Office of Personnel ManagementBudget, Performance and Financial Snapshot Fiscal Year 2008 |
Who We Are |
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Mission:
The mission of the Office of Personnel Management (OPM) is to ensure the Federal Government has an effective civilian workforce. (see our Strategic Plan at http://www.opm.gov/strategicplan/)
Organization:
OPM?s organizational structure reflects the primary business lines through which OPM carries out its programs and implements its strategic objectives and operational goals: developing Federal human resources management policy, supporting agencies in the implementation of that policy through best practices in human capital management while adhering to Merit System Principles, and supporting these with human resources products and services. OPM also administers benefits for employees, safeguards employee trust funds, and provides security clearance investigations for the Federal Government.
(see how we are organized at http://apps.opm.gov/opmorgchart/)
Personnel: OPM has approximately 5000 Civil Service employees operating from its headquarters in the Theodore Roosevelt Federal Office Building in Washington, D.C., 16 field offices across the country, and operating centers in Pittsburgh and Boyers, PA; Ft. Meade, MD; and, Macon, GA. (see more information about federal employment at http://www.opm.gov/job_seekers/) Budgetary Resources: OPM's budgetary resources for FY 2008 totaled $103.5 billion, which includes mandatory health insurance, life insurance and retirement benefits for Federal employees. This equates to $343 per person in the United States. However, when evaluating OPM's discretionary budget used to oversee Federal human resources policy, ensure merit system accountability, and develop programs to improve the Federal workforce, the cost is only $4.51 per United States citizen. (see more budget information at http://www.opm.gov/about_opm/) |
Budget Snapshot |
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Mandatory
Discretionary
Performance Snapshot |
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Accomplishments:
To improve the hiring process across the Federal Government, OPM unveiled our new End-to-End Hiring roadmap that integrates five key components of the hiring process, including Workforce Planning; Recruitment; Hiring; Security and Suitability; and Orientation. When fully implemented, the hiring process itself is expected to take no more than 25 business days from the date a job announcement closes, to the date a tentative job offer is made - a twenty-day improvement over previous OPM goals. To ease the process for job applicants, the Roadmap calls for shorter job announcements, written in plain language, and the elimination of the cumbersome Knowledge, Skills, and Abilities (KSA) narratives typically required along with a resume (https://www.opm.gov/publications/EndToEnd-HiringInitiative.pdf). Also,
OPM's consolidated financial statements have received an unqualified, or clean, audit opinion from our independent public accountants for the ninth consecutive year.
Challenges: OPM's retirement modernization effort, called RetireEZ, presented significant challenges in 2008. The goal of RetireEZ is to provide retired Federal employees accurate and timely annuity payments. Under the current paper-based system, 88 percent of retirees receive interim pension payments that have averaged 20 percent less than what they are entitled to. During FY 2008, the average time to fully process a case was 42 days from the time OPM received the records from the employing agency. Since FY 2006, three significant contracts have been awarded for this effort: one for an automated pension calculator, a second for business transformation and information technology, and a third for converting paper copies of records to electronic format. Because of problems with the pension calculator, OPM terminated the contract with the vendor responsible. Our contracts for other phases of the program will continue as we assess the next steps to develop a fully functioning pension calculator. |
$ in millions
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Footnote:For additional information, see OPM's Agency Financial Report at http://www.opm.gov/gpra/opmgpra/par2008/par2008.pdf
