systems
Strategy Overview
:OPM will hold agencies accountable for maintaining efficient, effective, and compliant Human Capital Management programs and accountability systems by:
• evaluating agencies’ Human Capital Management programs and accountability systems for effectiveness, efficiency, and compliance with the law;
• 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;
o a dashboard of management targets to increase agency awareness and drive improvement efforts; and
o information on effective Human Capital Management programs, practices, and strategies Government-wide and agency-specific problematic trends, root causes, and improvement strategies.
• explain OPM’s legal positions and policies to the U.S. Department of Justice or recalcitrant agencies as needed (difficult to predict particular topics).
Anticipated FY 2016 Accomplishments:
OPM will:
• ensure agencies are compliant with applicable delegated examining and Human Capital Management regulatory and statutory requirements;
• further leverage available OPM and HRS technology to provide the most cost-effective services to Federal customers;
• undergo an OPM evaluation of agency hiring levels for Administrative Law Judges (ALJ) to determine whether the ALJ examination should be re-administered to refresh the qualified candidates register;
• ensure the ALJ examination is up-to-date with current examination methodologies and occupational requirements;
• use the Human Capital (HC) Framework to inform Strategic Human Capital Management;
• with advice from counsel, review any necessary revisions to regulations and guidance for legal sufficiency as the work arises;
• establish CHCOC workgroup and obtain input from agencies to identify meaningful content, Government-wide metrics, and general parameters of the dashboard;
• identify multi-year trend analysis database sources and conduct test analysis of Government-wide data;
• complete evaluations of HC offices and assess program improvements of Delegated Examining Units (DEU) identified as “severe”;
• develop Government-wide Strategic Workforce Planning (SWP); and
• provide legal advice and counsel to MSAC as needed (difficult to predict particular topics).
Implementation Organizations
:Merit System Accountability & Compliance (MSAC), Human Resources Solutions (HRS), Office of General Counsel (OGC), and Employee Services (ES).
Implementation Considerations:
Successful implementation of Strategy 8.02 is dependent on MSAC ACE obtaining adequate staffing levels and adequate appropriations to support OPM's HR oversight and evaluation program; partnering with agency CHCOs and continuing collaboration with CHCO agency accountability program staff. All current resources will be needed to maintain a modicum of oversight of agencies’ Human Capital programs and offices. Further cuts will erode OPM’s ability to carry out this core statutory mission. If additional resources/funding were provided, OPM’s oversight and evaluation work would increase exponentially thus allowing us to better achieve this strategy.
The creation of a Government-wide dashboard for reporting Human Capital Management targets will require facilitation of a contract to develop a web-based platform. The accuracy of the data relied upon for reporting dashboard outcomes will be critical as will the development of targets to ensure the findings reported are placed in their proper context. Agency Compliance and Evaluation (ACE) will continue to leverage ES information about agencies’ performance management systems, workforce planning efforts and time to-hire-data, Federal Viewpoint Survey (FEVS) results, and the data agencies report as part of the HR Stat initiative. While MSAC ACE has begun working with other OPM offices to identify data it needs to carry out these strategies, ACE may be more dependent on agencies to maintain and share their Human Capital Management (HCM) information upon request. MSAC will also need access to the data collected from agencies through annual performance plans and reports that include Human Capital goals and outcomes, respectively. In order to provide agencies with agency-specific and Government-wide
multi-year data analysis, MSAC must overcome skills gaps and build capacity in data analytics among its evaluator staff.
Options that may be available to strengthen OPM enforcement authorities, including possible incentives and penalties, also will require commitment from OPM leadership, and support from OGC, CLIA and ES. OGC will continue to provide legal advice and counsel to MSAC as needed.
Performance Budget Request by Strategy, Organization and Fund–All Resources
STRATEGIC GOAL/STRATEGY FY 2016 Request Dollars FTE
Enhanced Federal Workforce Integrity 8.02
Hold agencies accountable for maintaining efficient, effective and compliant human capital
management programs and accountability systems $10,257,391 72.5 Employee Services
Salaries & Expenses $681,806 4.5
HR Solutions
RF - Training Services (HRS) $2,494,280 11.0
Office of the General Counsel
Common Services $565,405 3.0
Merit System Accountability & Compliance
Salaries & Expenses $6,515,900 54.0
OPM Total $10,257,391 72.5
* N/A - Not Available - no historical data available for this period.
Performance Measure FY 2011 Result FY 2012 Result FY 2013 Result FY 2014 Result FY 2015 Target FY 2016 Target
Percent of agency human capital or human resources offices evaluated by OPM that demonstrate progress in improving their human capital programs
N/A* N/A* 75% 89% 70% 70%
Percent of required actions cited in reports that are addressed by agencies within prescribed timeframes
N/A* N/A* 91% 88% 80% 80%
Percent of Delegated Examining Units found to have severe problems that demonstrate satisfactory level of competence or cease to independently operate within one year following completion of an audit
N/A* 91% 85% 93% 80% 80%