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U.S. Office of Personnel Management - Ensuring the Federal Government has an effective civilian workforce

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Performance & Accountability Reports (PARS)

Strategic Plan 2002-2007

OPM’s Management Strategy

Our management strategy is to create an environment that fosters the delivery of services to our customers and employees through effective communication and management of human capital, technology, financial resources, and business processes.

In this strategy, OPM outlines a way to improve its own performance in support of Governmentwide human resources management practices and to shoulder new responsibilities to improve human capital investments. OPM must incorporate the most up-to-date business management practices and increase the capacity of its own workforce to assure that it meets its new and expanded responsibilities.

Image of a soldier

"The sentiment of this President and this Director towards veterans’ preference was already articulated by President Franklin Roosevelt in a letter endorsing veterans’ preference when the bill establishing the preference was transmitted to the House of Representatives: ‘I believe that the Federal Government, functioning in its capacity as an employer, should take the lead in assuring those who are in the armed forces that, when they return, special consideration will be given to them in their efforts to obtain employment. It is absolutely impossible to take millions of our young men out of their normal pursuits for the purpose of fighting to preserve the nation, and then expect them to resume their normal activities without having any consideration shown to them.’ "That sentiment endures to this day and now extends to young women as well."

Director James in testimony before the U.S. Senate, March 18, 2002


  • OPM employees are competent and have the tools and resources needed to accomplish the agency’s goals.


  • To ensure OPM’s ability and capacity to manage its resources and accomplish its strategic plan, we will maximize the value of OPM by being a model organization for the Federal Government.


  • Restructure OPM to be aligned with its strategic goals.
  • Improve internal and external communications to ensure that OPM employees and stakeholders understand OPM’s mission, goals, and accomplishments and to share our story with American citizens.
  • Implement effective human capital strategies that enable OPM to attract, retain, develop, manage and reward the high-performing and diverse workforce necessary to accomplish our mission.
  • Implement an information technology framework that supports integration across business lines and provides a source of consistent, reliable, accurate and secure information to employees and customers.
  • Improve financial management processes and integrate budget and performance information in order to identify the true cost of services and increase the focus on accountability.
  • Use competitive sourcing as a key tool to ensure taxpayers are getting the best return on their investment.
  • Develop useful outcome measures that assess the contributions of OPM to its customers and citizens.
  • Implement the President’s Management Agenda internally.

Performance Indicators/Measures

The key measure of OPM’s management strategy will be how effective OPM’s activities are in achieving its goals. Since OPM is undertaking new and expanded roles, our work to develop new outcome measures is critical in demonstrating our effectiveness. As we develop these new measures, OPM will use internal measures of success for those strategies that affect internal operations such as the strategies to improve communication and improve its workforce. We will survey employees to determine the impact of management policies that support them and make improvements based on the results. We will use the Executive Branch Scorecard to measure our success in implementing the President’s Management Agenda. Examples of such indicators are:

  • Degree to which OPM meets its strategic goals;
  • Increased satisfaction among employees;
  • Program managers agree better financial data is provided;
  • Program managers believe automated solutions are employed effectively;
  • Program managers agree OPM has the right people in the right place to achieve results;
  • President’s Management Agenda plans are met; and
  • Security office responds appropriately when required, ensuring the safety of OPM employees.
The average age of OPM retirees in FY 2001 was 55.
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