O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Strategic and Operational Plan

2 0 0 6 – 2 0 1 0

United States 

Office of Personnel Management
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Director’s Message������������������������������������������������������������������������������1

Mission Statement�������������������������������������������������������������������������������3

Guiding Principles ������������������������������������������������������������������������������5

Strategic Objectives ����������������������������������������������������������������������������7

Operational Goals �������������������������������������������������������������������������������9

Appendices

A. Organization Structure����������������������������������������������������������24

B. Products and Services�����������������������������������������������������������25

C. External Customers���������������������������������������������������������������26

D. Demographic Outlook ����������������������������������������������������������27

E. Career Patterns����������������������������������������������������������������������29

F. Program Evaluation and Implementation �����������������������������31

Table of Contents
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

I am pleased to present the 

Office of Personnel Management’s 

new Strategic and Operational 

Plan. We revised our plan in an 

effort to make OPM’s goals and 

operations more transparent and 

accountable to the American public.

In reviewing this new plan, the 

reader will note it differs markedly 

from previous OPM plans and 

other Federal agency plans as 

well. This is intentional.

We believe the American citizens 

and the Federal civilian workforce 

expect us to get things done.

That’s what this plan is about.

Its goals are straightforward and 

readily identifiable. Each is actionoriented and begins with a verb.

Each has a date by which it will 

be accomplished. We will know 

when it has been achieved and so 

will you. That’s true accountability.

And that is the way we want it.

The planning process was guided 

by the input of executives and 

senior General Schedule OPM 

associates who formed an advisory 

group. The resultant plan is a 

tribute to their efforts and reflects 

their knowledge, expertise and 

dedication to the agency.

We also tapped into other 

resources for input, including 

Members of Congress, the 

Chief Human Capital Officers 

Executive Committee, employee 

union leadership and the Office 

of Management and Budget. We 

value their interest in our mission.

We gave special consideration 

to the workforce of the future.

Appendix E introduces the Career 

Patterns initiative, which will equip 

the Federal Government to attract 

a full spectrum of the potential 

employee pool to the Federal 

workforce. We are excited about 

this emerging effort and will 

provide periodic updates on our 

progress as it proceeds.

The reader should note that not 

all OPM programs and activities 

are listed. However, these 

programs will remain subject to 

high level management attention 

to ensure their continued and 

successful operation. Further, 

no future resource commitments 

have been extended to OPM 

with respect to initiatives in 

the outyears of this plan.

Finally, a word of caution – 

don’t confuse our plan’s 

brevity for an absence 

of dedication. We 

are committed to our 

principles, committed to 

our goals and committed 

to accomplishing our 

mission – to ensure the 

Federal Government 

has an effective 

civilian workforce.

Linda M. Springer

Director

Director’s Message
leadership

advice

and
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 

Our mission is to ensure 

the Federal Government 

has an effective 

civilian workforce

Mission Statement

We accomplish our 

mission by

Providing human capital advice and 

leadership for the President of the 

United States and Federal agencies

Delivering human resources policies, 

products and services 

Ensuring compliance with merit system 

principles and protection from prohibited 

personnel practices

Holding agencies accountable for their 

human capital practices
excellence achieving
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 

g We are committed to

Guiding Principles

Promoting the ideals of public service

Championing the Federal workforce

Achieving excellence in what we do

Advocating for innovative human resources practices

Attracting and developing the best people for 

Federal service

Preserving merit system principles

Encouraging professional development and 

recognition opportunities 

Spending taxpayer dollars wisely 

Valuing our customers

Being accountable for our actions
practices exemplary
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 

y Strategic Objectives

The Federal civilian 

workforce will

Be focused on achieving agency goals 

Have career opportunities, benefits and service delivery 

that compete successfully with other employers

Federal agencies will Be employers of choice 

Be recognized as leaders in having exemplary 

human resources practices

The Office of 

Personnel 

Management 

will

Be a model of performance for other Federal agencies 

Be a leader in the human resources professional 

community and have positive name recognition outside 

the Federal Government 

Have constructive and productive relationships with 

external stakeholders
performance ensuring
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 

Operational Goals*

Strategic Objective 

The Federal 

civilian workforce 

will be focused 

on achieving 

agency goals Senior Executive Service (SES)

Review and assist, where needed, agencies in ensuring 

performance appraisal systems focus on goal achievement 

by October 1, 2006 (A-1)

Report on SES performance-based pay system results each 

calendar year (A-2)

Departments of Defense (DOD) and 

Homeland Security (DHS)

Evaluate effectiveness of DOD National Security Personnel System 

(NSPS) and DHS human resources management system; produce 

first implementation assessments by May 1, 2007 (A-3)

Establish performance measurement criteria by July 1, 2006, and 

collect data for determination that DOD may implement NSPS 

beyond initial 300,000 employee limitation (A-4)

Other Agency Reforms

Expand and publicize business case for introduction of reform 

legislation during 2006 (A-5)

Monitor and report on demonstration projects at agencies by 

January 1, 2007, and update each year thereafter (A-6)

g

*Each Operational Goal is assigned a reference number for corresponding with the 

“Goals” column in Appendix F.
1 0 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Operational Goals

Strategic Objective 

The Federal 

civilian workforce 

will have career 

opportunities, 

benefits and 

service delivery 

that compete 

successfully with 

other employers

Professional Development

Issue a comprehensive catalog of Federal Government-offered 

professional development programs by October 1, 2006 (B-1)

Evaluate/update OPM educational curricula for relevance and 

effectiveness in the current human resources environment by 

October 1, 2006 (B-2)

Retirement Benefits Administration

Award Retirement Systems Modernization contracts and begin 

implementation for Defined Benefit Technology Solution and 

Business Transformation/Information Technology Service 

by May 1, 2006, and June 1, 2006, respectively (B-3)

Make final 90% of initial retirement benefits in 30 days by 

October 1, 2006 (B-4)

Complete and mail notice in 10 working days for 80% of 

subsequent change requests by October 1, 2006 (B-5)

Answer 85% of general inquiries within 72 hours by 

October 1, 2006 (B-6)

Develop pilot program for eliminating interim payments; identify 

two agency participants in pilot program by April 1, 2006; finalize 

50% of initial retirement benefits by first payment due date 

(eliminating interim payments) by January 1, 2007; and evaluate 

program and expand pilot to additional agencies in 2007 (B-7)
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 1 1

Health and Other Benefits

Roll out new dental/vision plan by December 31, 2006 (B-8)

Implement limited expense health care flexible spending account 

by August 1, 2006 (B-9)

Promote affordable Federal Employees Health Benefits Program 

(FEHBP) options, which may include additional health savings 

plan options, each year during strategic planning period (B-10)

Include Government contributions to benefits in pay statement 

disclosures by October 1, 2007 (B-11)

Pay Administration

Lay groundwork during fiscal year (FY) 2007 for more refined 

market adjustments to pay (B-12)

Operational Goals

Strategic Objective 

The Federal 

civilian workforce 

will have career 

opportunities, 

benefits and 

service delivery 

that compete 

successfully with 

other employers
1 2 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Workforce of the Future

Identify Federal Government workforce Career Patterns 

(see Appendix E) for the future with accompanying requirements/

impact by June 1, 2006 (C-1)

Categorize positions by new Career Patterns at all Chief Human 

Capital Officer (CHCO) Agencies by January 1, 2007 (C-2)

Begin to operate and hire in the new Career Patterns environment 

by October 1, 2007, at all CHCO agencies and expand each 

year thereafter (C-3)

Recruiting Opportunities

Work with CHCO Council to roll out a more targeted (by learning 

institution, profession) job fair process in 2006 and expand through 

strategic planning period (C-4)

Update Executive Core Qualifications by October 1, 2006; 

complete development of enhanced automated examination tool 

by April 1, 2007 (C-5)

Streamline and improve the examination rating schedules for 

common occupations by July 1, 2006 (C-6)

Develop and roll out a plan with the CHCO Council to work with 

the Presidential Management Fellows (PMF) Program to recruit top 

talent for positions in management by July 1, 2006 (C-7)

Operational Goals

Strategic Objective 

Federal agencies 

will be employers 

of choice
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 1 3

Hiring Process

Decrease hiring decision timeframes to 45 days from closing date 

of job announcement to date of offer for 50% of hires by end of 

FY 2006, increasing by 10% per year thereafter to 90% in 2010 (C-8)

Improve hiring practices as measured by CHCO Council-approved 

applicant and manager surveys at a total of eight CHCO agencies 

by 2007; 15 by 2008; and all agencies by 2010 (C-9)

Increase number of CHCO agencies using the USAJOBS resume 

format and integrating online applications with their assessment 

systems to 50% by April 1, 2007; 75% by April 1, 2008; and 

100% by April 1, 2010 (C-10)

Increase number of CHCO agencies using the USAJOBS position 

announcement template to 85% by December 31, 2006 (C-11)

Effective Leadership

Provide agencies with a competency assessment tool for 

management candidates by January 1, 2007 (C-12)

Set guidelines for managerial development by October 1, 2006 (C-13)

Operational Goals

Strategic Objective 

Federal agencies 

will be employers 

of choice
1 4 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Performance Development and Management

Develop and operate Beta sites at 18 CHCO agencies by 

October 1, 2006 (D-1)

Improve performance management practices at 8, 12, 18 CHCO 

agencies during 2006, 2007, 2008, respectively, as measured by 

Performance Appraisal Assessment Tool (D-2)

Staffing

Have written succession plans in place at 15 CHCO agencies 

by October 1, 2006, and meet milestones; all other agencies by 

October 1, 2007 (D-3)

Establish a category rating policy/plan by January 1, 2007, and use 

for hires by October 1, 2007, at all CHCO agencies (D-4)

Human Resources Leadership

Set targets for closing competency gaps in the Human Resources 

Management Specialist occupation by October 1, 2006, at all 

CHCO agencies (D-5)

Operational Goals

Strategic Objective 

Federal agencies 

will be recognized 

as leaders in having 

exemplary human 

resources practices
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 1 5

Accountability

Implement a human capital accountability system, including 

compliance with merit system principles, laws, rules, and 

regulations in accordance with OPM standards, at eight CHCO 

agencies by October 1, 2006; 16 by October 1, 2008; and all by 

October 1, 2010 (D-6)

e-Government

Complete consolidation and migration of civilian payroll processing 

by October 1, 2008 (D-7)

Obtain commitment from three agencies for migration to Human 

Resources Line of Business (HR LOB) Shared Service Centers by 

October 1, 2006 (D-8)

Convert 50% of hard copy official personnel folders Governmentwide 

to electronic format by October 1, 2008, increasing 20% per year 

thereafter to 90% by October 1, 2010 (D-9)

Develop policy and functional requirements for nine non-core 

HR LOB subfunctions by October 1, 2006 (D-10)

Operational Goals

Strategic Objective 

Federal agencies 

will be recognized 

as leaders in having 

exemplary human 

resources practices
1 6 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Employee Satisfaction and Development

Implement performance elements and standards for all 

OPM employees that support the OPM Strategic and 

Operational Plan by July 1, 2006 (E-1)

Implement a professional development program for 

OPM employees by October 1, 2006 (E-2)

Implement an employee recognition program at OPM by 

July 1, 2006 (E-3)

Implement action plan to ensure OPM is rated in the top 50% of 

agencies surveyed in the 2006 Federal Human Capital Survey 

(FHCS) and in the top five agencies in the 2008 FHCS (E-4)

Have the OPM Beta site operational by June 1, 2006 (E-5)

Develop a group employee incentive program for the 

Human Resources Products and Services (HRPS) Division that 

factors in the uniqueness of HRPS as a reimbursable business 

operation by July 1, 2006; implement pilot program in Center 

for Talent Services by October 1, 2006 (E-6)

Operational Goals

Strategic Objective 

The Office of 

Personnel 

Management 

will be a model 

of performance 

for other 

Federal agencies
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 1 7

Customer Satisfaction and Timeliness

Develop performance standards for OPM common services by 

July 1, 2006, and implement by October 1, 2006 (E-7)

Maintain agency prompt payment performance at 98%; improve 

divisional performance (non-Investigative Services) 10% by 

October 1, 2006, and an additional 10% by October 1, 2007 (E-8)

Complete all routine OPM clearances in seven business days starting 

by April 1, 2006 (E-9)

Operate under a fully implemented set of delegated authorities 

and clearance protocols by May 1, 2006 (E-10)

Use the agency-wide Document Management System in 250 person 

pilot group by March 1, 2006, and extend through the agency by 

October 1, 2006 (E-11)

Publish eight proposed/final human resources regulations during 

FY 2006 (E-12)

Pandemic Threats

Support Administration strategies to address pandemic threats 

throughout planning period (E-13)

Operational Goals

Strategic Objective 

The Office of 

Personnel 

Management 

will be a model 

of performance 

for other 

Federal agencies
1 8 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Financial Management and Internal Control

Develop new common services methodology by July 1, 2006; 

implement by October 1, 2006 (E-14)

Issue new internal control guidelines by July 1, 2006 (E-15)

Receive an unqualified audit opinion and report no material 

weaknesses every year (E-16)

Develop and implement activity-based cost accounting information 

available to program managers by July 1, 2008 (E-17)

Set up a Capital Investment Committee that will review and 

approve major capital expenditures by July 1, 2006 (E-18)

Develop guiding principles to be updated, published and required 

for FEHBP carriers by the FY 2007 call letter mailing (E-19)

Review all FEHBP carriers for compliance with guiding principles 

at least once during the 2007-2010 period (E-20)

Achieve full cost recovery annually for each revolving 

fund program (E-21)

Revalidate requirements for financial management system 

migration to Bureau of Public Debt by May 1, 2006; complete 

implementation by February 1, 2007 (E-22)

Operational Goals

Strategic Objective 

The Office of 

Personnel 

Management 

will be a model 

of performance 

for other 

Federal agencies
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 1 9

Investigative Services

Meet Intelligence Reform Act goals 

Complete 80% of initial clearance investigations within 

90 days by end of 2006 (E-23)

Complete 90% of initial clearance investigations within 

40 days by end of 2009 (E-24)

Complete 90% of all other investigations by predetermined 

deadline (varies by case type) by end of 2007 (E-25)

Achieve rate of no more than 1% of completed investigations 

returned as deficient from agency security/adjudication offices 

each year (E-26)

Communication

Redesign the OPM website by October 1, 2006 (E-27)

Inform OPM customers of the agency’s success in meeting the 

stated customer goals in the 2006-2010 OPM Strategic and 

Operational Plan within two weeks of each success (E-28)

Develop and post on internal OPM website a functional 

organizational directory by July 1, 2006 (E-29)

Operational Goals

Strategic Objective 

The Office of 

Personnel 

Management 

will be a model 

of performance 

for other 

Federal agencies
practices

innovative
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 2 1

Public Awareness

Implement a plan to increase public awareness of professional 

development opportunities in the Federal workforce by 

July 1, 2006 (F-1)

Health Benefits 

Introduce model cost transparency requirements for FEHBP 

providers effective for FY 2007 (F-2)

Report on health information technology requirements results for 

FEHBP providers during FY 2007 (F-3)

Professional Organizations

Identify two national professional organizations focusing on 

human resources policy, benefits and employee development and 

achieve leadership positions in them during FY 2006 and each 

year thereafter (F-4)

Research

Host and lead a new forum, including private sector thought 

leaders, for exploring innovative human resources practices during 

FY 2007 and each year thereafter (F-5)

Operational Goals

Strategic Objective 

The Office of 

Personnel 

Management 

will be a 

leader in the 

human resources 

professional 

community and 

will have positive 

name recognition 

outside the Federal 

Government
relationships

productive
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 2 3

Congress

Acknowledge receipt of all Congressional inquiries within 24 hours 

by July 1, 2006 (G-1)

Provide communications of OPM positions on routine issues within 

two days by July 1, 2006 (G-2)

Identify and initiate at least one project on which to work with 

Members of Congress by March 1, 2006 (G-3)

Veterans

Expand the Walter Reed Army Medical Center post-service 

employment support model to one additional hospital in both 

2006 and 2007 (G-4)

Unions and Employee Advocacy Groups

Identify at least one initiative per year to partner and implement 

beginning in 2006 (G-5)

Combined Federal Campaign (CFC)

Simplify CFC participant eligibility rules for use in the 

2007 campaign (G-6)

Media

Respond to routine inquiries within two hours 95% of the time (G-7)

Hold Director media briefings twice per year (G-8)

Operational Goals

Strategic Objective 

The Office of 

Personnel 

Management 

will have 

constructive 

and productive 

relationships 

with external 

stakeholders
2 4 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Organization 

Structure

d Appendix A

Senior Policy Advisors

Office of Human Resources 

Line of Business

(HR LOB)

Office of 

Congressional Relations 

(OCR)

Strategic Human 

Resources Policy Division

(SHRP)

Office of the 

General Counsel

(OGC) 

Office of the 

Chief Financial Officer

(OCFO)

Management Services 

Division

(MSD)

Human Resources Products 

and Services Division

(HRPS)

Federal Investigative 

Services Division

(FISD)

Human Capital Leadership 

and Merit System 

Accountability Division

(HCLMSA)

Office of Communications 

and Public Liaison

(OCPL)

Director

Office of the 

Inspector General

(OIG)

Deputy Director

Chief of Staff and 

Director of External Affairs

Federal Prevailing Rate 

Advisory Committee

(FPRAC)

Executive Director and 

Senior Counselor
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 2 5

Products and Services

Appendix B

Leadership and policy guidance on personnel management issues 

for the President of the United States and Federal agencies

Management of health benefit and life insurance, and administration 

of retirement payments for employees and families across the 

Federal Government

Completion of 90% of all background investigative services for the 

Federal Government

Direction, policy guidance and technical assistance to agencies 

regarding the recruiting, selection, development and compensation 

of Federal executives and other civil service employees

Assessment of human capital management, both Governmentwide 

and within agencies, for compliance with current laws, regulations 

and policies

Collection and dissemination of Federal workforce information, 

including administration of human capital survey

Supervision of the Federal Executive Boards, which liaison 

between Federal offices in and outside Washington, DC

Our products and 

services include
2 6 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Executive Branch

Executive Office of the President

Federal Workforce

Agencies

Retirees and Beneficiaries

Others

Congress

American Citizens

Employment Applicants

Unions and Employee Advocacy Groups

Media

Public Interest Groups

Vendors 

State/Local/Other Governments

External Customers

Appendix C

Our primary duty 

is to serve the 

President of the 

United States. 

Other customer 

groups include
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 2 7

Demographic Outlook

Appendix D

Succession planning needs and loss of knowledge, 

especially in light of retirement peak

Competition for talent

Demand for management and leadership skills

Need to attract and cultivate high performers in the 

Federal workforce

Interest in periodic rather than lifetime Government service

Desire for enhanced workplace flexibilities

Number of veterans and diversity in the workforce

Concern about safety and security issues

Virtual workplaces

Demographic 

factors external to 

the agency impact 

the achievement 

of our goals. 

During this period, 

we anticipate an 

increase in
workforce evolving
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 2 9

Career Patterns

Appendix E

This trend will continue in the future as the pool of potential 

workers becomes increasingly diverse in its employment 

arrangement goals. With a large percentage of current employees 

becoming retirement eligible, it is increasingly important that we 

are positioned to compete for these employees who seek nontraditional Career Patterns.

Our new focus on Career Patterns recognizes that employeremployee relationships will increasingly vary across many 

dimensions. We will need to consider such determinants as:

Time in career (early, middle, late, returning annuitants)

Mobility (among agencies, between public and private sectors) 

Permanence (seasonal/intermittent, long-term, revolving, 

temporary, students)

Mission-focus (program-based, project managers)

Flexible arrangements (detached from office, job sharers, 

non-traditional time of day, part time, irregular schedule) 

The professional needs of prospective employees in each of these 

Career Patterns will be equally varied. To attract, retain and lay the 

foundation for a successful career for future Federal Government 

employees, we need to anticipate these requirements for all segments 

of the talent pool. Under the Career Patterns initiative, OPM will 

lead the CHCO Council and agencies in addressing this imminent 

challenge by identifying and creating these environments for both 

traditional and non-traditional patterns.

The Federal 

Government 

workforce is evolving 

from its historical 

composition in 

which career 

employees with 

traditional working 

arrangements 

dominated
goals achieving
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 3 1

Many of the operational goals outlined in the Strategic 

and Operational Plan relate to issues identified in 

evaluations previously or currently being conducted by 

OPM or the Government Accountability Office.

The table below provides a brief description of these 

reviews and the corresponding operational goals.

Description of Evaluation Purpose Schedule Goals

Evaluation of the 

Employee Benefit 

Programs 

Determine if the employee benefit programs 

are meeting their intended purposes: 

1) support Federal agency efforts to 

recruit and retain the workforce they 

need to meet their missions, and 

2) meet the retirement and insurance 

needs of Federal employees.

Independent 

program 

evaluation will 

begin during 

FY 2006 and 

continue into 

FY 2007

B-3 – 11, 

F-2 – 3

Independent Evaluation 

of Compliance Program 

Determine if the merit system compliance 

program meets the statutory intent, desired 

outcomes, and expectations of program 

participants, legislators, and program officials. 

Independent 

program 

evaluation will 

begin during 

FY 2006 and 

continue into 

FY 2007

D-6

Internal Evaluations In-Progress or Planned

Program Evaluation 

and Implementation

Appendix F
3 2 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Description of Evaluation Purpose Schedule Goals

Independent Evaluation 

of “Human Capital 

Performance” Program 

(includes SHRP, Human 

Capital Leadership and 

HR LOB)

In conjunction with the spring 2006 Performance 

Assessment Rating Tool (PART), design a rigorous 

independent evaluation program of OPM’s Human 

Capital Performance program in accordance with the 

requirements of OMB’s PART.

Independent 

program 

evaluation will 

begin during 

FY 2006 and 

continue into 

FY 2007

C-1 – 13,

D-1 – 2

Independent Evaluation 

of Investigative Services

Evaluate the Federal Investigative Services Program 

that support program improvements, evaluate 

effectiveness and relevance of the program, and meet 

PART requirements.

Independent 

program 

evaluation will 

begin during 

FY 2006 and 

continue into 

FY 2007

E-23 – 26

Independent Evaluation 

for Leadership Capacity 

Program

In conjunction with the spring 2006 PART, design a 

rigorous independent evaluation program of OPM’s 

Leadership Capacity program in accordance with the 

requirements of question 2.6 of the PART. 

Independent 

program 

evaluation will 

begin during 

FY 2006 and 

continue into 

FY 2007

C-12 – 13, 

D-1 – 4, 

E-1 – 2

DOD/DHS Program 

Evaluation

Develop OPM standards for independent program 

evaluation of alternative pay systems, starting with 

evaluation of DOD/NSPS and DHS MAXHR 

that determines proper scope, sets quality criteria, 

maintains independence and looks at the programs 

over time.

Independent 

program 

evaluation will 

begin during 

FY 2006 and 

continue into 

FY 2007

A-3 – 4

Evaluation of 

Demonstration Projects 

at Commerce and DOD 

To better understand benefits and challenges of 

existing Demonstration projects and fulfill OPM 

responsibilities regarding evaluation of these projects 

as required by chapter 47, section 4703 of Title 5 of 

U.S.C. to provide for such evaluations.

Longitudinal 

project will 

begin during 

FY 2006 and 

continue into 

FY 2008

A-6

Internal Evaluations In-Progress or Planned 
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 33

Description of Evaluation Purpose Schedule Goals

GAO Review of NSPS 

–Human Capital: 

DOD’s National Security 

Personnel System Faces 

Implementation Challenges

Review of the most significant challenges DOD faces 

in the development of the NSPS.

Final report

July 14, 2005

A3 – 4

GAO Review of the 

Equal Employment 

Opportunity Program 

–Equal Employment 

Opportunity: The Policy 

Framework in the Federal 

Workplace and the Roles 

of EEOC and OPM

Review of responsibilities for monitoring violations 

of merit principles and for producing the annual 

Federal Equal Opportunity Recruiting Program report 

on workforce demographics.

Final report

April 29, 2005

D-6

GAO Review of New 

Hiring Flexibilities 

–Human Capital: Increasing 

Agencies’ Use of New 

Hiring Flexibilities

Review of efforts undertaken by OPM and agencies 

to help improve the Federal hiring process, and 

whether agencies are making use of the two new 

hiring flexibilities contained in the Homeland 

Security Act of 2002. 

Final report

July 13, 2004

A-3, 

C-9, 

D-4

GAO Review of Telework 

–Human Capital: Key 

Practices to Increasing 

Federal Telework

Review of work remaining to ensure that Federal 

employees have the opportunity to telework.

Final report

July 8, 2004

C-1 – 3 

GAO Review of 

Federal Hiring 

–Human Capital: Additional 

Collaboration Between 

OPM and Agencies Is Key 

to Improved Federal Hiring

Review of significant issues and actions being taken 

to: reform the classification system, improve job 

announcements and Web postings, automate hiring 

processes, and improve candidate assessment tools.

Final report

June 7, 2004

C-1 – 3, 

C-5 – 6, 

C-8 – 11

GAO Review of Training 

and Development Programs

–Human Capital: Selected 

Agencies’ Experiences 

and Lessons Learned in 

Designing Training and 

Development Programs

Review of important lessons learned from five 

Federal agencies about assessing agency skill 

requirements and identifying training needs, 

developing strategies and solutions for training needs, 

and determining methods for evaluating training 

programs.

Final report

January 30, 2004 

B-1 – 2, 

C-12 – 13, 

D-5, 

E-1 – 2

GAO Review of OPM 

–General Management 

Review of OPM

Assess OPM’s capacity to lead and assist executive 

branch human capital reform efforts and identify 

management challenges and other significant issues 

having an impact on the effective and efficient 

operations of OPM’s program components.

Final report to 

be issued

N/A

External Evaluations
3 4 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

Appendix F

Program Strategies

Use leadership role on CHCO Council to identify, promote, and 

implement human capital best practices

Lead Federal human capital policy development by leveraging 

findings of program evaluations to identify areas for improvement

Evaluate survey data to maintain competitive benefits portfolio for 

Federal employees

Improve succession planning at agencies

Coordinate with Federal Executive Boards to provide agencies 

with technical advice and assistance, to share best practices, and 

to obtain feedback from agencies

Continue to implement initiatives for agencies to improve their 

performance management practices 

Leverage efficiencies stemming from the Retirement Systems 

Modernization effort to improve delivery of benefits and services

Program Evaluation 

and Implementation

OPM has identified 

both overarching 

program strategies 

and internal 

operational strategies 

that are necessary 

for achieving the 

goals highlighted in 

this Strategic and 

Operational Plan
O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0 35

Appendix F

Operational Strategies

Improve internal financial management by cross-servicing 

OPM’s financial management operations through the 

Financial Management Line of Business initiative

Meet the requirements of the Intelligence Reform Act by 

expanding use of e-QIP, promoting reciprocity of clearance 

information among agencies and monitoring agency submissions 

of reporting data

Maintain full cost recovery in all OPM revolving fund programs

Implement and maintain a vibrant internal control and risk 

management function

Program Evaluation 

and Implementation
Working fo

Working fo
for America for America
3 8 O P M S t r a t e g i c a n d op e r a t i o n a l P l a n 2 0 0 6 - 2 0 1 0

United States 

Office of Personnel Management

1900 E Street, NW

Washington, DC 20415

202-606-1000

www.opm.gov

March 2006