Use (collectively termed QCR). The QCR measures consist of Healthcare Effectiveness Data and Information Set (HEDIS) and Consumer Assessment of Healthcare Providers and Systems (CAHPS) measures. The National Committee for Quality Assurance (NCQA) oversees the set of HEDIS and CAHPS measures which is used nationwide to measure performance of health plans in various areas. OPM is using NCQA’s national or regional benchmarks in the FEHB Plan Performance Assessment.
To focus attention on priority issues, OPM has developed a hierarchy for the QCR measures. In assigning priority levels to measures, OPM considered whether the measure assessed health outcomes, supported specific OPM policy priorities, and was relevant to FEHB subpopulations with particular health needs. Improvement on these high priority measures will indicate improved quality and carrier focus on critical healthcare areas for the FEHB Program.
This assessment system directly supports Goal 9 of the 2014-2018 OPM Strategic Plan by requiring that FEHB health plans meet rigorous industry standards and higher levels of health plan accountability. These higher standards and increased accountability lead to higher quality health benefits available to federal employees, federal retirees, their families, and newly eligible populations. This new initiative is also closely aligned with the current Administration’s goal of health care system improvement and parallels other federal agency and private payer processes.
Statement:
Increase influenza immunization rates, reported as Flu Shots for Adults in CAHPS Effectiveness of Care Measures.
Improve timeliness of prenatal care as reported by health plans in Healthcare Effectiveness Data and Information Set (HEDIS).
Description:
- Increasing influenza immunization rates through optimal use of health insurance benefits, occupational health resources, and employee wellness programs.
- Improving access to and timeliness of prenatal care.
- Increasing awareness and use of health insurance benefits for tobacco cessation.
Statement:
Lower Federal employee tobacco use rates as reported in the Federal Employee Benefits Survey
Description:
- Prioritizing healthy workforce aims in the Chief Human Capital Officers Council, union negotiations, labor-management forums, and interactions with consumer advocates.
- Promoting tobacco free workplaces.
- Collaborating with Substance Abuse and Mental Health Services Administration to promote awareness of mental health and Employee Assistance resources available to Federal Employees.
- Working with the General Services Administration to create a standard contract clause to promote healthy behaviors among embedded contractors.
- Engaging with government agencies and private industry leaders to promote wellness in the work environment through healthy meal and vending choices, safe stairs and walking paths, inclusion of bicycle sharing in transportation subsidies, etc.
Statement:No Data Available
Description:
- Ensuring Federal agency benefits officers are well informed about insurance programs.
- Targeting use of Direct to Enrollee/Direct to Retiree Emails regarding Open Season and key benefits topics.
- Communication to employees across all OPM platforms, including USAJOBS, USAStaffing®, Retirement ServicesOnline, EmployeeExpress, and OPM.gov.
- Targeting agencies by enrollment to deliver educational seminars on Flexible Spending Accounts and insurance benefits.
- Developing outreach strategy and implementing educational sessions to Indian Tribes on FEHBP.
Priority Goals
Statement:
Improve the efficiency of the Federal Employees Health Benefits Program and affordability of coverage offered to employees. By September 30, 2015, Reduce the rate of growth in per capita spending through a range of activities, including improved data analytics, enhanced accountability measures, and programmatic improvements.
Description:
OPM is continuing to focus on ways to optimize pharmacy practices to ensure the safe and clinically effective use of prescription medications while managing drug costs. We continue to monitor carrier performance in several areas of pharmacy benefits management, including overall pharmacy and specialty drug trends as well as generic dispensing rates. We will collect updated data on these measures of pharmacy performance. Most health plans offer programs such as step therapy, medication therapy management programs, and expanded use of prior authorization for selected drugs. Implementing programs of this type and using tiered drug formularies are positively correlated with better performance on overall and specialty drug trends and generic dispensing rates. We will negotiate with FEHB carriers plan to add and expand on these types of drug management programs that control costs and improve quality and patient outcomes.
OPM is implementing an FEHB Health Plan Performance Assessment project to measure and reward all FEHB plan performance (experience-rated and community-rated) through the use of common, objective, and quantifiable performance measures by the 2016 plan year. This will be a new approach to our assessment of the annual performance of health plans contracted under the program. The performance assessment framework will include a discrete set of qualitative and quantifiable performance measures that will be used to assess key aspects of performance. That overall assessment will then be linked to health plan profit factors. There are four primary categories of health plan performance to be assessed: clinical quality, customer service, resource use, and contract oversight.
Industry standards state that, in private employer plans, as much as 10 percent of health claim benefits paid are incurred by family members who are not eligible for coverage. The FEHB Program provides approximately 23 billion dollars in benefits annually for those covered under Self and Family enrollments. This may translate to approximately 23 million dollars for each percent paid in error. Under current FEHB procedures, agencies and the FEHB carriers both have responsibility for family member eligibility determinations. However, there is no evidence that family member eligibility is systematically verified at the time of the initial enrollment, when enrollment is changed during Open Season or upon experiencing a Qualifying Life Event (QLE) (although some agencies do require documentation for QLE changes) or at any time during the employee’s period of coverage. With the advent of electronic enrollment systems, enrollees can make certain FEHB enrollment changes without submitting any proof to their agency benefit officers.
The extent of ineligible family members covered under FEHB Self and Family enrollments is currently unknown. In addition, presently there is no centralized FEHB enrollment system to maintain a database of eligible enrollees and family members. Enrollment systems that currently exist do not require the input of family member dependent information. Thus, there is no centralized database of the FEHB enrollments and consequently, no mechanism to determine who is receiving benefits under any one Self and Family enrollment.
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FY16-17 Agency Priority Goals
An Agency Priority Goal is a near-term result or achievement that agency leadership wants to accomplish within approximately 24 months that relies predominantly on agency implementation as opposed to budget or legislative accomplishments. Click below to see this agency's FY16-17 Priority Goals.
Agency Priority Goal:
Statement:
Close skills gaps in the Federal human resource workforce by developing and launching a Federal HR curriculum. By the end of FY 2016, build and launch curricula for staffing and classification. Baseline HR professionals’ proficiency levels for the Staffing specialty area competencies, and set targets for improvement. By the end of FY 2017, build and launch curricula for employee relations and labor relations; and design a certification program for existing HR University curricula.
Description:
The Federal human resources profession performs the vital role of supporting the recruitment, hiring and management of the Federal civilian workforce. The President’s Management Agenda and OPM Strategic Plan both rely critically on the ability of human resources professionals to keep abreast of innovations in talent management, evolving human resources policies, and new skills required for successful execution of Federal talent strategies. Currently, investment in development for Federal HR professionals varies across agencies in approach, content, and quality. To assure a leveling-up of HR professional development and support Government-wide HR reforms, OPM is partnering with the Chief Human Capital Officers Council to build a comprehensive curriculum of HR training and education to be delivered through the HR University (HRU). The CHCO Council is using a Community Framework to develop an agreed approach to identifying required skills, assessing the current workforce competencies to identify gaps, and targeting the development of coursework toward high priority skills. The HRU Curriculum will address all HR professional roles and technical specialty areas, and will consist of courses offered by OPM’s HR Solutions, as well as courses available from other Federal agencies. The Community Framework also includes a credentialing strategy to be developed by the CHCO Council based on benchmarking of industry best practices. A certification program will be built into the HRU Curriculum to support any future credentialing program.
The highest risk to successful execution of this goal is agencies’ willingness to pay for courses offered by HR University. Recovering the investment costs for the curriculum and HRU operations is critical to OPM’s Human Resources Solutions’ (HRS) sustainable delivery of HRU curricula and developmental resources. To mitigate this risk, HRS is collaborating closely with the CHCO Council HR Skills Gaps Executive Steering Committee to build the curriculum. Through a co-production method, HRS will ensure that courses being offered directly meet agencies’ perceived needs for HR skills development.
Agency Priority Goal:
Statement:
Improve health outcomes for the 8.2 million Federal employees, retirees, and their dependents enrolled in health plans participating in the Federal Employees Health Benefits (FEHB) program. In 2016, FEHB plan performance will be assessed based on a common set of measures of clinical quality, customer service and appropriate resource use; this performance assessment will be used in the determination of plan profit margins. While each plan will be assessed based on its performance, overall progress for the FEHB program will be measured by an increase in the number of FEHB plans at or above the 50th percentile of the relevant national, commercial benchmark year-on-year as measured by FEHB plan scored values on the designated high priority indicators used continuously during the evaluation period. These high priority measures include: risk adjusted all cause readmissions, timeliness of prenatal care and blood pressure control.
Description:
To establish a consistent assessment system that includes objective performance standards, OPM has developed the FEHB Plan Performance Assessment. This assessment incorporates a discrete set of quantifiable measures to examine key aspects of health plan performance and a contract oversight evaluation by the contract officer. The FEHB Plan Performance Assessment will be linked to health plan profit. Quantifiable measures are grouped into three performance areas: Clinical Quality, Customer Services, and Resource Use (collectively termed QCR). The QCR measures consist of Healthcare Effectiveness Data and Information Set (HEDIS) and Consumer Assessment of Healthcare Providers and Systems (CAHPS) measures. The National Committee for Quality Assurance (NCQA) oversees the set of HEDIS and CAHPS measures which is used nationwide to measure performance of health plans in various areas. OPM is using NCQA’s national or regional benchmarks in the FEHB Plan Performance Assessment.
To focus attention on priority issues, OPM has developed a hierarchy for the QCR measures. In assigning priority levels to measures, OPM considered whether the measure assessed health outcomes, supported specific OPM policy priorities, and was relevant to FEHB subpopulations with particular health needs. Improvement on these high priority measures will indicate improved quality and carrier focus on critical healthcare areas for the FEHB Program.
This assessment system directly supports Goal 9 of the 2014-2018 OPM Strategic Plan by requiring that FEHB health plans meet rigorous industry standards and higher levels of health plan accountability. These higher standards and increased accountability lead to higher quality health benefits available to federal employees, federal retirees, their families, and newly eligible populations. This new initiative is also closely aligned with the current Administration’s goal of health care system improvement and parallels other federal agency and private payer processes.
Agency Priority Goal:
Statement:
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Continue enhancing the security of OPM's information systems by strengthening authentication and expanding the implementation of continuous monitoring. OPM will increase the use of multi-factor strong authentication in multiple ways. While OPM enforces Personal Identity Verification (PIV) authentication for its internal users, OPM targets PIV usage for OPM services at 50 percent of Federal users by the end of FY 2016. By the end of FY 2017, OPM will enforce multi-factor authentication for 100 percent of all PIV-enabled users and 80 percent of non-PIV-enabled users. OPM will increase its security posture by expanding the Information Security Continuous Monitoring (ISCM) capabilities throughout FY 2015. Leveraging the Continuous Diagnostic and Mitigation (CDM) program, OPM will expand continuous diagnostic capabilities by increasing the network sensor capacity, automating sensor collections, and prioritizing risk alerts. By the end of the second quarter of FY 2016, OPM will have acquired, implemented, and refined the four (4) CDM controls including vulnerability management, secure configuration management, hardware asset management, and software asset management. These tools will increase OPM’s ability to identify and respond to security issues. By the end of FY 2016, 95 percent of OPM’s assets will be visible in the CDM dashboard. In FY 2017, OPM will use the benchmarking results to identify and prioritize the implementation of other ISCM controls. OPM will continue to pursue a number of additional actions as outlined in its Cybersecurity Monitoring goal. |
Description:
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OPM stores more Personally Identifiable Information (PII) and other sensitive records than almost any other Federal agency. This is a tremendous trust placed in the agency by the millions of current and former Federal employees, and one that OPM must continually earn through constant vigilance. The prior breaches of OPM data make clear that cybersecurity must remain a priority for all agencies, but especially OPM. As President Obama has said, “Both state and non-state actors are sending everything they’ve got at trying to breach these systems…And this problem is not going to go away. It is going to accelerate. And that means that we have to be as nimble, as aggressive, and as well-resourced as those who are trying to break into these systems.” In a world of evolving threats, there is no such thing as “total cybersecurity.” But the actions outlined by OPM, and continued collaboration with Federal partners, Congress, and outside experts, will ensure that OPM has the tools it needs to safeguard its systems and protect our nation’s citizens and the men and women that serve the Federal Government. This goal aligns with Administration cybersecurity priorities. The goal was established in coordination with OMB policies and guidance, to include the Cybersecurity Strategy and Implementation Plan (CSIP), the Fiscal Year 2015-2016 Guidance on Federal Information Security and Privacy Management Requirements, and the Cybersecurity CAP goal. |
Agency Priority Goal:
Statement:
Reduce Federal retirement case processing time by making comprehensive improvements and moving toward electronic processing of all retirement applications.
In FY 2016, process 90 percent of cases in 60 days or less (as of March 2015, 81.6 percent of cases were processed in 60 days or less). Support the 90/60 goal by:
- increasing the percentage of complete cases received from agencies to 90 percent or greater;
- continuing to develop capabilities to receive electronic retirement applications; and
- building a court-ordered benefit case reporting mechanism to capture inventory and timeliness of court-ordered cases by the first quarter of FY 2016. Establish baseline data for timeliness by the end of FY 2016.
Description:
The Office of Personnel Management (OPM) is responsible for the administration of the Federal Retirement Program covering more than 2.7 million active employees and nearly 2.6 million annuitants. This responsibility is shared with agency partners who counsel their employees and administer the initial retirement application process, and submit the employee’s application, with all supporting documentation, to OPM’s Retirement Services. OPM remains committed to improving all areas of retirement case related production by refining and implementing Lean Six Sigma process improvement activities, providing needed training and development, and diverting resources to areas needing concentrated efforts. In order to make comprehensive improvements to retirement claims processing, OPM will continue to focus on the following four pillars: People; Productivity and Process Improvement; Partnerships with Agencies; and Partial, Progressive IT Improvements.
Reducing Federal retirement case processing supports OPM’s Strategic Goal 7 - ensuring that Federal retirees receive timely, appropriate, transparent, seamless, and accurate retirement benefits. This Agency Priority Goal is aligned with Strategy 7.03 - advancing the 21st Century customer-focused retirement processing system for claims adjudication in a timely and accurate manner.
One challenge that OPM faces is the unexpected surges in normal retirement and phase retirement applications. When agencies make Voluntary Early Retirement Authority (VERA) and Voluntary Separation Incentive Program (VSIP) offers, OPM may see a significant increase in retirement applications. OPM works closely with agencies to understand upcoming retirement offers; however, surges in retirement applications can occur outside of OPM’s control and predictions.
OPM must also continue to address the accuracy and completeness of claims received. To do this, OPM conducts agency audits and provides follow up training to identify and address barriers to timely processing. A high level snap shot of this information is posted to the OPM website on a monthly basis, and a detailed report is provided to the CHCOs for each agency. When the retirement claim submissions are accurate and complete, processing is much faster. However, when data elements are missing, OPM must request the documentation necessary to process the request—a significant time and labor burden which contributes to OPM’s inability to quickly process its current or new inventory.
Another challenge that the agency faces is the diversity of cases OPM receives, which often leads to complex claims adjudication. Court-ordered benefits claims, as an example, typically involve legal documentation from multiple attorneys. Civil Service Retirement System (CSRS) and Federal Employees Retirement System (FERS) may seem simple, with OPM's responsibility simply to multiply the high-three average salary by a percentage based upon years of service. The reality is that both CSRS and FERS are extraordinarily complicated structures with a multitude of complex provisions that apply under various circumstances.
Agency Priority Goal:
Background Investigations Case Processing Timeliness and Quality
Statement:
Increase investigative capacity and implement additional process improvements with the aim of meeting the timeliness standards set by the Intelligence Reform and Terrorism Prevention Act of 2004 for background investigations while maintaining investigative quality. Throughout FY 2016, OPM will improve production output in response to the increasing workload demands of its customers, while reducing the larger than normal inventory of cases created during the transition from one of its investigative contractors. OPM will accomplish this while maintaining its target of 99 percent or more of all OPM investigations adjudicated as “quality complete” for investigations closed.
Description:
In alignment with OPM FY 2014-2018 Strategic Plan Goal 8.0, OPM provides personnel background investigative services to determine individuals’ suitability for Federal civilian, military, and contract employment and eligibility for access to classified national security information. OPM performs these background investigations for Federal agencies on a fee-for-service basis and conducts more than 95 percent of all background investigations for the Federal Government. The timeliness provisions of the Intelligence Reform and Terrorism Prevention Act of 2004 and the Director of National Intelligence continue to be a key focus of the background investigations program. OPM will continue efforts to complete the fastest 90 percent of all initial national security investigations initial within an average of 40 days, and the fastest 90 percent of all initial Top Secret investigations within an average of 80 days, and the fastest 90 percent of all initial Secret/Confidential investigations within an average of 40 days, as required by the Director of National Intelligence. However, when the agency decided in FY 2014 not to renew the terms of one of its key investigative contractors, OPM’s Federal Investigative Services was challenged to continue to provide high-quality background investigations in a timely manner to its Federal agency customers with far fewer and less experienced contractor resources.
In 2015, in light of increasing cybersecurity threats, including the compromise of information housed at OPM, the interagency Suitability and Security Clearance Performance Accountability Council (PAC) conducted a 90-Day Suitability and Security review to re-examine reforms to the Federal background investigations process, assess additional enhancements to further secure information networks and systems, and determine improvements that could be made to the way the Government conducts background investigations for suitability, security and credentialing. As a result of that review, a new Federal entity, the National Background Investigations Bureau (NBIB), would be established to create a more secure and effective Federal background investigations infrastructure. On October 1, 2016, the NBIB began operation with the critical mission to deliver efficient and effective background investigations to safeguard the integrity and trustworthiness of the Federal workforce. OPM stood up the NBIB without interruption to the crucially important investigative services OPM is tasked with providing.
The NBIB will strengthen current and future investigative delivery, enhances stakeholder engagement, facilitates innovation, and engages both the Federal and private sectors in providing feedback, setting priorities, and ensuring continuous improvement. Some of the highlights of the NBIB include (1) an interagency detailee program to enable NBIB ready access to national security expertise from across Government and to expand ongoing interagency participation in the NBIB decision making process and operational activities, (2) a Business Transformation Directorate to increase the use of data, analytics, technology and innovative solutions to improve the quality and timeliness of processes, and (3) improvements to OPM’s existing customer service with expanded functions. In September 2016, OPM named Charles S. Phalen, Jr. as the Director of the NBIB.
In addition, the NBIB will be accountable to the PAC and the NBIB’s customer agencies for providing continuous improvements to the investigative process. The PAC and the Performance Improvement Council will also develop, implement, and continuously re-evaluate and revise outcome-based metrics that measure the effectiveness of the entire vetting processes, including investigations. By the end of calendar year 2016, mechanisms and measures for continuous improvements to the investigative process will be identified and incorporated into subsequent APG updates.
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FY14-15 Agency Priority Goals
An Agency Priority Goal is a near-term result or achievement that agency leadership wants to accomplish within approximately 24 months that relies predominantly on agency implementation as opposed to budget or legislative accomplishments. Click below to see this agency's FY14-15 Priority Goals.
Agency Priority Goal:
Statement:
Reduce Federal retirement processing time by making comprehensive improvements and move toward electronic processing of all retirement applications. Starting July 1, 2014, process 90 percent of cases in 60 days or less. By the end of FY 2015, increase the use of services on-line by 25 percent (from a baseline of 367,000 annuitants), and increase the percentage of complete cases received from agencies to 95 percent or greater (from a baseline of 89 percent) with the long term goal of 100 percent of cases received as complete.In addition, by FY 2015, OPM will develop capabilities to receive electronic retirement applications.
Description:
The Office of Personnel Management (OPM) is responsible for the administration of the Federal Retirement Program covering over 2.7 million active employees and nearly 2.6 million annuitants. This responsibility is shared with agency partners who counsel their employees and administer the initial retirement application process, and submit the employee’s application, with all supporting documentation, to OPM’s Retirement Services. OPM remains committed to improving all areas of retirement case related production by refining and implementing Lean Six Sigma activities, providing needed training and development, and diverting resources to areas needing concentrated efforts. In order to make comprehensive improvements to retirement claims processing, OPM will continue to focus on the following four pillars: People; Productivity and Process Improvement; Partnerships with Agencies; and Partial, Progressive IT Improvements.
Agency Priority Goal:
PG2 Improve the Oversight and Quality of Background Investigation Processing
Statement:
Ensure that investigations achieve quality standards, while maintaining timeliness goals of the Intelligence Reform and Terrorism Prevention Act of 2004. Throughout FY 2014 and 2015, OPM will target 99 percent or more of all OPM investigations adjudicated as “quality complete” by agencies receiving closed investigations.
Description:
Beginning in FY 2013, the Director of National Intelligence (DNI) further challenged the background investigations process by revising the Intelligence Reform and Terrorism Prevention Act timeliness metrics to establish a separate standard for Top Secret investigations. As a result, the DNI shifted greater management focus on the manpower intensive workload, necessitating the creation of revised workload management tools and rules to measure and manage workload by case type.
While OPM has made significant progress on timeliness since 2004, the agency has maintained its primary focus on delivering top quality products to agencies. OPM will work with its executive branch reform partners to develop and implement Executive Branch quality standards, with a measurement tool designed for universal application during both the investigative and adjudicative processes. OPM will focus on implementing these additional initiatives while maintaining timeliness objectives. OPM will satisfy all national security standards, deliver quality products, and achieve Congressional and DNI mandated timeliness goals.
OPM is sensitive to the fiscal environment and the need for customer agencies (i.e., the employing or sponsoring agencies) to have more insight into the costs of background investigations. To this end, OPM will continue conducting business efficiency studies and maturing its cost allocation model to provide more detailed cost data and to optimize the value of OPM’s investigative products to agency adjudicators, which in turn translates into better value to taxpayers.
Agency Priority Goal:
Statement:
Improve the efficiency of the Federal Employees Health Benefits Program and affordability of coverage offered to employees. By September 30, 2015, Reduce the rate of growth in per capita spending through a range of activities, including improved data analytics, enhanced accountability measures, and programmatic improvements.
Description:
OPM is continuing to focus on ways to optimize pharmacy practices to ensure the safe and clinically effective use of prescription medications while managing drug costs. We continue to monitor carrier performance in several areas of pharmacy benefits management, including overall pharmacy and specialty drug trends as well as generic dispensing rates. We will collect updated data on these measures of pharmacy performance. Most health plans offer programs such as step therapy, medication therapy management programs, and expanded use of prior authorization for selected drugs. Implementing programs of this type and using tiered drug formularies are positively correlated with better performance on overall and specialty drug trends and generic dispensing rates. We will negotiate with FEHB carriers plan to add and expand on these types of drug management programs that control costs and improve quality and patient outcomes.
OPM is implementing an FEHB Health Plan Performance Assessment project to measure and reward all FEHB plan performance (experience-rated and community-rated) through the use of common, objective, and quantifiable performance measures by the 2016 plan year. This will be a new approach to our assessment of the annual performance of health plans contracted under the program. The performance assessment framework will include a discrete set of qualitative and quantifiable performance measures that will be used to assess key aspects of performance. That overall assessment will then be linked to health plan profit factors. There are four primary categories of health plan performance to be assessed: clinical quality, customer service, resource use, and contract oversight.
Industry standards state that, in private employer plans, as much as 10 percent of health claim benefits paid are incurred by family members who are not eligible for coverage. The FEHB Program provides approximately 23 billion dollars in benefits annually for those covered under Self and Family enrollments. This may translate to approximately 23 million dollars for each percent paid in error. Under current FEHB procedures, agencies and the FEHB carriers both have responsibility for family member eligibility determinations. However, there is no evidence that family member eligibility is systematically verified at the time of the initial enrollment, when enrollment is changed during Open Season or upon experiencing a Qualifying Life Event (QLE) (although some agencies do require documentation for QLE changes) or at any time during the employee’s period of coverage. With the advent of electronic enrollment systems, enrollees can make certain FEHB enrollment changes without submitting any proof to their agency benefit officers.
The extent of ineligible family members covered under FEHB Self and Family enrollments is currently unknown. In addition, presently there is no centralized FEHB enrollment system to maintain a database of eligible enrollees and family members. Enrollment systems that currently exist do not require the input of family member dependent information. Thus, there is no centralized database of the FEHB enrollments and consequently, no mechanism to determine who is receiving benefits under any one Self and Family enrollment.
Agency Priority Goal:
Statement:
Professionalize the government-wide HR workforce by implementing a comprehensive HR certification program through HR University, which will greatly aid in achieving the long term goal of improving the quality of HR services government-wide, including measurable improvements in manager satisfaction with the quality of new hires. By end of FY 2015, more than 95 percent of Federal HR professionals (GS-201s/203s) will have registered for HR University. By the end of FY 2015, each HR Technical Area (Employee Relations, Staffing, Compensation, etc.) will have developed its curriculum for the Technical Specialist Role, as a step towards future HR Certification professional recognition.
Description:
In response to the critical need for ensuring that the Federal Government possesses the Human Capital required to meet 21st Century mission-related challenges, the Administration designated closing skills gaps as a 2012-2013 Cross-Agency Priority Goal. The initiative is being implemented in two phases, described below. OPM has designated closing Human Resources Skills Gaps, one of several focus areas under this initiative, as a 2014-2015 OPM Priority Goal.
Phase I created a Government-wide strategic workforce planning method through which agencies and the Chief Human Capital Officers Council (CHCOC) could identify occupations and competencies where staffing gaps could jeopardize the ability of the Government or specific agencies to accomplish their missions. Agencies and the CHCOC used this common method to identify occupations and competencies for skills gaps closure. Based on this analysis, the CHCOC identified six mission critical occupational groups and seven competencies, requiring government-wide focus. The six occupational groups are Cybersecurity, Acquisition, Economist, Human Resources, Auditor and STEM (Science, Technology, Engineering and Mathematics). The seven competencies are strategic thinking, problem solving, data analysis, influencing/negotiating, grants management, grants management compliance, and grants financial management. Successful skills gaps closure is critically dependent on a strong HR workforce who can provide strategies, programs and tools that help occupational leaders design and implement skills gaps closure efforts. For this reason, OPM designated HR Skills Gaps as an Agency Priority Goal.
In Phase II, OPM has designated a sub-goal leader for each of the six occupational groups to assist OPM in identifying potential pilot projects through which effective skill gaps strategies could be explored in order to design a comprehensive skills gap closure strategy. OPM’s Associate Director for Employee Services has served as the sub-goal leader for HR Skills Gaps Closure. He chairs the CHCOC HR Skills Gaps Working Group, which meets monthly to set the direction for skills gap closure, provides research and design support, and makes recommendations to the CHCOC.
Agency Priority Goal:
Statement:
OPM will support diversity and inclusion by aligning OPM business intelligence tools to help decision makers, like hiring managers and supervisors, analyze key workforce data including applicant flow, attrition/retention, and inclusion indicators. In so doing, decision makers can develop better outreach and recruitment methods; determine what factors contribute to the retention of a talented workforce; experience cost savings through decreased attrition; and create an inclusive work environment that empowers employees to contribute to their full potential. By September 30, 2015, 95 percent of OPM and 25 percent of government-wide hiring actions will occur following human resource and/or hiring manager’s use of a tool that reveals applicant flow data from prior recruitment efforts. This tool will assist human resource and/or hiring managers in planning their strategic recruitment efforts, resulting in measurable improvements in the recruitment and outreach to underrepresented communities and manager satisfaction with the quality of new hires.
Description:
OPM is responsible for the Government-wide Diversity and Inclusion effort focused on developing, driving, and monitoring strategies and initiatives designed to create a more diverse and inclusive Federal workforce. Executive Order 13583, “Establishing a Coordinated Government-wide Initiative to Promote Diversity and Inclusion in the Federal Workforce,” challenged the Federal Government with leading by example and attaining a diverse, qualified workforce that enables employees to contribute to their full potential. Similarly, Executive Order 13548, “Increasing Federal Employment of Individuals with Disabilities,” requires agencies to improve their efforts to employ Federal workers with disabilities and targeted disabilities through increased recruitment, hiring, and retention of these individuals.
In FY 2012, OPM issued the Government-wide Diversity and Inclusion Strategic Plan to provide direction to fifty-seven participating departments and agencies under the two subject Executive Orders. The three primary goals in the Plan included:
- Workforce Diversity. Recruit from a diverse, qualified group of potential applicants to secure a high-performing workforce drawn from all segments of American society;
- Workplace Inclusion. Cultivate a culture that encourages collaboration, flexibility, and fairness to enable individuals to contribute to their full potential and further retention; and
- Sustainability. Develop structures and strategies to equip leaders with the ability to manage diversity, be accountable, measure results, refine approaches on the basis of such data, and institutionalize a culture of inclusion.
In support of the Diversity goal, OPM seeks to improve applicant flow reporting to enable human resources staff and hiring managers to determine whether recruitment efforts have been successful in drawing from all segments of society and to aid in developing future recruitment strategy. Applicant flow data has historically been collected on the basis of race, national origin, and sex, and beginning in 2014, it will be collected on the basis of disability. Historically, the data has been analyzed in an aggregate format; however, through the use of business intelligence tools, applicant flow data for individual hiring actions will be available for review at the hiring manager level after a vacancy has closed, creating incentive for increased hiring manager involvement in the recruitment process and greater opportunity for planning future recruitment efforts.
To further understand how to create an inclusive work environment where employees are fully engaged and productive, OPM and the Department of Veterans Affairs conducted factor analysis on the Federal Employee Viewpoint Survey and found that twenty questions cluster into five areas or behaviors (i.e., fair, open, cooperative, supportive, and empowering) that create inclusive work environments. Based on these five areas, OPM developed the “New IQ” (Inclusion Quotient) techniques and training to assist managers and supervisors in practicing behaviors that foster inclusion, an antecedent to employee engagement. OPM will also continue to focus on the life cycle of the Federal employee to ensure that the Federal workforce is able to hire and develop the best talent from all segments of society, with a focus on internal Diversity and Inclusion efforts to ensure that we serve as a model agency. Internal efforts will focus on the implementation of a data-driven, habit formation strategy that leverages first-line managers and supervisors to foster inclusion and engagement in the OPM workplace.
