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The Daily Scoop Podcast
OPM moves forward with its transformational HR contract
00:25:32
Throughout 2026, you cast your nominations for th…
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- [00:02]
A
Today on the Daily Scoop podcast from the Scoop News Group, OPM moves forward with his transformational HR 2.0 contract. Director Scott Cooper joins the show to discuss that and much more. It's Tuesday, July 21, 2026. Welcome to the Daily Scoop podcast where you'll hear the latest news and trends facing government leaders. I'm the host of the Daily Scoop podcast, Billy Mitchell. Thanks so much for joining me. Throughout 2026, you cast your nominations for the FedScoop 50 and the results are in. Hundreds of top executives from across the government tech landscape are now up for vote to see who will be honored Amongst this year's FedScoop50. Voting is open now and runs through September 26th. So take the opportunity to make your voice heard to help us select who will be recognized on this year's list. One of those nominees in the prestigious Golden Gov category for this year is OPM director Scott Cooper. Cooper recently sat down in the Daily Scoop podcast studio to share updates on OPM's ongoing federal wide modernization initiatives. From the latest on Techforce to what's next now that the agency has awarded Oracle its massive HR 2.0 contract. Let's go now to that conversation with Scott Cooper.
- [01:20]
B
Director Cooper, it's so good to see you. We do these a lot and I'm excited to have you back in person because we have some exciting news. You've been been nominated for the Golden Gov category for The Fed scoop 50 awards this year.
- [01:33]
C
Thank you.
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B
And we're really excited to have you as part of that and wish you the best of luck but wanted to start there and you know, let, let the listeners and viewers know that you're up for that and let them do as they wish.
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C
We appreciate that. I did tell people vote early and vote often so you know, there's no, there's no harm in more than once.
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B
Please, please.
- [01:50]
C
It's an expression of your, your actual, you know, how strong you feel about these categories.
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B
There you go. The more the merrier. But voting is open through the 25th of September. So long road ahead. But excited to see that and we'll definitely celebrate towards the end of the year either way. But thank you so much for coming in. I think it's a good opportunity to kind of take stock, you know, recognize you in that way but also see how things have been going. The last time we talked, we talked a lot about AI, a lot of the transformation across the federal government in terms of the tech workforce, the tech force as well as part of that. But one of the developments that's happened since the last time we spoke was OPM awarded a pretty large deal to Oracle for the HR IT modernization transformation, however you want to describe that, that program. But that's a significant accomplishment. I know it's a long time coming. So now that that's been awarded, I'd love to kind of get a, a gauge of where things are going next that you're going to kind of get that work into actual production or and into the, you know, agency's hands so that it's going to get going.
- [02:51]
C
Yeah, no, it's awesome. And you know, just to remind, you know, your viewers the starting place we are at, which is we have literally different HR IT systems that live across all the different agencies and we spend roughly about $2 billion for that. And then when we talk to a bunch of the HR professionals, we have close to like 46, 47,000 HR professionals across government, which is a big number. An enormous amount of their time is spent quite frankly, babysitting systems that should have been updated a long time ago. So not only is this going to save a tremendous amount of money for folks, it's going to be a better user experience for the employee, it's going to be a better life experience, work experience for our HR professionals because a lot of things that they end up having to do manually, they're not going to do anymore. So where are we? So basically, as you mentioned, we, we made the award to Oracle. We were lucky to have lots of, you know, really tremendous competitors in that process. And we went through probably close to like a nine month process and probably, you know, 12 plus months when you know, from like start of us actually developing, writing, the RFP process, very long technical evaluation and then we made that award. So where we are right now is basically there's three, three major things we're working on. Number one is standing up the instance that will be the kind of single instance of HR it, right. So that's obviously a heavy workload with us in the Oracle team to make sure, okay, like we get kind of what will be the final like H R IT system set up in parallel. There's two other big things. One is kind of integration and basically data integration. Right. So all these, all this data that's living in these 119 systems, we've got to, you know, make sure we normalize that data, get it into a data warehouse, clean it up, right. And then make sure that it can be ingestible into the system. And then the third thing will be kind of, we have three Waves of onboarding we're doing with agencies. So the first wave, obviously, we're heavily engaged with, even though obviously the procurement process takes a long time in parallel. We would do a lot of. We did a lot of prep work with them. Now we're at the point where we're meeting with each of those major agencies who are part of wave one, like, you know, on a weekly basis, figuring out all the tactical stuff. And our expectation is, like, by the end of this calendar year or certainly within kind of first quarter of next year, we should have the first live instances, you know, of the system in those programs, and then we'll basically roll out.
- [04:51]
B
And just so the listeners are aware, this is not just an OPM contract, this is across.
- [04:56]
C
Yeah, this is across all of government. Right. So literally what we're doing is we're going from 119 systems down to 1. We're going from $2 billion down to $40 million annually when this is fully deployed. And, you know, in addition to being a better experience and a lower and a big savings, it's got all kinds of other ancillary benefits. So you and I have talked at one point in time about retirement services, right. Which we do at opm, which, you know, we've talked about this mine that we have in bo, Pennsylvania. And one of the reasons why, quite frankly, retirement has been kind of a bane for so many people is we don't have a canonical record of your employment in the government. So many people in government spend a couple years at HHS and then they go DOI and other places. And so they're all different systems. And so it's not until at whatever age 55 or 62, whenever you choose to retire, that we finally say, great, what is the full Billy record? How many years of service do you have? What does that mean, retirement wise? So now we will literally have a real time opportunity to see that. And then we're building actually on the retirement side, what we call a pre retirement application, which will basically pull all the data from HR and say, hey, you know, our records tell us you might be six months away from retirement. Let's go back and confirm all this information, make sure what we're pulling is accurate. Hey, maybe if we're missing your military service, tell us about that now. Or, you know, where's your marriage certificate? All the other things that we need that end up being kind of post retirement, things that delay the actual processing. Our goal is like, get every single one of those things finished so that on the day you retire a fully Completed electronic application like arrives, you know, in the virtual OPM office. And if we do that, like, we can get, we can get retirement done like in seven days basically, as opposed to like, you know, seven plus months. So it's a, it's things like that that this will just be a major upgrade for.
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B
Yeah, no doubt. I know a number of people that will be.
- [06:33]
C
Yes, retiring is, is, is a challenge for many people. And, and look, it's just, it's just not fair.
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B
Right.
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C
People devote their whole career to the federal government. We owe them like the dignity and saying, hey, look, when you retire, we ought to be able to get you your money as quickly as possible. And this will now enable us to do this. And you know, again, there's so many other answer, really great things that will come out of this.
- [06:51]
B
That's great to hear. Let's go to the other end of the, so to speak, you know, career arc. Yeah, bringing people into government. OPM's been really focused on the Tech Force initiative driven by the White House. And you know, listeners will understand the model and sort of some of the developments up to this point, but it seems like you're bringing more and more people on and we're actually making some traction. So where are things today? And we're in terms of actually having people on board and putting them out there in agencies.
- [07:21]
C
Yeah, we've got two big, two really big hiring objectives around government. One is Tech Force and the other, and which I'll come back to a sec. The other is more broadly early career. So we may have talked about this last time when we were on the air together. One of the big challenges is we have a demographic challenge in our workforce, which is only 7% of our workforce is under the age of 30. And if you look at the entire US federal, US non federal workforce, excuse me, it's about 20%. So by about a factor of three to one, we're under indexed. So we're kind of, I think of Tech Force as kind of, you know, a segment of that, obviously, because we're targeting early career for Tech Force and obviously we're targeting specific skills. But the problem is more broad. And so our early career efforts will span HR finance roles, even things like contracting roles that are obviously more unique to government. There will be some technology stuff there, there'll be program management, things of that sort. So we've got kind of number one broad early career effort that we're launching right now. What we're doing there, just so you know, is spending a lot of time with Universities in prep for the fall cycle. So yours truly is going to get to go do a great, fun tour of all kinds of great schools. And I grew up in Texas, as you know, in Houston, and remember how big Texas is. Like, you can't actually, you know, you can't actually get from like Texas Tech to Texas A and M to other places in a single day. So I will be spending, you know, a few nights in some fun motels along the way. But, but anyways, we're going to go do a huge push there and the goal is like, really, we got to go where obviously, you know, the students are and tell them why we think government's interesting and cool and exciting and have them there. And then TechForce, to your point, is a very targeted effort towards, hey, like, we need modern software developers, we need modern AI folks, we need data scientists. There's a renewed effort obviously in cyber, as you can imagine. Right? Just. And you probably saw this. The president put out an EO around broader cyber awareness, you know, in the federal government, including obviously lots of the three letter agencies. But, but one of the call outs was to OPM to say, hey, utilize things like techforce to better improve kind of cyber talent we have in the government. So that's where we are today on techforce. Just to have a quick snapshot on numbers, we're just shy of like 300 people now who've accepted offers, which is awesome. We're super excited. We had, I was telling you before we started, we had our first social event this morning. We had coffee and donuts, which you, you, you may or may not be surprised to learn how hard it is to actually die coffee and donuts for people without 8 million people signing off on it. Yeah, so my, my assistant was like exasperated their day and actually my marketing professional, Kiki, who's in the room here, was there and I was like, look, just put it on. If it's like easier, just put it on my credit card. Like, you know, I'm happy. It's, you know, this is not going to like put me in the poor house to deal with this, but the things you have to do to like get it done. Anyways, we got it all sorted, which is good. Anyway, so we've kicked off that social event today. We had about a little over 100 people and we've got people pretty much at every major agency. So every like, you know, cabinet and like CFO act agency, we've got folks in and then we've got kind of, we're doing a rolling in Missions, basically. So the big targets now are obviously cyber. So we've launched a cyber kind of wreck and for the first last week we put out the first, what's called the certificate, basically, so meaning we've kind of interviewed embedded people and now we've shared those with the agencies. So we're starting to see the agencies go through that list. And then we just launched an initiative with Department of War called of all things, War Force. Yeah, very creative, very creative title.
- [10:29]
B
Yeah.
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C
Where they want hire like I think up to 250 what they're calling Forward Deployed engineers, which your audience of course will know. But for you know, people who are non techie people, it's kind of like, you know, software developer slash consultant slash, you know, I can like, you know, actually go put my hands on things and do stuff. Yeah. So we just launched that wreck for them about a week or so ago. So we're off to the races. Look, we got a lot more work to do. Like you know, we got, you know, we are constantly looking for like really smart people. But what's critical is like we got to keep the bar super high on talent. So these are like GS14 level folks. These are, you know, we're going to pay them, you know, at least for government standards, a very handsome salary. And we want this to be kind of really the, you know, elite core of folks who can really drive all the modernization efforts that are critical to our success.
- [11:12]
B
That's great. And yeah, I've heard a number of CIOs really excited about Tech Force and who want, you know, have gotten some of those first applications or even first hires and want more. So. Yes, sounds like the response has been, you know, good from the intended audience.
- [11:26]
C
Yeah, as you know, it's a, it's always hard to get agencies to do things they haven't done before, which is this idea of even like centralized hiring of OPM as a centralized vetter and doing these shared certs. Turns out is actually a fairly new concept. Not a new concept, I would say it's a new implementation as that we have not exercised this muscle very much in government. But yeah, we're working at it and you know, every day there's some little hiccup that comes up. We're like, hey, like this agency says they can't do X, Y or Z. And we're like, no, that's not true. Like we've, we've had this problem before, we know how to solve it. So we just got to kind of knock down a lot of these little you know, kind of things that pop up along the way. But I'm super excited about where we are.
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B
That's very exciting and congrats.
- [12:01]
C
Thank you.
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B
It's a lot of exciting progress. Before we started, you mentioned, hopefully I mentioned calling this the right name End
- [12:08]
C
of paper day is that last day of paper ldap. Not to be confused with LDAP for those who are in the tech world, Right? Yes.
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B
So it sounds like you've made some progress at OPM and now phasing away retirement applications from a paper based process to a completely digital one. So fill us in on that.
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C
Yeah, yeah, yeah. So we had, this was June 30th, we had a big ceremony in Boyers, Pennsylvania, which is where we have this underground mine that stores 400 million paper records, believe it or not. And literally. And you can see this online for your audience. Like you will see there are literally filing cabinets there that go back from like the 1940s and 1950s. It's amazing.
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B
Probably a pretty creepy.
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C
It's a little bit, it's a little bit creepy. You can imagine getting lost in there. And you know, maybe there's some, you know, maybe there's a serial killer who shows up every now and then or something. But so anyways, what we've been working on, as you probably know, is we've been working on the front end of the retirement process, which is historically, literally the reason why we have 4 million paper records is because people have literally filled out hand, you know, documents and mailed them to us and mailed them to their HR department. So what last day of paper means is we now have completed the online retirement application to accept all retirement types now. So as of June 30th midnight, we will not accept any incoming application that is not utilizing the electronic system. And we couldn't do that historically because there were a bunch of cases like disability cases or things that sort that we hadn't yet done the development work on. We've now completed that development work, which is awesome. So I feel really good about where we are there. We obviously have, look, we have significant inventory, of course, from kind of just the massive surge we saw over last year that we're working through. But what we learned basically is, look, what kills us is paper kills us. And then the other thing that kills us is getting an application that's not complete. We use the term healthy basically to describe that. So all of our efforts now are focused on we're solving the paper problem now. We're going to work on how do we get healthy Applications. So I was mentioning to you, like, what we really want to do is we're building what's called a pre retirement application now, where instead of waiting until you retire and then you do your application, we're going to literally work with all the HR departments and say, hey, every year, like, they kind of know who's going to retire, right? And so while people are in that last six, nine months of working for the federal government, use the pre retirement application, get all their stuff together, we will vet the application, quite frankly, ahead of time. And the goal is literally the day you retire should be the day that a completed, healthy application shows up in our virtual, you know, desktop. And then what we said is, look, if we get that, we can, we can finish a retirement application in less than seven days, basically, which would be remarkable. Now we got a lot of work to do on the post retirement side, which still has these 400 million pieces of paper. So that's a combination of like digitization efforts. So we have a big plan now to kind of digitize all those records so that again, they can be, you know, incorporated into the, you know, into the electronic system. We got a bunch of efforts around modernizing the call center there, which historically, you know, just has been not updated, basically. So lots of things that we, you know, by no means are we like done and dusted with the opportunity to improve retirement services, but like, we've made a huge, like step forward with the online retirement side and with last day of paper.
- [15:05]
B
Absolutely, that sounds great. I want to pivot a little bit to, you know, you know, given that we're talking about this award and you as a leader in the federal government, your leadership style and specifically, you know, we have talked a lot about modernization, digitization, transformation, however you want to characterize it, ultimately, you know, you seem like a type of person who would champion that from the top. So I'm curious, you know, in your leadership style and even in your personal life, when you think about this digital transformation, how are you sort of leading from the top and, you know, serving as the model of success, whether it's using the AI tools that, you know, you're expecting your workforce to use, or, you know, talking to talk, making sure that you're setting the right tones for opm.
- [15:48]
C
Yeah, it's a great question. And look, we've had, we have a fantastic cio, Adam Starr is his name, who's been kind of obviously the day to day driver of a lot of this. But a lot of it is exactly what you described, which is, look, there's kind of part of it, which is, okay, number one is, look, there's always, if you've got talent gaps, we got to fill the talent gaps. That's a lot of what things like tech force are doing, which is, okay, we know we, we know we want to utilize these technologies. We maybe have gaps in terms of people's ability to translate what's in my head into an actual software product. So kind of obviously thing number one is talent. But I think, more importantly, and I think this is where people at least I think have, have underestimate, made the challenge in government and where I'm trying to focus my leadership efforts, and Adam certainly is, our CIO is as well, is you have to like, go to like, what are the cultural challenges that potentially prevent people from doing things right. And this is true of anything in any organization, as, you know. Right. Look, at the end of the day, people respond to what incentives you provide them. And this is not a surprise probably to anybody. But, you know, look, so much of government has been, we live in a compliance and a, you know, very risk off culture. And every time, you know, you're, you're using new technology, there's always this concern or fear, which is, you know, am I going to do something wrong? Am I going to mess something up? And so a huge portion of what we've been doing is to say, hey, look, like we recognize that, but we also recognize that, look, to innovate, we're going to have to take some risks. And that doesn't mean, you know, let's not do crazy venture capital risks like I used to do in my old life. But like, to me that means like having a conversation and saying, okay, great, if we do this using AI, like, let's talk about the downside opportunity, let's talk about the upside opportunity, and let's make a reason decision on it. And then you have to give what I've been calling, like, I've been calling it permissioned innovation inside the government. Like in the Valley, we talk about permissionless innovation. Right. Which is great. But, you know, we need to, we're a little bit, we need to be a little bit tighter here. Yeah, but it's the basic idea which is just, look, we have to incent people to do it, and we can't then say if they make a mistake and they've done the process correctly, that we, you know, give them demerits for that. Right. So so much of this is that so much of this putting the tools in their hands. So I mean, we're thrilled. Like, we have six, we're lucky to have six, literally, LLMs on people's desktops. We won't be able to keep that once we go to full pricing from the LLMs. But some of it is just that. We have an AI ambassador program that Adam rolled out, which is we have roughly 200, almost 10% of our workforce basically is part of this ambassador program. They get together on a regular basis, they share best practices, they publish things. The vendors, quite frankly, have been great. So the vendors have been very good about doing training. So it's just about embedding it in everything we do. And then, you know, when we have all hands meetings, we recognize it. We just rolled out a. I don't know what Adam called it, but like, we're rewarding the people who have, like, experimented with and done stuff. So it's just changing every element of the culture to say, this is important, we want you to do it. We recognize, like, not everything's gonna be a hundred percent perfect. And look, if we were in a life or death situation where, you know, I was Department of War and I'm like, if I make a mistake with AI, somebody might die. Okay. I would have a different risk tolerance. But look, the honest answer is most of what most of us do in government is not day to day life and death. And so, like, we can have a level of risk tolerance that's appropriate, commensurate with, you know, the risks that we think are appropriate.
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B
Okay, great. You know, we've talked a lot about your background previously. Coming to this role with most of your career in Silicon Valley, that's a drastic change, you know, you think so?
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A
Coming here, I'm sure you had a
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B
number of assumptions coming into this role about what government would be like. But now that you've been in the role as long as you have, what are some of those things that, you know, I'm sure you have an ideal state of what you would like to, you know, drive in terms of output for the state of OPM when you one day leave it.
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C
Yeah.
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B
What are the biggest things that sort of stand in your way today that kind of limit your ability to do that, that you're working through?
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C
I think some of it goes back to the topic we were just discussing, which is, look, I think there's a lazy kind of view that people who have not been in government may say, which is, hey, look like, whatever. People in government, they don't work hard, you know, they're not smart, they don't do stuff. Look, I haven't seen any of that. Look, you know, in any organization, of course, there are some people who take advantage of this, and there's some people who don't, you know, have the skills to do what they need. And. And as, you know, like, look, we need to. We need to make sure that we do hold people accountable for that stuff, and that's a lot of the reforms we're doing. But look, the vast majority of people here come to work every day because they fundamentally believe, like, in what they're doing. They really do. Like, this concept of public service really is true. And again, that was something that I just didn't appreciate at all, having been in the private sector my whole life. People really are here because they really believe that what they're doing is good for, good for the American people. And so to me, this is all about a systems problem. At the end of the day, it's not. It's not. There's talent gaps we got to fill, and we should, but most of this is not a people problem. It's a systems problem. The systems problem, in my mind, is what incentives do we provide people and what have we done? And unfortunately, what I see in OPM and almost every other agency is everybody's worried about a GAO report or an OIG report or, you know, God forbid I should get hauled in front of Congress and have to answer questions. And to me, like, those are just the, you know, not that those things, I don't mean to belittle those things, but, like, they've become so overwhelming that it just, you know, quite frankly, I feel like people have been handcuffed in terms of their ability to do stuff. And so the biggest positive thing I've seen inside of OPM and other agencies is, look, when we give people permission to do stuff, they know what the problems are, right? And quite frankly, many of them know what the solutions are. And yes, we may have some technology gaps that we have to fill, but it's not like these are rocket science problems. These are things that are well known, but they've lived in an environment where they've just been kind of, you know, handicapped in terms of their ability to kind of take some risks, think about innovation, do things differently. And then we also have this other problem, which is also a systems problem in my mind, which is we're really good about adding more things on our plate, and we're terrible about going back and looking at, okay, like, what are the 10 things that we've been doing for the last 20 years? And do they still either have a statutory basis and. Or do they add value? So it's, you know, look, I don't mean to. I don't want to make it like, super simple, but to me, it is a fairly simple challenge, which is, can you change the incentive structure, unshackle people to be able to do their best work? And what we hope we're doing at OPM and throughout the rest of government is pushing that message, making the changes in terms of personnel, policy solving, talent gaps where we have them. But the whole goal is to say, hey, look, like we have the, like, you know, we have the ingredients for what we need. For the most part here, the question is, do we give people the means and the flexibility to do the things that I think they can do on behalf of the American people? So that's how we think about it.
- [21:43]
B
Yeah, no, it's a great insight and I think it's really, really interesting closing out, you know, love to just look ahead. Yeah. What's next? I know we've already talked about a lot that's already on your plate.
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C
We got a lot of stuff on our plate, but we got more. There's always more to do.
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B
Yeah. So, you know, we talked about the HR contract, HR, IT contract. Obviously there's some retirement stuff on your plate, etc. But as you look through the remainder of 2026, whether it's those things or additional things that we haven't talked about, what's, you know, those driving priorities.
- [22:10]
C
Yeah. So certainly look more to do on all those things. No doubt. I would say the biggest new thing that we're now spending a lot of time on is what we call health insurance. H and I is a department, so folks may not know, but we run the health insurance for roughly about 8.3 million retirees and obviously federal employees, FEHB and postal order.
- [22:29]
B
It's a lot.
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C
Yeah, it's big. It's big. We spend about $80 billion a year doing it. And, you know, the honest answer is we have not invested a lot of time and effort and resources in really broadly fraud, waste and abuse and more generally, which is how do we have a real concerted effort to slow down the rate of premium increases? I would love to be able to tell you we will reduce premiums. Right now we're on this perpetual path of like 12% premium increases, which, you know, just gets unaffordable for people.
- [22:55]
B
Yeah.
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C
And so, like, we need to start, we need to crawl before we, you know, walk and run here, which is we have to slow down that rate of increase. So that's a big thing that we're doing now is standing up at Integrity, a division within H and I, to, you know, obviously start with fraud, waste and abuse and figure out that we got money from one big beautiful bill that allows us to do enrollment verification. So just to make sure, obviously the people who are on our roles are people we should be paying for and we don't have any gaps there that'll help. And then more holistically, we've got to have better engagement with the provider community and the payer community and say, hey, look like we're all in this together, like at some point in time, if we don't solve this collectively together, people just cannot afford health insurance. And so how do we give people information to make better decisions about? If you're getting an mri, there's cheaper places to do it if you don't show up at the emergency room to get it done or help put information in their pocket that says, hey, these particular providers have better quality and also better cost. So there's a lot of that stuff that I wouldn't call it low hanging fruit. I would just say, like, we have not had the resources to invest in it appropriately and, and we have to make it a higher priority because it's just, it's literally dollars and cents for every federal employee and retiree.
- [23:59]
B
Yeah, it's a lot I've gone through with my wife, used to be a federal employee and gone through it. It's a huge, you know, research investment and undertaking to figure out.
- [24:07]
C
And that's the other thing. It's just literally like, how do you even know what plan makes sense? So there's, there's a ton of things to do and look, I'm really thrilled with the team we have there, but that's another area where we have skill gaps in the sense that we are doing things that we have not historically done, we have not done fraud, weights and abuse at scale. And so that's where we need data scientists, we need software engineers. We are going to be a big consumer of the tech force employee population within OPM because like so much of what we're doing really calls out for that skill set.
- [24:32]
B
Yeah. Well, that's exciting on all fronts. It seems like some really great progress all around and more than anything, really appreciate your time today.
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C
Great to see you as always.
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A
Yeah. Yeah.
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B
And congrats again on your nomination. We really look forward to, you know, seeing that process through, seeing what the output is and celebrating with you later this year.
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C
We appreciate it. Good to see you.
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A
For more on federal wide transformation efforts, make sure to visit fedscoop.com thanks so much for tuning in to another episode of the Daily Scoop Podcast, available on all podcast platforms. If you've already rated the podcast on your platform of choice, thanks so much. High ratings and good reviews of the show help more people to find it. The Daily Scoop Podcast is a production of the Scoop News Group in Washington, D.C. carlin Fisher helped put the show together, and the entire Scoop News Group team contributes. We'll be back again tomorrow with more top headlines. Until then, I'm your host, Billy Mitchell. Thanks so much for listening.