Planning and Performance Management
The Office of Planning and Performance Management (PPM) leads the Department’s strategic future foresight and assessment; coordinates business strategy development; integrates mission requirements; conducts forward-thinking strategic planning to address long-range issues; and ensures integration of business requirements and aligning the planning and execution activities of the Department’s programs and initiatives. OPPM is also responsible for managing VA’s enterprise risk management framework that provides the necessary governance, communications, training, processes, and tools to effectively identify, assess, address, and monitor risks, enabling VA leadership to make informed decisions and focus priorities that make the best use of resources. PPM enables VA’s senior leaders to maintain a consolidated, timely, and robust understanding of both known and emerging risks facing the Department, as well as how these risks are being addressed. Additionally, PPM serves as the VA lead for coordination with the Department of Defense and the Joint Executive Committee.
Mission
The Department of Veteran Affairs’ Strategic Plan provides a guide for describing and accomplishing the agency’s priorities over the next 5-7 years. The new Fiscal Year 2022–2028 Plan reflects the goals, objectives, and areas of emphasis of the Secretary of Veterans Affairs. This plan places a stronger emphasis on enabling Veterans to have easy access to benefits, care and services, integrated service delivery, and building the Veterans’ and our nation’s trust.
VA Strategic Plan
The Department of Veteran Affairs’ Strategic Plan provides a guide for describing and accomplishing the agency’s priorities over the next 5-7 years. The new Fiscal Year 2022–2028 Plan (PDF, 139 pages) reflects the goals, objectives, and strategies. The new Plan consists of four goals. Goals one and two are heavily influenced by the Veteran’s life journey and emphasize efforts that will positively impact Veterans’ lives in a way that anticipates their evolving needs and desires. Goal three emphasizes development of trust, a critical characteristic of a Veteran- and employee-centric organization. Goal four addresses root-cause management challenges that will support the continued modernization of the Department. This Plan places a stronger emphasis on enabling Veterans to have easy access to benefits, care and services, integrated service delivery, and building the Veterans’ and our Nation’s trust.
VA Human Capital Operating Plan
The FY 2020-2021 Human Capital Operating Plan (HCOP) (PDF, 47 pages) identifies the specific implementation actions VA will take in support of these human capital strategies and reflects the human capital operating priorities across each VA administration and staff office over the next two years. It is structured to provide the timeframes in which actions will be accomplished, identifies responsible organizations for each action, and shows alignment with the systems and standards defined in the U.S. Office of Personnel Management’s (OPM) Human Capital Framework. The six strategies will enable implementation of the VA Maintaining Internal Systems and Strengthening Integrated Outside Networks Act of 2018 (also referred to as the VA MISSION Act) and are aligned to VA’s FY 2022-2028 Agency Strategic Plan Refresh, as well as the six 2018 Federal Workforce Priorities Report.
