Post may use the internal OPM email address Idesk opm. Annuitants and Survivors may email questions directly to OPM using retire opm. They will need to provide their claim number in order to receive specific information regarding their case. Information contained in a name-retrievable system of records concerning annuitants of Federal retirement systems may not be disclosed except:. Any unauthorized disclosure is subject to criminal penalties pursuant to 5 U.
Annuitant: A person who participated in a Federal retirement system or is the survivor or beneficiary who meets the requirements for receiving an annuity under the system. Annuity: A sum of money payable at specified intervals to individuals who participated in a Federal retirement system.
Federal employment or position upon meeting the requirements of years of service and age for entitlement to benefits under pertinent laws and regulations. Please note that this contact information is not for public use. Application: To qualify for payments from the U.
Please be sure all applications sent to OPM have an original signature or they will be unable to process the application. OPM strongly encourages annuitants to restrain from using different names in order to avoid payment issues. Their names should also match their bank accounts when applying for electronic payments. If the individual has been separated from Federal service for more than 30 days, the individual should submit the application to OPM.
If the individual is still working, he or she should submit it to the employing agency. Federal Prevailing Rate Advisory Committee helps to determine the prevailing federal rates for minimum wage. Human Resources Solutions partners with agencies to transform them into high performing organizations.
It recovers costs of operations by managing tens of thousands of dollars in agency reimbursable agreements from over federal customers, which is achieved by providing competitively priced programs and services. Office of Diversity and Inclusion develops comprehensive strategies to help build a diverse and inclusive workforce, respecting individual and organizational cultures, while complying with merit principles and applicable federal laws. Facilities, Security, and Contracting is responsible for a variety of services such as acquiring goods and services for the OPM central office, facilities management, leasing and new construction oversight, providing contracting policy oversight and guidance to OPM field locations, conducting suitability and national security clearance determinations for its personnel, Personal Identity Verification card issuance and management, emergency management and continuity activities, physical security oversight, and countermeasure installation and maintenance.
Executive Services provides executive direction and leadership, legal advice and representation, public affairs, legislative liaison, equal employment opportunity management, contracting and administrative management, security and emergency services, planning and policy analysis, and rent and centrally funded items.
Reports Subject Index. According to USASpending. Altegrity Inc. Booz Allen Hamilton Inc. Teltara Inc. SRA International Inc. The company offers employment screening services, government security solutions, and risk management strategies to companies, federal agencies, and national security markets. In , the Office of Personnel Management OPM announced the launch of a faith-based insurance program for federal workers in Illinois.
The program, run by OSF Health, prohibited payment for contraceptives, abortions, sterilization, or artificial insemination. Although the OPM tried to characterize the healthcare program as one option among many, both pro-life and pro-choice groups protested the move, saying it blurred the line between church and state. In a recent survey, federal employees unexpectedly said they were very unsatisfied by how managers dealt with poor performers. This added to a long-running controversy between employees and managers at several federal agencies.
The Office of Personnel Management placed the paper on display at its Senior Management Conference in Springfield, Virginia, and planned to review suggestions for possible inclusion in future initiatives.
Agencies endorse performance management principles by Katy Saldarini, Governmnet Executive. Many Democratic lawmakers have asked the Obama administration to rescind that policy, while conservative groups continue to call for the full-scale replacement of the General Schedule with pay bands. Parker, Californiafirefighter.
Three years into his administration, President Barack Obama was still trying to overhaul the pay system for federal workers through changes proposed by the Office of Personnel Management OPM. A few months after the administration took over in , OPM discussed plans to create a performance-based pay system designed to shrink the wage gap between public- and private-sector employees.
The changes also sought to establish mandatory spending levels for employee training and revamp performance appraisals. The original goal called for having the reforms adopted by Congress before the November elections. This failed to happen. Getting the changes adopted proved difficult, not only because of partisan opposition from Republicans in Congress, but also due to budget cuts in OPM operations.
John Berry, director of the OPM, joined with the Office and Management and Budget in February to offer a series of reforms impacting senior managers in the federal government. The joint proposal focused on four areas involving the Senior Executive Service: better engagement, career development, personnel performance management, and recruitment. The proposed changes followed other reforms Berry discussed shortly after President Barack Obama took office in When the Bush administration created the Department of Homeland Security DHS , it tried to use the new agency as a test ground for implementing new civil service reforms.
In early , after a protracted political and legal battle over the proposed changes, the administration signaled in a court filing that it was caving on its plans to implement the controversial changes. DHS abandons efforts to implement new labor relations rules by Richard W. Walker, Federal Computer Week. Edward Kellough, Lloyd G. Administration officials argued it was critical to alter federal regulations pertaining to employee raises and other personnel rules in order to make the new Homeland Security operation run efficiently.
The plan was backed by DHS leaders and Republicans on Capitol Hill, and it got an unexpected boost from the Government Accountability Office, which gave a positive review of the proposed changes.
Ryan pdf. Initially, federal employee labor unions discussed the changes with administration officials in an attempt to help craft reforms that could be acceptable to both sides.
The effort failed, however, after union leaders concluded that the administration was determined to destroy the collective bargaining power of DHS and other federal employees.
Over the past several years, the American Federation of Government Employees and the National Treasury Employees Union, among other unions, have publicly opposed the new personnel system designed for the DHS. They also filed suit to stop the implementation of the changes. Statement By J. Linda M. Before her career in public service, Springer spent more than 25 years in the financial services industry, first at Coopers and Lybrand, then in executive roles responsible for general and financial management and strategic and operational planning.
She held positions of senior vice president and controller at Provident Mutual and vice president and product manager at Penn Mutual Life Insurance Company.
Her positions in the federal government have included controller of the White House Office of Management and Budget and head of the Office of Federal Financial Management. An accomplished cellist, Springer was not a favorite among employee unions. The job came open when Director Katherine Archuleta quit under fire because of two massive data breaches involving 22 million people, including federal employees and those on whom background checks had been done.
Cobert was one of those whose personal data was stolen. Cobert is from Montclair, New Jersey, where her father, Maxwell, was a senior vice president of a fabric company and her mother, Shirley, was a freelance editor.
Statement: Increase the participation of employees, including groups that are under-represented within OPM, at all levels of the workforce. Statement: Increase applicant flow from groups that underrepresented within OPM and remove barriers where they exist. Description: Further developing and implementing our approach to recruitment and outreach. Leveraging technology and social media to create communities around specific mission areas.
Investing in application assessment tools and processes. Identifying and addressing barriers to diversity. Learn More. In so doing, decision makers can develop better outreach and recruitment methods; determine what factors contribute to the retention of a talented workforce; experience cost savings through decreased attrition; and create an inclusive work environment that empowers employees to contribute to their full potential.
Description: OPM is responsible for the Government-wide Diversity and Inclusion effort focused on developing, driving, and monitoring strategies and initiatives designed to create a more diverse and inclusive Federal workforce. The three primary goals in the Plan included:.
In support of the Diversity goal, OPM seeks to improve applicant flow reporting to enable human resources staff and hiring managers to determine whether recruitment efforts have been successful in drawing from all segments of society and to aid in developing future recruitment strategy. Applicant flow data has historically been collected on the basis of race, national origin, and sex, and beginning in , it will be collected on the basis of disability. Historically, the data has been analyzed in an aggregate format; however, through the use of business intelligence tools, applicant flow data for individual hiring actions will be available for review at the hiring manager level after a vacancy has closed, creating incentive for increased hiring manager involvement in the recruitment process and greater opportunity for planning future recruitment efforts.
To further understand how to create an inclusive work environment where employees are fully engaged and productive, OPM and the Department of Veterans Affairs conducted factor analysis on the Federal Employee Viewpoint Survey and found that twenty questions cluster into five areas or behaviors i.
OPM will also continue to focus on the life cycle of the Federal employee to ensure that the Federal workforce is able to hire and develop the best talent from all segments of society, with a focus on internal Diversity and Inclusion efforts to ensure that we serve as a model agency.
Internal efforts will focus on the implementation of a data-driven, habit formation strategy that leverages first-line managers and supervisors to foster inclusion and engagement in the OPM workplace. Description: Launching a comprehensive approach to employee engagement.
Statement: Increase in the percent of OPM employees reporting real opportunities to improve their skills within the organization Federal Employee Viewpoint Survey, item 1.
Conducting a skills gap analysis that identifies the skill requirements of the OPM workforce. Instituting a formal experiential development program e. Supporting shadowing and mentoring practices and programs. Defining career paths for OPM occupations. Leveraging Employee Resource and Affinity Groups to help connect to employees at all levels of the organization.
Statement: Provide timely, accurate, and responsive service that addresses the diverse needs of our customers. Statement: Identifying how customer service improvement will drive achievement of program outcome goals through the LAB OPM, human-centered design, and other collaborative methods.
Developing an customer service investment plan that: supports program goals and builds on our strengths leverages resources across OPM and across our partner agencies, re-allocates resources from unsuccessful customer service efforts to successful ones, and Ensures cross-channel integration so that service is centered on the customer — not organizational units. Description: No Data Available. Statement: Each customer-facing unit of OPM will establish customer service standards and quantifiable performance targets for timeliness, accuracy, and quality.
Description: Assigning a cross-OPM lead for Customer Service Strategy responsible for the development of an agency-wide customer service strategic plan and ongoing performance improvement. Developing customer service standards timeliness, accuracy, and quality to hold employees and units accountable and incentivizing exemplary customer service. Reporting by program goal owners on their progress on customer service goals set in the strategic plan on a routine basis.
Engaging all our customers as partners in meeting agency goals: Align customers through the CHCO Council and Human Resources Line of Business HRLOB ; Empower employees, retirees, and applicants through self-service tools and better information about our services; Increase outreach to customers through customer councils, surveys, participatory design sessions in the LAB OPM and test beds; Set customer service expectations across the agency.
Statement: No Data Available. Providing web based tutorials for customers. Developing web based media kits for customers. Sharing results of customer service survey with the public in a meaningful way e. Statement: All OPM employees and contractors in customer-facing units will receive training delivered through a shared services model in customer service based on objectives defined in the customer service strategic plan. Description: Communicating key topics inclusion, engagement, telework on multiple platforms.
Keeping customers abreast of legal changes. Statement: Serve as the thought leader in research and data-driven human capital management and policy decision making. Statement: Increase in the production and dissemination of evidence-based policy papers, evaluations, and research. Description: Developing and standardizing policies and procedures for all data governed by OPM.
Establishing an internal and external governance structure overseeing data analysis. 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.
Statement: Reduced per-person costs of data acquisition, analysis and decision making. Description: Integrating data received by OPM through use of a common identifier. Developing shared communication and decision making tools to manage data.
Building internal consulting and tools to drive evidence-based policy practices. Statement: A growing number of collaborative relationships with universities, think tanks, and others using OPM data. Description: Working with universities, other academic institutions, agencies 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. Partnering with Think Tanks to share best practices and compare methods. Improvement in stakeholder perceptions of the quality relevance, timeliness, accuracy and transparency of our analytic products.
Description: 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 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 training to OPM employees to navigate cross-agency data. Statement: Increase in savings resulting from the elimination of duplicative, redundant, or unaligned IT expenditures.
Establishing a culture of openness and trust throughout the HR IT community and among key federal stakeholder communities. Statement: Achieving agreed completion milestones for systems and initiatives planned and funded for the next 4 years that has been prioritized and approved through Governance. Establishing client and stakeholder engagement practices focused on measuring the cost, quality and compliance of Shared Service Center IT capabilities.
Establishing service level agreements and program plans that document expectations of the CIO and business unit leaders to achieve affordable, responsive HR IT capabilities. Establishing a data management program that provides greater access to HR data and enables data analytics that informs policy and decisions.
Incorporating portfolio goals into SES performance management system. Statement: Consolidating platforms to enhance interoperability and reduce duplication. Implementing collaboration tools that will provide easy access to all data, information, and systems that individuals are authorized to access, while using the strong controls required for enhanced information security. Implementing a shared case management solution that provides case tracking and reporting, and workflows.
Implementing a single, virtual data warehouse and sharing capability that better meets business needs while reducing redundancies. Operating an efficient intranet and providing web services for OPM employees. Operating an effective secure network, data center, and desktop environment. Strengthening financial controls and reporting to enable spending transparency across funding types and programs. Statement: Continue enhancing the security of OPM's information systems by strengthening authentication and expanding the implementation of continuous monitoring.
OPM will increase the use of multi-factor strong authentication in multiple ways. Leveraging the Continuous Diagnostic and Mitigation CDM program, OPM will expand continuous diagnostic capabilities by increasing the network sensor capacity, automating sensor collections, and prioritizing risk alerts.
By the end of the second quarter of FY , OPM will have acquired, implemented, and refined the four 4 CDM controls including vulnerability management, secure configuration management, hardware asset management, and software asset management.
OPM will continue to pursue a number of additional actions as outlined in its Cybersecurity Monitoring goal. This is a tremendous trust placed in the agency by the millions of current and former Federal employees, and one that OPM must continually earn through constant vigilance. The prior breaches of OPM data make clear that cybersecurity must remain a priority for all agencies, but especially OPM.
It is going to accelerate. And that means that we have to be as nimble, as aggressive, and as well-resourced as those who are trying to break into these systems. This goal aligns with Administration cybersecurity priorities. Description: Supporting integrity of background investigations through innovative technology.
Supporting modern IT systems for retirement processing. Supporting IT service delivery for customer agencies. Supporting health and insurance initiatives. Supporting current and planned business initiatives for which IT is an enabler. Statement: Establish responsive, transparent budgeting and costing processes.
Statement: Increase in organizations adherence to operation plan. Statement: Agency budget and spending are aligned to strategic goals. Informing senior leadership on the prioritization process and its associated criteria drivers. Prioritizing discretionary activities and advising senior leadership of prioritization recommendations. Statement: Achieve cost recovery in the Revolving Fund over a reasonable period of time. Program managers and resource management officers are trained on the new budget process.
Description: Developing a statement of policy to institutionalize the process. Developing a document to explain the new budget process including common services. Training program managers and resource management officers on budget process and program responsibilities. Statement: Increase in the proportion of training and certification managed through a shared services platform that has been certified by OPM. Description: Promoting, developing and providing supervisor and manager training and professional development as a critical element of organizational performance.
Evaluating Executive Core Qualifications ECQs framework to ensure the underlying competencies drive performance and foster employee engagement for 21st century work. Partnering with agencies to develop common solutions to meet the various components in the Supervisory Training Framework released December , and Managerial Training Framework.
Holding agencies accountable for ensuring supervisors and managers participate in training designed to improve employee engagement and to meet training requirements outlined in 5 CFR Statement: Increase in the percent of agencies that meet or exceed their baseline targets for hiring veterans. Description: Promoting rigorous, competency-based selection for supervisors, managers, and executives that targets the unique talents it takes to effectively manage people and build and retain an engaged workforce.
Evaluating Executive Core Qualifications ECQs framework to ensure the underlying competencies continue to drive performance and foster employee engagement.
0コメント