PBGC FY 2025 Annual Performance Plan

PBGC’s current FY 2022-2026 Strategic Plan provides the framework for this annual performance 

plan. PBGC conducts regular data-driven performance reviews and strategic reviews. Agency leaders 

review performance data and status reports on a quarterly basis. The continuous evaluation of 

performance data and customer feedback helps agency leadership to identify what is working well 

and what may need to be adjusted. These performance reviews allow agency leaders to realign or 

adjust human capital and other resources to enhance progress on agency goals and priorities.

PBGC’s business operations, information technology programs, investment portfolios, budgets, and 

finances are managed and supported by a multidisciplinary team of professionals and administrative 

staff. The current workforce consists of just under 1,000 federal employees, who are supported by 

contractors. Every federal employee has a performance plan with objectives and performance 

outcomes discussed with their supervisor of record every 120 days. These highly skilled 

professionals, who are committed to the work of PBGC’s mission include:

• Accountants

• Actuaries

• Attorneys

• Auditors

• Benefit Specialists

• Analysts 

• Information Technology and Cybersecurity Experts

Each PBGC employee has an important role in fulfilling the Corporation’s mission of protecting 

America’s pensions. Further, the Corporation’s FY 2022-2026 Strategic Plan aligns with the Biden 

Administration and PBGC priorities. PBGC publishes an annual performance report of the agency’s 

accomplishments. The framework is consistent with requirements outlined in the Government

Performance and Results Modernization Act of 2010.

To view the full PBGC FY 2022-2026 Strategic Plan, please visit:

PBGC FY 2022-2026 Strategic Plan

To view the PBGC FY 2023 Annual Performance Report, please visit:

FY 2023 PBGC Annual Report
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 1

Strategic Goal 1

Preserve Plans and Protect the Pensions of Covered Workers and Retirees

Strategic Objectives Performance Strategies

1. Encourage the continuation and 

maintenance of pension plans

• Engage with employers, workers, and pension practitioners to 

encourage pension plan continuation and strengthen retirement security

• Provide timely, concrete, and practical guidance to multiemployer

plans on the implementation of mergers, partitions, and alternate 

withdrawal liability proposals to reduce employer risk, while 

preserving plans and benefits

• Maintain a regulatory environment that serves the interests of 

stakeholders and minimizes the burdens of sponsoring a plan

• Continue to educate and inform the multiemployer community 

(participants, plan sponsors, and other stakeholders) on the effects of 

the American Rescue Plan of 2021 (ARP)

2. Protect workers and retirees 

when plans are at risk

• Preserve plans during bankruptcy and other corporate transactions 

• Protect the retirement security of workers and retirees and the interest 

of premium payers in federal courts

• Provide technical assistance, analysis, and options to policymakers and 

Congress to maintain the financial stability of PBGC’s insurance 

programs

• Continue to provide financial assistance to insolvent multiemployer 

plans

3. ARP Implementation, 

regulations, guidance to 

multiemployer plans, and 

technical assistance to Congress

• Research and forecast insurance program activities 

• Provide guidance to plans on the implementation of mergers, alternate 

withdrawal liability proposals, and other means to reduce employer 

risk, while preserving plans and benefits

• Provide confidential technical assistance, analysis, and options to 

Congressional and Executive Branch policy makers to improve the 

financial stability of PBGC’s insurance programs

• Review applications for Special Financial Assistance (SFA) from 

eligible multiemployer plans and requests for financial assistance from 

insolvent multiemployer plans

• Deliver data tables and the Projections Report to Congress and 

stakeholders

• Provide stakeholder education and outreach through meetings with 

stakeholders

• Continue to provide financial assistance and provide SFA to 

multiemployer plans 
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 2

Goal Leaders: Chief of Negotiations and Restructuring/Chief Policy Officer/General Counsel

Performance Area ($ in thousands) FY 2023 FY 2024 FY 2025

Pension 

Insurance

Total Funding 94,603 95,829 96,982

Total Full-time Equivalent (FTE) 230 227 227

Communications, Outreach, Research, and Policy activities support Strategic Objective 1 (Encourage the 

continuation and maintenance of pension plans) by providing expert analysis and forecasting, ensuring exceptional 

customer service, evaluating policy options, strengthening transparency, disclosure, and communication with 

Congress, stakeholders, the public, and within the Administration in order to encourage the continuation and 

maintenance of pension plans. Results are measured through the following Performance Goals, Strategies, and 

Measures.

Performance Goal(s): Performance Strategies:

• Receive stakeholder input

• Provide technical assistance and practical 

guidance to plan sponsors on the 

implementation of proposed options to reduce 

risks, while preserving plans and benefits

• Perform rigorous cost-benefit analysis

• Prioritize simplification and transparency

• Research and implement improvements each 

year to PBGC’s communications (including 

PBGC.gov) in response to customer feedback 

and key performance indicators

• Provide stakeholder education and outreach by 

holding meetings with participant groups, plan 

sponsors, practitioner groups, industry 

associations, and other interested stakeholders

• Provide data-driven communications to 

stakeholders based on the latest pension 

research, data, and projections

• Inform practitioners and other stakeholders of 

key new regulations through speaking 

engagements at stakeholder conferences and 

meetings

• Engage with employers, participants, and pension 

practitioners to encourage pension plan continuation 

and strengthen retirement security

• Provide timely, concrete, and practical guidance to 

plans on the implementation of mergers, partitions, and 

alternate withdrawal liability proposals to reduce 

employer risk, while preserving plans

• Support a regulatory environment that serves 

stakeholders and minimizes the burdens of sponsoring 

a plan

• Educate and inform the multiemployer community 

(participants, plan sponsors, and other stakeholders) on 

the ARP and the implementation of the SFA Program

• Inform stakeholders about provisions of key regulatory 

proposals and enacted legislative changes

• Develop and sustain strong communications with 

Congress

• Support Congressional and Executive Branch 

policymakers in providing technical assistance 

regarding PBGC’s programs

• Work with stakeholders to promote understanding of 

major program risks and possible mitigation strategies

• Serve as a resource for pension policy analysis and 

pension research products, education, and guidance
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 3

• Develop an annual Projections Report on the future 

status of the Single-Employer and Multiemployer 

Programs

• Deliver pension insurance data tables annually to 

educate stakeholders on the facts of PBGC’s programs

• Maximize education and outreach through meetings 

with participant groups, plan sponsors, practitioner 

groups, industry associations, and other stakeholders

What actions will you take in FY 2025 to achieve the goals and strategies described above?

• Office of Policy & External Affairs will continue to maximize education and outreach through its support of 

PBGC.gov, PBGC speaking engagements, stakeholder outreach, and continued development and distribution of 

analysis and research products.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 4

Pension Plan Monitoring and Audit activities support Strategic Objective 2 (Protect workers and retirees when 

plans are at risk) by reducing liability and exposure to the agency, preserving participants’ pension benefits, and 

completing audits to ensure accurate benefit distribution. Results are measured through the following 

Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Protect pensioners by proactively 

monitoring PBGC’s largest exposures 

for transactions that may pose 

substantial risks to participants and 

retirees

• Ensure all plans identified in the 

statistical sample are opened for audit 

during the year to ensure that 

participants receive their full 

retirement benefits

• Represent PBGC’s interests in all 

bankruptcy cases involving defined 

benefit pension plans

• Preserve plans during plan sponsor bankruptcies and other 

corporate transactions

• Protect the retirement security of workers and retirees and the 

interests of premium payers in federal courts

• Provide confidential technical assistance, analysis, and options 

to policymakers and Congress to improve the financial stability 

of the Multiemployer Program

• Continue to provide financial assistance to insolvent 

multiemployer plans

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual

(Target)

FY 2025

Actual

(Target)

Reportable events resolved within 30 days 100%

(95%)

100%

(95%)

100%

(95%)

N/A

(95%)

N/A

(95%)

Percent of termination recommendations 

approved by senior Agency officials

100%

(90%)

100%

(90%)

100%

(90%)

N/A

(90%)

N/A

(90%)

Standard termination audits completed 246

(300)

242

(250)

232

(225)

N/A

(225)

N/A

(225)

What actions will you take in FY 2025 to achieve the targets described above?

• Reportable Events – Ensure sufficient staff are assigned to the processing of reportable events to meet the target 

time frame. Also, continue submission of reportable events electronically by pension plan sponsors via 

mandatory e-filing portal (that is linked directly to a database). This improves the Corporate Financing and 

Restructuring Department’s (CFRD) ability to resolve events in a timely manner.

• Termination Recommendations – Maintain use of a multi-layered review process for termination 

recommendation (as detailed in CFRD annual Federal Managers Financial Integrity Act, FMFIA, statement).

CFRD will continue to rely on this process to produce well-documented and supported recommendations.

• Standard Termination Audits – Supervisors monitor case submissions to ensure a consistent inventory of audits to 

review and close. Management will periodically evaluate audit closing counts and shift resources as needed to 
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 5

1

Includes 35 supplemented applications.

enable meeting the goal of 225 completed audits. Additionally, a supervisor/technical reviewer will continue to

examine each audit performed to ensure compliance with PBGC regulations, relevant Internal Revenue Service

(IRS) rules and regulations, and plan provisions.

Multiemployer activities support Strategic Objective 3 (ARP Implementation, regulations, guidance to 

multiemployer plans, and technical assistance to Congress) by issuing regulations, evaluating policy options, 

providing guidance to multiemployer plans, and delivering technical assistance to Congress. Results are measured 

through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Deliver annual Projections Report on 

the future status of the Single-Employer 

and Multiemployer Programs

• Deliver guidance to plans that may be 

eligible for SFA and process plan 

applications promptly

• Publish annual pension data to educate 

stakeholders on the Single-Employer 

and Multiemployer Programs

• Educate and inform the multiemployer 

community on the effects of ARP

• Monitor all multiemployer plans that 

receive special and regular financial 

assistance for compliance with laws and 

regulations

• For insolvent plans, maintain rigorous 

audit standards to ensure accurate 

benefit payments to plan participants, 

efficient management of any remaining 

assets, and compliance with laws and 

regulations

• Research and forecast insurance program activities

• Provide guidance to plans on the implementation of mergers, 

alternate withdrawal liability proposals, and other means to 

reduce employer risk, while preserving plans and benefits

• Provide confidential technical assistance, analysis, and 

options to Congressional and Executive Branch policy makers 

to improve the financial stability of PBGC’s insurance 

programs 

• Review applications for SFA from eligible multiemployer 

plans and requests for financial assistance from insolvent 

multiemployer plans

• Deliver data tables and the Projections Report to Congress and 

stakeholders

• Provide stakeholder education and outreach through meetings 

with stakeholders

• Continue to provide financial assistance and provide SFA to 

multiemployer plans

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual

(Target)

FY 2025

Actual

(Target)

Number of SFA applications processed 

(approved or denied) for ME plans within 120-

day statutory deadline (revised)

N/A

(N/A)

30

(Baseline)

70 1

(40)

N/A

(40)

N/A

(40)
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 6

What actions will you take in FY 2025 to achieve the targets described above?

• In FY 2025 ONR will closely monitor the pace at which SFA applications are reviewed and completed to ensure 

progress toward overall goals. Adjustments to process, staffing, and support levels will be made to the extent 

necessary.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 7

Strategic Goal 2

Pay Pension Benefits on Time and Accurately

Strategic Objectives (SO) Performance Strategies

4. Unite more missing participants 

with their pensions

• Attempt to locate Missing Participants on a regular basis

5. Ensure regular monthly benefit 

payments continue without 

interruption

• Continue uninterrupted benefit payments in newly trusteed 

plans 

• Process benefit applications timely

• Prioritize processing plans with greatest number of participants

6. Provide accurate and timely 

benefit calculations

• Improve the timeliness and completeness of benefit 

determinations

• Provide a timely and efficient appeals process for PBGC 

benefit determinations

• Resolve appeals quickly and fairly

Goal Leaders: Chief of Benefits Administration/Chief Policy Officer/General Counsel

Performance Area ($ in thousands) FY 2023 FY 2024 FY 2025

Pension Plan 

Termination

Total Funding 199,479 212,801 210,345

Total FTE 328 323 323
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 8

Benefit Administration activities support Strategic Objective 4 (Unite more missing participants with their 

pensions) by attempting to locate Missing Participants on a regular basis. Results are measured through the 

following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Send an annual outreach letter to 

Missing Participants with unclaimed 

benefits of $1,000 or more, age 65 and 

over, notifying them of their benefits

• Attempt to locate Missing Participants on a regular basis

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

Percent of Missing Participants with unclaimed 

benefits of $1,000 or more, age 65 and over, 

sent annual notification letter of benefits

Note: New measure for FY 2023

N/A

(N/A)

N/A

(N/A)

64%

(50%)

N/A

(80%)

N/A 

(90%)

What actions will you take in FY 2025 to achieve the targets described above?

• Regular monitoring of the missing participant program.

Benefit Administration activities support Strategic Objective 5 (Ensure regular monthly benefit payments 

continue without interruption) by processing benefit applications as they are received. Results are measured 

through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Approve benefit applications within 45 

days 

• Process benefit applications timely

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

Percent of benefit applications approved within 

45 days

76% 

(87%)

85% 

(87%)

98%

(87%)

N/A

(87%)

N/A 

(95%)

First payment delivered on requested annuity 

start date 90 percent of the time

N/A 

(N/A)

N/A

(N/A)

N/A

(Removed)

N/A

(Removed)

N/A

(Removed)

What actions will you take in FY 2025 to achieve the targets described above?
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 9

• Regular monitoring of applications in process.

Final Benefit Determination activities support Strategic Objective 6 (Provide accurate and timely benefits 

calculations) by estimating initial benefit amounts when pension plans are trusteed as well as reviewing pension 

plan records to determine the final benefit and issuing a Benefit Determination Letter. Results are measured 

through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Ensure that the average time in years to 

issue a benefit determination (time 

between trusteeship and benefit 

determination issuance) is 4.5 years

• Improve the timeliness and completeness of benefit 

determinations

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

Average time in years to issue a benefit 

determination (time between trusteeship and 

benefit determination issuance) is 4.5 years

5.9

(5.0)

4.1

(4.5)

4.4

(4.5)

N/A

(4.5)

N/A

(4.5)

What actions will you take in FY 2025 to achieve the targets described above?

• Prioritize plans based on age and size, assign resources, and monitor progress.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 10

Initial Benefit Estimation activities support Strategic Objective 6 (Provide accurate and timely benefits 

calculations) by estimating initial benefit amounts when pension plans are trusteed as well as reviewing pension 

plan records to determine the final benefit and issuing a Benefit Determination Letter. Results are measured 

through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Provide estimated benefits within 10 

percent of the final benefit 

determination 95 percent of the time

• Improve the accuracy of benefit determinations

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

Estimated benefits within 10 percent of the final 

benefit determination 95 percent of time

98%

(95%)

97%

(95%)

96%

(95%)

N/A

(95%)

N/A

(95%)

What actions will you take in FY 2025 to achieve the targets described above?

• Continue to monitor estimated benefits to assure accuracy.

The Appeals Program supports Strategic Objective 6 (Provide accurate and timely benefit calculations) by 

providing Appeals Board decisions on appeals and written explanations on all other inquiries that do not qualify 

as appeals. Results are measured through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Resolve majority of appeals within one 

year 

• Provide a timely and efficient appeals process for PBGC 

benefit determinations

• Resolve appeals quickly and fairly

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

Percentage of appeals resolved within 365 days 97%

(90%)

94%

(90%)

93%

(90%)

N/A

(90%)

N/A

(90%)

What actions will you take in FY 2025 to achieve the targets described above?

• The Appeals Division has a fixed staff with fluctuating workload. Based on current inventory and expected FY 

2024 and FY 2025 incoming appeals, the FY 2024 and FY 2025 target of closing 90 percent of all appeals in 

365 days is achievable. The FY 2024 and FY 2025 target of 90 percent is reasonable based on current workload.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 11

Strategic Goal 3

Maintain High Standards of Stewardship and Accountability

Strategic Objectives (SO) Performance Strategies

7. Provide an excellent customer 

experience by providing excellent

service 

• Research and implement improvements each year to PBGC’s 

communications (including PBGC.gov) in response to 

customer feedback and key performance indicators (e.g., 

surveys, etc.) 

• Seek opportunities to reach out to retirees and pension 

participants with disabilities, limited English proficiency, and 

limited access to internet

8. Meet or exceed the financial and 

ethical standards that apply to 

PBGC as a major financial and 

government institution, and 

monitor cash flows (including 

appropriated funds for SFA 

payments)

• Manage investments prudently consistent with investment 

policy

• Collect insurance premiums due

• Continue to monitor the efficient use of PBGC’s cash flows

• Maintain a robust control environment that will prevent, detect, 

and recover improper payments

• Conduct quality due diligence on the PBGC investment 

portfolios

9. Maintain effective Information 

Technology (IT) Security

• Maintain adequate IT Security posture based on National 

Institute of Standards and Technology (NIST) guidance and 

implement Department of Homeland Security (DHS)

Cybersecurity Directives

• Ensure ongoing authorization of all Federal Information 

Security Modernization Act (FISMA) reportable system by 

overseeing information security continuous monitoring (ISCM)

• Fully comply with quarterly/annual FISMA reporting 

requirements per Office of Management and Budget (OMB)

guidance to maintain awareness of cybersecurity program 

performance and deficiencies

• Respond to OMB M-22-09 Moving the U.S. Government 

Toward Zero Trust Cybersecurity Principles pertaining to zero 

trust architecture implementation

• Fully integrate identify and credential access management 

(ICAM) solutions
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 12

10. Retain a highly skilled workforce • Train a high-quality multidisciplinary workforce 

• Train supervisors and managers on managing telework 

employees

• Increase and develop innovative virtual management training

• Support supervisors and managers on managing employee 

performance

• Incorporate in the monthly Work Life and Wellness themes 

with live virtual webinars hosted through Federal Occupation 

and Health (FOH) and Work Life for You

• Provide live webinars and department training for Employee 

Assistance Program (EAP) services

• Update respective policies, e.g., Student Loan Repayment 

Program (SLRP) 

11. Encourage and support a diverse 

and inclusive work environment 

that encourages employee 

engagement

• Foster a diverse, high-performing workforce drawn from all 

segments of American society 

• Foster a culture of inclusion that encourages collaboration, 

flexibility, and fairness

• Deliver Diversity, Equity, Inclusion, and Accessibility (DEIA)

training opportunities to all PBGC staff to create opportunities 

for individuals to investigate their bias and to understand bias’s 

impact on equal employment opportunity

12. Strengthen transparency, 

disclosure, and communication

• Provide effective and timely communication with plan 

participants and other stakeholders

• Inform stakeholders about provisions of key legislative and 

regulatory proposals

• Make improvements to annual communications based on 

quarterly analytics 

• Foster consistent, fair, and impartial treatment of participants 

and stakeholders, including those who belong to historically 

underserved communities

• Maintain a secure hosting environment, closely monitor web 

logs, and respond quickly to any issues that arise

13. Strengthen enterprise risk 

management (ERM)

• Educate and inform stakeholders on the impact of entity-wide 

risks

14. Strengthen contractor oversight to 

reduce enterprise-wide risks

• Continue to improve accountability of acquisition processes
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 13

Goal Leaders: Chief Management Officer/Chief Financial Officer/ Chief Information Officer/General 

Counsel/Chief Policy Officer 

Performance Area ($ in thousands) FY 2023 FY 2024 FY 2025

Operational Support Total Funding 190,638 204,271 206,737

Total FTE 410 420 420

Customer Experience and Service measurement activities support Strategic Objective 7 (Provide an excellent 

customer experience by providing excellent service) by responding to requests for service and information from 

pension plan sponsors as well as proving online tools for plan sponsors. Results are measured through the following 

Performance Goals, Strategies, and Measures. 

Performance Goal(s): Performance Strategy:

PBGC actions result in achievement of:

• 78 or higher customer satisfaction score 

on PBGC’s online premium filing tool, 

My Plan Administration Account (My 

PAA), by 2026

• 74 or higher on PBGC’s premium filer 

customer satisfaction survey by 2026

• Research and implement improvements each year to PBGC’s 

communications in response to customer feedback and key 

performance indicators (e.g., surveys, etc.)

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

PBGC’s actions result in satisfaction scores that

meet or exceed targets for My PAA Online 

survey 

71

(80)

72

(80)

69

(78)

N/A

(78)

N/A

(78)

PBGC’s actions result in satisfaction scores that

meet or exceed targets for Premium Filer survey 

77

(74)

77

(74)

77

(74)

N/A

(74)

N/A

(74)

What actions will you take in FY 2025 to achieve the targets described above?

• Provide a Problem Resolution Officer (PRO) to monitor and assist practitioners with system or regulatory updates, 

issues, or concerns.

• Constantly review and update the My PAA annual filing system for improved functionality, technical 

enhancements, and security updates in order to provide an outstanding customer experience.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 14

Customer Experience and Service Participant activities support Strategic Objective 7 (Provide an excellent

customer experience by providing excellent customer service) by operating a customer contact center and web 

portal My Participant Benefit Access (MyPBA) to respond to requests for assistance and provide useful 

information for pension plan participants, requests for service and information from pension plan sponsors, as well 

as providing online tools for plan sponsors. Results are measured through the following Performance Goals, 

Strategies, and Measures. 

Performance Goal(s): Performance Strategy:

• Achieve scores that meet or exceeds the 

targets on all three Customer Satisfaction 

surveys 

• Frequently promote equity through 

customer outreach and communication, 

identifying and educating at-risk elderly 

customers

• Research and implement improvements each year to PBGC’s 

communications in response to customer feedback and key 

performance indicators (e.g., surveys, etc.)

• Seek opportunities to reach out to retirees and pension 

participants with disabilities, limited English proficiency, and 

limited access to internet

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

PBGC’s Retiree customer satisfaction survey

score

88

(90)

86

(90)

87

(90)

N/A

(90)

N/A

(90)

PBGC’S MyPBA customer satisfaction survey

score

64

(77)

45

(77)

54

(77)

N/A

(77)

N/A

(65)

PBGC’s Participant Caller satisfaction survey

score

76

(85)

76

(83)

81

(83)

N/A

(83)

N/A

(83)

What actions will you take in FY 2025 to achieve the targets described above?

• Continue use of existing customer service best practices.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 15

Financial Operations activities support Strategic Objective 8 (Meet or exceed the financial and ethical standards 

that apply to PBGC as a major financial and government institution and monitor flows) by producing financial 

statements. Results are measured through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Attain an unmodified audit opinion on 

annual financial statements 

• Collect insurance premiums due

• Continue to monitor the efficient use of PBGC’s cash flows

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual 

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

PBGC’s actions will result in an unmodified 

Financial Statement Audit 

Yes

(Yes)

Yes

(Yes)

Yes

(Yes)

N/A

(Yes)

N/A

(Yes)

What actions will you take in FY 2025 to achieve the targets described above?

• Continue performance of financial operational activities consistent with PBGC’s Accounting Policy Manual and 

key internal controls.

Corporate Controls and Reviews Department activities support Strategic Objective 8 (Meet or exceed the financial 

and ethical standards that apply to PBGC as a major financial and government institution and monitor flows) by 

providing a written report on results of Improper Payment Risk Assessment for selected payment streams. Results 

are measured through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Compliance with the 

Payment Integrity 

Information Act of 2019 

(PIIA) to prevent, detect, and 

recover improper payments 

• Maintain a robust control environment that will prevent, detect, and 

recover improper payments

Performance Measures and 

Targets

FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

PBGC’s actions will result in 

compliance with the Payment 

Integrity Information Act of 2019 

(PIIA)

Yes

(Compliance 

with PIIA)

Yes

(Compliance 

with PIIA)

Yes

(Compliance 

with PIIA)

N/A

(Compliance 

with PIIA)

N/A

(Compliance 

with PIIA)
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 16

What actions will you take in FY 2025 to achieve the targets described above?

• Conduct payment integrity risk assessments on selected payment streams.

Corporate Investment activities support Strategic Objective 8 (Meet or exceed the financial and ethical standards 

that apply to PBGC as a major financial and government institution and monitor cash flows) by providing 

investment management service for plans trusteed by the PBGC and for assets managed by the Corporation. 

Results are measured through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Comply with the asset allocation set forth 

in the Investment Policy Statement

• Manage investments prudently and consistent with investment 

policy

• Conduct quality due diligence on the PBGC investment 

portfolios

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual 

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

PBGC’s actions result in compliance with asset 

allocation listed in current Investment Policy 

Statement

Yes

(Yes)

Yes

(Yes)

Yes

(Yes)

N/A

(Yes)

N/A

(Yes)

What actions will you take in FY 2025 to achieve the targets described above?

• Continue to meet the requirements under the Board-approved Investment Policy Statement (IPS).

Information Technology activities support Strategic Objective 9 (Maintain effective IT Security) by producing 

Annual and quarterly FISMA reports, “Effective” ratings for Cybersecurity Framework (CSF) functions (identify, 

protect, detect, respond, and recover), operationalizing an insider-threat program, and automating ICAM 

functions. Results are measured through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Maintain or exceed “level 4: Managed 

and Measurable Rating” or as 

determined by the Inspector General 

(IG) as effective overall on the Office 

of the Inspector General (OIG) 

Cybersecurity Framework Functions 

• Align agency resources to ensure 100 

percent active compliance with 

• Maintain adequate IT Security posture based on NIST guidance 

and implement DHS Cybersecurity Directives

• Ensure on-going authorization of all FISMA reportable system by 

overseeing ISCM

• Fully comply with quarterly/annual FISMA reporting 

requirements per OMB guidance to maintain awareness of 

cybersecurity program performance and deficiencies

• Prioritize Executive Order 14028 initiatives 
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 17

Executive Order 14028 requirements 

and the corresponding agency 

reporting

• Respond to OMB M-22-09 Moving the U.S. Government Toward 

Zero Trust Cybersecurity Principles pertaining to zero trust 

architecture implementation

• Fully integrate ICAM solutions

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

Conduct OMB RMA

(No longer a measure, Cybersecurity & 

Infrastructure Security Agency discontinued 

use of RMA in 2021)

Yes

(Managing 

Risk)

N/A

(Discontinued)

N/A

(Discontinued)

N/A

(Discontinued)

N/A

(Discontinued)

Maintain or exceed a level 4 rating on the 

CMM Rating/IG FISMA Evaluation

(New measure replaces OMB RMA)

Yes

(Managing 

Risk)

Yes

(CMM 

Rating 4 

Effective)

Yes

(CMM 

Rating 4

Effective)

N/A

(CMM 

Rating 4 

Effective)

N/A

(CMM 

Rating 4 

Effective)

What actions will you take in FY 2025 to achieve the targets described above?

• Conduct independent control assessments and maximize use of common controls.

• Continually assess FISMA reportable systems for compliance with OMB/DHS mandates.

• Implement applicable Continuous Diagnostics and Mitigation (CDM) requirements utilized for the PBGC 

cybersecurity dashboard.

• Adhere to Executive Order 14028 requirements in adopting a zero-structure architecture.

Human Resources activities support Strategic Objective 10 (Retain a highly skilled workforce) through recruitment 

and retention of a highly skilled and diverse workforce; train leaders who can properly address employee 

performance and misconduct and operate a comprehensive virtual Work Life and Wellness Program. Results are 

measured through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Increase leadership understanding of 

Diversity, Equity, Inclusion, and 

Accessibility

• Increase management participation in 

training on managing teleworking 

employees by 10 percent

• Train and educate supervisors and managers on the impacts of 

Diversity, Equity, Inclusion, and Accessibility (DEIA)

• Train a high-quality multidisciplinary workforce 

• Train supervisors and managers on managing telework 

employees

• Increase and develop innovative virtual management training
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 18

• Increase participation in the Student 

Loan Repayment Program (SLRP) by 5

percent by continuing education for 

management recruitment and retention 

incentives, increase eligible application 

pool, and increasing the use of 

marketing tools, such as program 

videos, cartoons, and intranet presence

• Provide 10 virtual Work Life and 

Wellness Programs annually

• Support supervisors and managers on managing employee 

performance

• Incorporate in the monthly Work Life and Wellness themes 

with live virtual webinars hosted through FOH and Work Life 

for You

• Provide live webinars and Department training for EAP 

services

• Update respective policies, e.g., SLRP

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual

(Target)

Provide a minimum of two DEIA trainings or 

informational communications to supervisors 

and managers

2

(2)

8

(4)

7 

(2)

N/A

(2)

N/A

(2)

Conduct a minimum of two performance and 

employee conduct trainings

18

(2)

44

(2)

115 

(2)

N/A

(2)

N/A

(2)

Participate in a minimum of two targeted job 

fairs

4

(2)

7

(2)

4 

(4)

N/A

(4)

N/A

(4)

Provide work-life balance and wellness events 97

(25)

93

(25)

108 

(25)

N/A

(25)

N/A

(25)

Conduct a minimum of two managing telework 

employee trainings 

N/A

(N/A)

4

(2)

3 

(2)

N/A

(2)

N/A

(2)

Promote retention incentives N/A

(N/A)

5

(2)

5 

(2)

N/A

(2)

N/A

(2)

What actions will you take in FY 2025 to achieve the targets described above?

• Broaden utilization of the Student Loan Repayment Program.

• Host management round tables to address specific management concerns.

• Continue to research and implement best practices for work-life balance initiatives.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 19

Office of Equal Employment Opportunity (OEEO) activities support Strategic Objective 11 (Encourage and 

support a diverse and inclusive work environment that encourages employee engagement) by assisting in the 

eradication of employment discrimination, improving diversity in the workplace, and creating an environment 

where all PBGC employees are valued, respected, and free to develop and perform to their fullest potential. Results 

are measured through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• By 2026 and per Federal Equal 

Employment Opportunity 

Commission’s (EEOC) benchmark, 

have General Schedule (GS)-15 and 

Senior Level (SL) grade representation 

more reflective of the agency’s total 

workforce

• Foster a diverse, high-performing workforce drawn from all 

segments of American society 

• Foster a culture of inclusion that encourages collaboration, 

flexibility, and fairness

• Deliver DEIA training opportunities to all PBGC staff to create 

opportunities for individuals to investigate their bias and to 

understand bias’s impact on equal employment opportunity

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual

(Target)

Increase gradually – half percent each year until 

grade representation for these groups increases 

in GS-15 and SL

No

(Yes)

No

(Yes)

No

(Yes)

N/A

(Yes)

N/A

(Yes)

What actions will you take in FY 2025 to achieve the targets described above?

• Continue to conduct barrier analysis with special emphasis on analysis of demographics for GS-15 and SL that 

have not made incremental increases and/or declined in representation over a 3-year period to identify potential 

barriers to equal employment opportunity.

• Conduct annual management briefings and continue to build relationships with and support each PBGC 

Department Director’s EEO efforts with the ongoing Office of Equal Employment Opportunity (OEEO) point of 

contact assignment.

• Continue to administer the EEO Dashboard to agency leadership in an effort to support their succession planning, 

and DEIA efforts.

• Continue to leverage affirmative employment committees to assist in determining the needs of PBGC’s workforce 

and in the development of programs that support the specific professional development needs of diverse groups.

• Continue to be proactive in mitigating complaints by providing EEO training that informs and educates on antidiscriminatory and anti-harassment behavior.

• Continue to offer agency-wide Bias Awareness Trainings and programs that support inclusivity in an effort to 

guide individuals in identifying workplace behaviors that support equal employment opportunity, DEIA, and 

behaviors that help mitigate discrimination.

• Continue to offer the YOUniversity Bias Awareness Program, Education & Enrichment Book Club Series, Real 

Talk Series, and Affinity Chats Series and other ad hoc workshops that support opportunities for perspectivesharing and to understand another’s dimensions of identity in the workplace.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 20

External Corporate Internet Program activities support Strategic Objective 12 (Strengthen transparency, 

disclosure, and communication) by providing online tools for plan participants and plan sponsors and continuing to 

enhance the website experience for the general public, plan participants, and sponsors. Results are measured 

through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Comply with all FOIA deadlines and 

maintain model disclosure program

• Research and implement improvements 

each year to PBGC’s communications 

(including PBGC.gov) in response to 

customer feedback and key performance 

indicators (surveys, etc.)

• Maximize stakeholder education and 

outreach, including published regulation 

by holding meetings with participant 

groups, plan sponsors, practitioner 

groups, industry associations, and other 

interested stakeholders

• Provide annual data-driven data tables 

and projection reports to stakeholders 

based on the latest pension research, 

data, and projections

• Ensure stakeholder access to information 

on PBGC.gov by monitoring and 

improving the website’s performance 

and security, and working with its host to 

minimize service interruptions 

• Provide effective and timely communication with plan 

participants and other stakeholders

• Inform stakeholders about provisions of key legislative and 

regulatory proposals

• Improve annual communications based on quarterly analytics

• Foster consistent, fair, and impartial treatment of participants 

and stakeholders, including those who belong to historically 

underserved communities

• Maintain a secure hosting environment, closely monitor web 

logs, and respond quickly to any issues that arise

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

Number of improvements to the usability and 

content of PBGC.gov per year

10

(8)

12

(10)

12

(10)

N/A

(10)

N/A

(10)

PBGC.gov website availability (new measure 

started in FY 2022)

N/A

(N/A)

99%

(99%)

99%

(99%)

N/A

(99%)

N/A

(99%)
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 21

PBGC’s actions result in satisfaction scores 

which meet or exceed targets website customer 

satisfaction online survey 

64

(75)

63

(75)

N/A

(Retire)

N/A

(Eliminate)

N/A 

(Discontinued)

What actions will you take in FY 2025 to achieve the targets described above?

• Continue soliciting input from leadership and external stakeholders to continually improve the customer 

experience at PBGC.gov.

• Closely monitor uptime and service levels for PBGC.gov, working closely with the hosting vendor to resolve any 

service issues.

• Regularly monitor security logs and analytics to identify any potential issues.

Enterprise Risk Management activities support Strategic Objective 13 (Strengthen enterprise risk management) by 

maintaining an Entity-wide Risk Profile, and Entity-wide Risk Register, monitoring Key Risk Indictors, and 

emerging risks, and promoting Enterprise Risk Management (ERM) Integration with budget, organizational 

performance, and strategic planning. Results are measured through the following Performance Goals, Strategies, 

and Measures.

Performance Goal(s): Performance Strategy:

• Implement enterprise risk 

management requirements by 

conducting a risk assessment 

and providing risk-related 

training to the Risk 

Management Council (RMC)

and department directors (or 

their designees) annually

• The FY 2022 and FY 2023 

entity-wide risks identified 

will be evaluated during the 

annual risk assessment 

• Educate and inform stakeholders on the impact of entity-wide risks

• Continuously seek to improve program maturity level by identifying 

emerging risks

• Complete annual risk assessment by OMB deadline

• Brief key decision-making bodies on entity-wide risks

• Implement Risk Management Office (RMO) succession planning

• Deliver ERM training to RMC and Department Directors to ensure 

consistent knowledge base

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 22

Identification of emerging entity-wide 

risks in a timely manner

Yes

(Increased 

identification 

of emerging 

entity-wide 

risks in a 

timely manner)

Yes

Identified 23 

emerging 

risks

(Increased 

identification 

of entitywide risks in 

a timely 

manner)

Yes, Identified 

41 emerging 

and existing 

risks

(Identify

entity-wide 

risks in a 

timely 

manner)

N/A

(Identify

entity-wide 

risks in a 

timely 

manner)

N/A

(Identify 

entity-wide 

risks in a 

timely 

manner)

Continue knowledge-sharing related to 

risks

Yes

(Increase in

risk-informed 

decisionmaking)

 Yes

(Increase in 

risk-informed 

decisionmaking)

Yes

(Continue

risk-informed 

decisionmaking)

N/A

(Continue 

risk-informed 

decisionmaking)

N/A

(Continue 

risk-informed 

decisionmaking)

Constant vigilance to foster a risk 

management culture

Yes

(Continue to

communicate 

ERM status)

 Yes

(Continue to 

communicate 

ERM status)

Yes

(Continue to 

communicate 

ERM status

N/A

(Continue to 

communicate 

ERM status)

N/A

(Continue to 

communicate 

ERM status)

What actions will you take in FY 2025 to achieve the targets described above?

• Conduct entity-wide risk assessment.

• Work with business owners to identify and review key risk indicators and emerging risks.

• Integrate enterprise risk management with strategic planning and organizational performance processes.

• Include risks as a consideration and decision criteria for budget decisions.

Procurement and Acquisition activities support Strategic Objective 14 (Strengthen contractor oversight to reduce 

enterprise-wide risks) by providing resources for the PBGC acquisition community to strengthen contractor 

oversight. Results are measured through the following Performance Goals, Strategies, and Measures.

Performance Goal(s): Performance Strategy:

• Ensure 100 percent of contract actions 

marked “applicable” undergo legal 

review

• Identify root causes and incorporate lessons-learned to improve 

future acquisitions

• Improve accountability of acquisition processes
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 23

Performance Measures and Targets FY 2021

Actual 

(Target)

FY 2022

Actual 

(Target)

FY 2023

Actual

(Target)

FY 2024

Actual 

(Target)

FY 2025

Actual 

(Target)

Number of activities and streamlined guidance 

implemented

5

(5)

5

(5)

5

(5)

N/A

(3)

N/A

(1)

Percentage of contract actions marked 

“Applicable” undergo legal review 

N/A

(N/A)

100%

(New 

Measure)

100% 

(100%)

N/A

(100%)

N/A 

(100%)

Percentage of requirements originating within 

OMA sent to CMO for review

N/A

(N/A)

100%

(New 

Measure)

100% 

(100%)

N/A

(100%)

N/A

(100%)

What actions will you take in FY 2025 to achieve the targets described above?

• Implementation leading to data migration for the PRISM (Acquisition Management System) is underway and will 

be completed in FY 2025. Data migration testing will be complete in FY 2024, and PRISM will be fully operational 

by FY 2025. Once data migration is complete in FY 2025, the Procurement Department will work with Unison to 

finalize customized reports. As PD continues the implementation process, the Department will: ensure to effectively 

communicate technology updates to the Corporation; ensure PD operations align throughout implementation across 

processes, procedures, and technology; ensure SOP and other process documentation are updated to reflect 

technology shifts; and focus on improved reporting working with Unison (PRISM’s Contractor) to develop 

customized procurement reports and future metrics that help continue to improve the quality of operations and 

streamline processes.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 24

FY 2023 OPERATIONS IN BRIEF

2023

Target

2023

Actual

2022

Actual

GOAL 1: Preserve Plans and Protect Pensions

Single-Employer Plan Participants Protected – Employers 

Emerging from Bankruptcy During the Year 32,038 999

Single-Employer Plan Standard Termination Audits: Additional 

Payments $2.3M to 1306 participants $1.03M paid to 663 participants

Single-Employer Benefit Payments for Terminated Plans

• Participants Receiving Benefits 920,000 960,000

• Benefits Paid Over $6.0B Over $7.0B 

• Participants Expected to Receive Future Benefits 473,000 496,000

Multiemployer Plan Traditional Financial Assistance $176M to 100 plans $226M2

to 115 plans 

Multiemployer Plan SFA Payments $45.6B $7.6B

Multiemployer Participants in Insolvent Plans

• Participants Receiving Benefits 80,421 93,525

• Participants Expected to Receive Future Benefits 41,661 46,480

GOAL 2: Pay Timely and Accurate Benefits

Estimated Benefits Within 10 Percent of Final Calculation 95% 96% 97%

Average Time to Provide Benefit Determinations (Years) 4.5 4.4 4.1

Benefit Applications Processed in 45 Days 87% 98% 85%

Improper Payment Rates Within OMB Threshold1

3 <1.5% Yes Yes

GOAL 3: Maintain High Standards of Stewardship and Accountability4

Retiree Satisfaction – ACSI5 Score 90 87 86

Participant Caller Satisfaction – ACSI Score 83 81 76

Premium Filer Satisfaction – ACSI Score 74 77 77

Single-Employer – Financial Net Position $44.6B $36.6B

Multiemployer – Financial Net Position $1.5B $1.1B

Unmodified Financial Statement Audit Opinion Yes Yes Yes

Maintain or exceed a level 4 rating on the CMM Rating/IG FISMA 

Evaluation

Effective Yes Effective

2 The $226 million in 2022 includes a $9 million payment on a facilitated merger under the Multiemployer Pension Reform Act of 2014 (MPRA).

3 The OMB threshold for significant improper payment reporting is as follows: amounts that exceed (1) both 1.5 percent and $10 million in improper 

payments, or (2) $100 million in improper payments. 

4

In March 2020, PBGC retired the Customer Satisfaction survey and is now piloting a new PBGC.gov Feedback button.

5 The American Customer Satisfaction Index (ACSI) uses a 0-100 scale; 80 or above is considered excellent.
PENSION BENEFIT GUARANTY CORPORATION (PBGC)

PBGC FY 2025 APP Final Draft w/fiscal yearend (FYE) updates - 25

Glossary of Acronyms

ACSI American Customer Satisfaction Index IRS Internal Revenue Service

APP Annual Performance Plan ISCM Information Security Continuous Monitoring

ARP American Rescue Plan Act of 2021 IT Information Technology

BPIT Budget and Planning Integration Team ITPRB Information Technology Portfolio Review

Board

CCC Customer Contact Center ME Multiemployer

CDM Continuous Diagnostics and Mitigation MPP Missing Participants Program

CFRD Corporate Financing and Restructuring Department My PAA My Plan Administration Account

CMM Capability Maturity Model MyPBA My Participant Benefit Access

CMO Chief Management Officer NIST National Institute of Standards and Technology

CSF Cybersecurity Framework OEEO Office of Equal Employment Opportunity

CX Customer Experience OGC Office of the General Counsel

DEIA Diversity, Equity, Inclusion, and Accessibility OIG Office of the Inspector General

DHS Department of Homeland Security OMA Office of Management and Administration

EAP Employee Assistance Program OMB Office of Management and Budget

EEO Equal Employment Opportunity ONR Office of Negotiations and Restructuring 

EEOC Equal Employment Opportunity Commission OPEA Office of Policy & External Affairs 

ERM Enterprise Risk Management PD Procurement Department

FA Financial Assistance PIIA Payment Integrity Information Act

FISMA Federal Information Security Modernization Act of 

2014

POC Point of Contact

FMFIA Federal Managers Financial Integrity Act of 1982 PRISM Procurement Information System for

Management

FOH Federal Occupational Health RMA Risk Management Assessment

FOIA Freedom of Information Act RMC Risk Management Council

FTE Full-time Equivalent RMO Risk Management Officer

GS General Schedule SFA Special Financial Assistance

ICAM Identify and Credential Access Management SL Senior Level

ICC Internal Corporate Controls SLRP Student Loan Repayment Program

IG Inspector General SO Strategic Objective

IPS Investment Policy Statement