Strategic Goal 3. Evidence-Based Policy and Practices U.S. OFFICE OF PERSONNEL MANAGEMENT RECRUIT, RETAIN, AND HONOR

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1 U.S. OFFICE OF PERSONNEL MANAGEMENT RECRUIT, RETAIN, AND HONOR Strategic Goal 3 Evidence-Based Policy and Practices Strategic Plan FY

2 Strategic Goal: 3 Evidence-Based Policy and Practices Strategic Goal Statement: Serve as the thought leader in research and data-driven human resource management and policy decision-making. As the Federal Government s human resource leader, OPM designs and executes policies that touch all Federal agencies, their leaders, workers, applicants, retirees and survivors. Effective policy leadership, design and enforcement requires evidence-based decision-making. The objective of this strategic goal is to transform OPM into a leader on HR policy by enabling OPM employees involved in HR policy and program design to ask meaningful and significant questions about the policy s context, components and potential impacts; design strong research methods and analytic tools to understand root causes, correlations and possible future scenarios; and communicate results of analyses to drive solid decisions and policy design. Through this goal, OPM will create standard operating procedures for assuring human resources management and policy decisions are informed by evidence generated through rigorous data analytics. This goal supports the Administration s data strategy and focuses on evidence-based policy and program design and management, positioning OPM to create policies and programs founded on reliable, valid and appropriate data from a range of sources and to communicate policy and program options and decisions in ways that better enable stakeholders to understand the basis for HR decisions. The complexities and challenges of HR policy and management in 21st century Government requires OPM to position HR policy and management for current and future requirements. As part of OPM s mission, the Agency collects, manages, and analyzes a range of HR data from a variety of sources. In order to optimize policy design and practices, OPM needs a cohesive structure to manage, integrate and apply data across the agency and with external partners. This focus on data quality standards, research design and analytic tools will support OPM s policy development and operations and enable OPM to contribute further to rigorous research and evaluations. The Agency will be vigilant with respect to the need to protect Personally Identifiable Information (PII) and other confidential information in compliance with the law and accepted practice. Progress Indicator Statement: Increase in the production and dissemination of evidence-based policy papers, evaluations, and research. A growing number of collaborative relationships with universities, think tanks, and others using OPM data. 1

3 Strategy: 3.01 Create an owner to drive focused attention to data analysis Strategy Overview: Create an owner to drive focused attention to data analysis by: developing and standardizing policies and procedures for all data governed by OPM; establishing an internal and external governance structure overseeing data analysis; and setting an annual research agenda to focus attention on current and projected issues affecting the Federal workforce and the relevant data important to those issues. OPM will begin to improve the capability to use administrative data to improve program services in FY 2015 by: standing up a Research and Analysis Governance Board; designing and executing a communication plan to help leaders and staff across OPM meet standards and implement business processes; and developing standard operating procedure (SOP) for budgeting, submitting, selecting and completing projects for the research agenda. Next Steps: OPM will focus attention on data analysis in FY 2016 by: institutionalizing Research and Analysis Governance Board activities; executing communication strategies to help leaders and staff across OPM meet standards and implement business processes; and implementing SOPs for budgeting, submitting, selecting, and completing projects for the OPM research agenda. Contributing Organizations: Employee Services (ES), Office of the Director (OD), and Planning and Policy Analysis (PPA). 2

4 Key Performance Measures FY 2016 Milestones Release the first annual OPM research agenda Establish a governance board overseeing data analysis 3

5 Strategy: 3.02 Build strong data analysis, infrastructure and implementation tools and talent Strategy Overview: Build strong data analysis, infrastructure and implementation tools and talent by: integrating data received by OPM through use of a common identifier; developing shared communication and decision-making tools to manage data; and building internal consulting and tools to drive evidence-based policy practices. OPM will improve the capability to use administrative data to improve program services in FY 2015 by: baselining OPM current spending on data analytic tools and talent; standardizing policy and business processes established for OPM-wide evidence-based decision-making; and developing shared data analysis, visualization, communication and decision-making tools. Next Steps: OPM will begin to build strong data analysis tools in FY 2016 by: tracking OPM spending on data analytic tools and talent; overseeing and refining standardized policy and business processes established for OPM-wide evidence-based decision-making; and identifying and acquiring additional shared data analysis, visualization, communication and decision-making tools aligned with research agenda goals. Contributing Organizations: Employee Services (ES), Policy, Planning and Analysis (PPA), and Merit System Accountability & Compliance (MSAC). 4

6 Key Performance Measures FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Performance Measure Number of user accounts on the Federal Employee Viewpoint Survey Online Reporting and Analysis Tool N/A* 567 1,233 1,458-1,700 Performance Goal Progress Update: Agencies are able to access reports and review data by accessing the Federal Employee Viewpoint Survey (FEVS) Online Reporting and Analysis Tool ( OPM piloted the Tool in three agencies in FY 2011, and launched it in FY When OPM released the Tool in FY 2012, the majority of users were agency survey points of contact. Also, the initial release only included the President s Management Council and 37 large/independent agencies and did not include the 42 small agencies that participated in the survey. In FY 2013, OPM included a feature on the Tool that allowed agencies to designate agency or component-level access. OPM continues to encourage dissemination of FEVS reports to managers and supervisors in an effort to improve employee engagement and performance. OPM is highlighting access to FEVS and analysis of drivers of employee engagement as part of the President s Management Agenda plank on People and Culture. OPM has developed a cross-agency team to work with the 24 CFO Act agencies on the identification of strategies to improve employee engagement. Number of users on the Federal Talent Dashboard N/A* N/A* N/A* 540-3,700 Performance Goal Progress Update: In FY 2014, OPM designed, developed, and launched the Unlocking Federal Talent Dashboard (UnlockTalent.gov). The dashboard was released in July OPM is working with the Office of Management and Budget and others to expand use of this dashboard, which provides visualization of Federal Employee Viewpoint Survey (FEVS) and other human resource data. In addition to expanding access to more users, OPM plans to enable users the ability to download data supporting the visualization through an interface with the FEVS online tool. The Dashboard s Community of Practice feature is also expanding through contributions from agencies and other experts. *N/A - Not Available - no historical data available for this period. 5

7 Strategy: 3.03 Develop partnerships to access and analyze data Strategy Overview: Develop partnerships to access and analyze data by: working with universities, other academic institutions, and industry to access data sets and ensure that OPM is using the most current analytic methods; developing work groups with agencies to assess the most commonly used data and information; establishing a data analysis community of practices and standards through the CHCO Council and HRLOB; and partnering with think tanks to share best practices and compare methods. OPM will begin to improve the capability to use administrative data to improve program services in FY 2015 by: establishing a Chief Human Capital Officer Council (CHCOC) and cross-sector HR data analytics community to identify commonly used data and emerging research agenda and initiatives. Next Steps: OPM will develop partnerships to access and analyze data in FY 2016 by: developing collaboration agreements with agencies, academic institutions, and think tanks to leverage data sets, analytic capabilities, and research findings; and piloting use of crowd sourcing and explore challenges of leveraging external analytic capabilities. Contributing Organizations: Employee Services (ES), Office of Diversity & Inclusion (ODI), Office of Communications (OC), Office of the Director (OD), Executive Secretariat (OES), Congressional, Legislative and Intergovernmental Affairs (CLIA), and Merit System Accountability & Compliance (MSAC). 6

8 Key Performance Measures FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Performance Measure Number of signed research agreements with academic institutions, professional associations, think tanks, or industry N/A* N/A* N/A* N/A* - 5 *N/A - Not Available - no historical data available for this period. 7

9 Strategy: 3.04 Make data analytics a fundamental part of OPM culture Strategy Overview: Make data analytics a fundamental part of OPM culture by: providing training to OPM employees on data analysis and navigating cross-agency data sets; creating business processes to manage the access to and use of and data by employees and ensure compliance with applicable legal requirements; publishing an annual report discussing progress and challenges related to data analysis; providing tools directly linked to findings; providing advanced data analytics, visualization and decision-making training to OPM employees responsible for data analysis and/or policy design; and OPM will begin to improve the capability to use administrative data to expand program services in FY 2015 by: developing a basic data analytics training course through the OPM s Learning Center; providing advanced data analytics, visualization and decision-making training to OPM employees responsible for data analysis, policy design and leadership; and implementing a redesigned architecture of USA Staffing system, in line with OPM s enterprise architecture, that supports recruitment data standards for reporting and system integrations. Next Steps: OPM will make data analytics a fundamental part of OPM culture in FY 2016 by: continuing to provide basic and advanced data analytics, visualization and decision-making training to OPM employees responsible for data analysis, policy design and leadership; and issuing the first annual data analytics and research report; and 8

10 implementing USA Staffing customer data delivery through data warehouse and ad hoc reporting Application Programming Interface (APIs) further expanding the business availability of recruitment and staffing data. This data delivery will be enabled by new OPM recruitment and staffing data standards aligned to OPM s enterprise architecture. Contributing Organizations: Employee Services (ES) and Office of Diversity & Inclusion (ODI). Key Performance Measures Performance Measure FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Number of employees (students) who completed a data analytics course N/A* N/A* N/A* N/A*