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Strategic Objective

MG03.02 Build strong data analysis, infrastructure and implementation tools and talent

Strategic Objective

Reduced per-person costs of data acquisition, analysis and decision making.

Themes:

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Overview
Progress Update

Overview

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.

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.

Progress Update

In FY 2015, OPM began to identify and inventory the analytic tools being used across the agency, supplementing a CIO list with information from a data analysis and analytic tool survey to establish baseline spending. Working in collaboration with OPM’s newly established research ambassadors, the agency identified a community of data analysts across OPM. Additionally, the goal team developed a survey to identify the analytic tools currently in use across OPM, measure user satisfaction with the tools, and explore what new analytic tools would be valuable to consider in the future.

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Strategic Goals

Strategic Goal:

MG3 Evidence-Based Policy and Practices

Statement:

Serve as the thought leader in research and data-driven human capital management and policy decision making.

Strategic Objectives

MG03.01 Create an owner to drive focused attention to data analysis

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.

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MG03.02 Build strong data analysis, infrastructure and implementation tools and talent

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.

Learn More

MG03.03 Develop partnerships to access and analyze data

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.
Establishing a data analysis community of practice and standards through CHCO Council and HRLOB.
Partnering with Think Tanks to share best practices and compare methods.

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MG03.04 Make data analytics a fundamental part of OPM culture

Statement:

An increasing number of OPM analysts trained on accessing data from OPM sources.
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.

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