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Strategic Plan Fiscal Years 2026-2030
The U.S. Office of Government Ethics' strategic plan for fiscal years 2026 through 2030, aimed at preventing conflicts of interest in the executive branch by helping top officials meet their ethics responsibilities, advancing a strong and consistent ethics program, holding agencies accountable, and using transparency to further oversight.
Other Information
Background ~ The U.S. Office of Government Ethics (OGE) was established by the Ethics in Government Act of 1978 to provide "overall direction of executive branch policies related to preventing conflicts of interest on the part of officers and employees of any executive [branch] agency." As this statutory language makes clear, the primary objective of the executive branch ethics program is one of prevention. Under OGE's leadership, thousands of ethics officials are engaged every day in preventing ethical lapses and protecting the impartiality of government decision-making by implementing ethics programs in the more than 140 agencies across the executive branch. If these efforts at prevention fall short, agencies may be crippled by scandal, important work may be delayed or derailed, leaders may be forced from office, and ultimately the public's trust in government may be eroded.
Organizational Structure ~ OGE is a lean organization, operating below its 80 authorized full-time equivalents (FTE). OGE's greatest resource is its multidisciplinary staff of attorneys, ethics and financial experts, as well as other key personnel. OGE is headed by a Director who is appointed by the President and confirmed by the Senate to a five-year term. In addition to the Office of the Director, OGE is divided into four divisions, guided by OGE's Chief of Staff and senior leadership.
A Shared Responsibility ~ Keeping the public's trust is a shared responsibility between OGE, executive branch employees, and agencies. OGE sets the rules to help prevent conflicts of interest and unethical behavior. The head of each agency is responsible for demonstrating ethical leadership, choosing a Designated Agency Ethics Official (DAEO) to run the agency's ethics program, and giving them the resources they need to succeed. The program strives to ensure that incoming employees are made aware of their ethical obligations; that employees serving the public remain free from conflicts of interest, and even the appearance of conflicts of interest; and that exiting employees avoid conflicts of interest and, after they leave government service, do not exercise undue influence over their former agencies on behalf of others. Other executive branch agencies and entities focus on additional areas of government integrity, such as merit system protections, full and open competition in procurement, fiscal controls, transparency programs, investigation of waste, fraud, and abuse, and enforcement.
Statutory Limits ~ The responsibility for investigating alleged wrongdoing and taking disciplinary or other action against an executive branch employee rests with the management of the employing agency, the relevant Inspector General's office, or in the case of alleged crimes, the Justice Department (5 U.S.C. 13122). OGE cannot issue subpoenas, question witnesses, compel the production of documents, or take action against individuals who refuse to cooperate. If an agency were to decline OGE's recommendation, OGE's only recourse would be to notify the President.
External Factors ~ (1) Staffing Levels: OGE anticipates beginning 2026 with at least 15% fewer expert staff than at the beginning of 2025, and a decline in the number of ethics officials supporting the ethics program. (2) Workload and Unfunded Mandates: significant unanticipated changes in workload from inter-agency mandates and government-wide initiatives have impacts across programs. (3) Non-Compliance with the Ethics Rules: success relies on individual compliance and on Inspectors General investigating claims of non-compliance. (4) Nominee Workload: prior to and for two years after the election of a new President, OGE's workload for reviewing nominee financial disclosure reports more than doubles. (5) INTEGRITY: OGE may need to divert resources to address unanticipated critical failures. (6) IT Threats: any unscheduled network downtime has a significant impact on operations. (7) Potential Legislative Reform: OGE is tracking more than 100 bills that would significantly revise the Ethics in Government Act or the criminal conflict of interest statutes or create new ethics-related statutes.
Evidence Building ~ OGE gathers evidence through reviews of agency ethics programs; annual surveys of ethics officials; annual collection of information from each agency about its ethics program; written evaluations from training participants; analysis of requests for assistance from ethics officials and the public; and website metrics.
Summary of Consultation Efforts ~ OGE used a participatory process including focus groups with staff and senior leadership, and sought feedback from Congress, executive branch ethics officials, federal employee affinity groups, the American public, and government watchdog groups. A preliminary draft was posted on OGE's website and published in the Federal Register, and OGE held two public listening sessions and two focus groups with ethics officials. The current Plan reflects that feedback.
Notes ~ The plan is structured around four strategic goals, ten strategic objectives, and three stewardship objectives. In this rendition, the three stewardship objectives (5.1-5.3) are grouped under a fifth Goal named Stewardship, which is not a strategic goal in the plan itself. The plan's mission statement is presented graphically and was not extractable from the source; the Mission element is drawn from the plan's text describing "its mission of preventing conflicts of interest" and OGE's statutory charge. The Vision element is drawn from the plan's statement of "its vision of achieving a high level of public confidence in the integrity of executive branch programs and operations." The plan does not include a statement of values, and the document does not state its release date. Performance indicators labeled "Select Performance Indicators" in the plan ("Performance Indicators" for Objective 2.2) are captured in the OtherInformation elements of the objectives.
Submitter's Note: As per the requirement set forth in section 10 of the GPRA Modernization Act, this StratML rendition was compiled from the source by Claude.ai and can be edited in the form at https://stratml.us/forms/Claude/Part1.html. Source: https://extapps2.oge.gov/web/OGE.nsf/0/A0AF7D57D2EE944A85258DCE00690514/$FILE/OGE%202026-30%20Strategic%20Plan.pdf
🏢U.S. Office of Government Ethics OGE Established by the Ethics in Government Act of 1978, OGE provides overall direction of executive branch policies related to preventing conflicts of interest, leading the ethics programs of more than 140 executive branch agencies.
Stakeholders:
👤 👥 👤 🏢 🏢 👥 👥 👥 👥 👥 👥 👥 👥 👥 | Source & SubmitterSource:https://extapps2.oge.gov/web/OGE.nsf/0/A0AF7D57D2EE944A85... Period: to Published: |
Vision
A high level of public confidence in the integrity of executive branch programs and operations.
Mission
Prevent conflicts of interest on the part of officers and employees of executive branch agencies.
Goal 1: Senior Leader Ethics 🔗
Help Top Executive Branch Officials Resolve Conflicts of Interest and Meet Their Ethics Responsibilities.
Objective 1.1: Presidential Appointments 🔗
Assist the President and the Senate in the Presidential appointments process and foster ethical leadership in senior officials.
Stakeholders:
👤The President
🏢U.S. Senate
👥Presidentially Appointed, Senate-Confirmed (PAS) Nominees
👥Senior Leaders
Other Information
Context ~ Following a Presidential election and throughout an Administration, OGE works expeditiously to make sure that prospective nominees are free of conflicts of interest, so that top leadership positions can be filled quickly. Organizational culture is one of the strongest drivers of employees' behavior, therefore OGE continually seeks opportunities to engage senior leaders on the importance of ethics and to sensitize federal managers to their ethics responsibilities. Strategies ~ (a) Conduct expert, second-level reviews of financial disclosure reports of nominees to the highest-level executive branch positions. (b) Use ethics expertise to work with agencies and filers to identify and resolve potential conflicts of interest of incoming senior leaders. (c) Use ethics expertise to work with agencies and filers to ensure compliance with the extensive requirements for financial disclosure under the Ethics in Government Act. (d) Encourage senior leaders' support of the ethics program. (e) Maintain specific regulatory ethics standards for senior leaders and managers. Performance Indicators ~ (1) Timeliness of sending initial comments on draft PAS nominee financial disclosure reports to agencies. (2) Timeliness of OGE's certification of final PAS nominee financial disclosure reports. (3) # of PAS nominee reports pre-cleared and average review times. (4) # of communications (e.g. welcome letters, year-end letters, program review reports, Leadership Notes, SES trainings) provided to senior leaders about ethics.
Objective 1.2: Senior Leader Compliance 🔗
Monitor senior leaders' compliance with their individual ethics responsibilities and commitments.
Stakeholders:
👥Senior Agency Leaders
Other Information
Context ~ OGE monitors senior leaders' compliance with their individual ethics commitments to confirm that they keep the promises they made when entering government and continue to serve impartially throughout their service as government employees. If OGE does not monitor senior leaders' compliance with their individual ethics commitments, the public cannot be certain that government leaders are acting in their interest. Strategies ~ (a) Collect and publish documentation of senior agency leaders' compliance with their individual ethics commitments. (b) Conduct expert, second-level reviews of senior agency leaders' new entrant, periodic, annual, and termination financial disclosure reports. (c) Analyze and respond to requests for Certificates of Divestiture and make available to the public those approved and issued by OGE. Performance Indicators ~ (1) % of Certificates of Ethics Agreement Compliance timely submitted. (2) # of Certificates of Divestiture reviewed and issued. (3) Timeliness of OGE's second-level review of PAS public financial disclosure reports. (4) # of new entrant, periodic, annual, and termination PAS public financial disclosure reports closed.
Objective 1.3: Financial Disclosure 🔗
Lead the executive branch financial disclosure programs, including providing the public disclosure system, INTEGRITY.
Stakeholders:
👥Public Financial Disclosure Filers
👥INTEGRITY Administrators
👥Ethics Officials
Other Information
Context ~ OGE leads the executive branchwide disclosure systems, both public and confidential, and provides, at no cost, a uniform electronic public financial disclosure system, INTEGRITY, to all executive branch agencies. Without OGE's leadership of these programs and INTEGRITY, the executive branch would lack one of the most important tools for detecting and resolving financial conflicts of interest and ensuring the impartiality of government decision making. Strategies ~ (a) Maintain uniform procedures and requirements for financial disclosure. (b) Operate INTEGRITY, the executive branch disclosure system for use by more than 90% of public filers. (c) Maintain and update uniform public and confidential disclosure forms. (d) Provide guidance on confidential and public financial disclosure programs and reporting requirements. (e) Evaluate and respond to requests from agencies to use alternative financial disclosure forms. Performance Indicators ~ (1) Satisfaction of INTEGRITY administrators with OGE's support. (2) % of time that INTEGRITY is available to users. (3) Timeliness of renewing key ethics forms. (4) Satisfaction of ethics officials with financial disclosure resources.
Objective 1.4: Presidential Transitions 🔗
Carry out statutory responsibilities under the Presidential Transition Act.
Stakeholders:
👥Presidential Campaigns
👥Presidential Transition Teams
👥Major Party Presidential Candidates
Other Information
Context ~ OGE has a unique and important statutory role in supporting Presidential transitions. Therefore, OGE actively prepares the agency and the executive branchwide program in advance of each Presidential election to be ready to carry out its vital Presidential appointments work. Failure to effectively prepare to assist the President and the Senate in the Presidential appointments process can result in critical senior leadership positions remaining vacant for extended periods, putting the safety and security of the nation at risk. Strategies ~ (a) Engage and actively participate in government-wide Presidential transition councils. (b) Prepare executive branch ethics officials to carry out their responsibilities during a Presidential transition through extensive training and professional development (e.g. holding a National Government Ethics Summit). (c) Update and publish key Presidential transition resources for a range of audiences. (d) Use ethics expertise to work with agencies and major party Presidential candidates to ensure compliance with the extensive requirements for financial disclosure under the Ethics in Government Act and to make Presidential candidate disclosures available. (e) Offer training and use of INTEGRITY, a seamless electronic disclosure system, to Presidential campaigns, the Presidential Transition Teams, and the elected Administration. Performance Indicators ~ (1) Participation in government-wide transition councils. (2) Public availability of Presidential candidate financial disclosures prior to the Presidential election. (3) Engagement with Presidential campaigns and Transition Teams. (4) # of election readiness offerings for ethics officials. (5) Satisfaction of ethics officials with election related training and resources.
Goal 2: Ethics Program 🔗
Advance a Strong, Consistent Executive Branch Ethics Program.
Objective 2.1: Expert Advice 🔗
Provide expert advice and support to ethics officials and other stakeholders.
Stakeholders:
👥Ethics Officials
🏢Congress
👥Inspectors General
👥Government Watchdogs
👥Professional Associations
👥Non-Governmental Organizations
👥Academia
👥State and Local Governments
👥Employee Groups
👥Ethics Enforcement Communities
🏢Department of State : Requests OGE participation in U.S. government anti-corruption efforts
Other Information
Context ~ OGE provides expert advice and support to ethics officials and other stakeholders to promote consistent interpretation and application of ethics laws and regulations across the executive branch. Without OGE's expert guidance, agency employees and their leaders would be left to guess at consistent solutions to complex ethical dilemmas, and ethics programs would be fragmented and inconsistently implemented creating risks of conflicts of interest. Strategies ~ (a) Provide ethics officials with access to on-demand ethics expertise to respond to real-time questions from their agency's leaders and employees. (b) Facilitate information sharing and create opportunities for knowledge exchange and collaboration between ethics officials across executive branch agencies including networking and mentoring opportunities. (c) Develop internal expertise and create resources that address challenges faced by agency ethics officials and programs. (d) Respond to requests for expert advice from critical stakeholders, such as Congress, Inspectors General, government watchdogs, professional associations, non-governmental organizations, academia, state and local governments, and employee groups. (e) Support the vital work of the ethics enforcement communities. (f) Participate in U.S. government anti-corruption efforts as requested by the Department of State. Performance Indicators ~ (1) Satisfaction of ethics officials with helpfulness and responsiveness of OGE Desk Officers. (2) # of requests for assistance from ethics officials and rate of responsiveness. (3) # of listserv messages and % of ethics officials on OGE's listserv. (4) # of requests for technical assistance from other stakeholders.
Objective 2.2: Ethics Expertise 🔗
Strengthen the expertise of officials who are integral to the executive branch ethics program.
Stakeholders:
👥Ethics Officials
👥Agency Leaders
👥Inspectors General
👥Human Resources Professionals
Other Information
Context ~ OGE seeks to strengthen the expertise of all officials who are integral to carrying out an effective executive branch ethics program, including ethics officials, agency leaders, Inspectors General, and human resources professionals. Without competent ethics officials, engaged leaders, informed investigators, and collaborative HR officials, the ethics program cannot succeed in implementing a consistent program that helps executive branch agencies mitigate risk. Strategies ~ (a) Provide development opportunities for senior ethics officials and aspiring ethics program leaders. (b) Prepare ethics officials at all levels to train, advise, and support their agencies' employees and further their agencies' missions. (c) Maintain an online learning library for ethics officials at all levels of experience to develop their knowledge, skills, and abilities. (d) Improve the delivery and content of ethics education at agencies. (e) Educate other officials who are integral to the executive branch ethics program, such as human resource officials and Inspectors General. Performance Indicators ~ (1) Satisfaction of ethics officials with helpfulness of OGE training offerings. (2) # of training offerings and # of registrants. (3) # of online views of OGE's on-demand training offerings. (4) # of training certificates awarded to ethics officials (e.g. Professional Practitioner Certificate, Accelerated Curricula in Ethics, etc.).
Objective 2.3: Ethics Requirements 🔗
Continuously review and refine ethics requirements and advice to mitigate risk and address emerging issues.
Stakeholders:
👥Executive Branch Agencies : More than 140 agencies
Other Information
Context ~ As executive branch agencies' missions and individual financial interest evolve, new ethics arise. OGE continually adapts by regularly revisiting its rules, refining its policies, issuing advice, considering agency-specific needs, and establishing new processes to mitigate these risks and to ensure the continued consistency and effectiveness of the executive branch ethics program. Strategies ~ (a) Periodically assess and refine rules necessary to implement the executive branch ethics laws. (b) Publish clear and understandable ethics advice and resources that address new requirements, respond to novel issues, and address changes in the way government accomplishes its mission. (c) Assist agencies in addressing agency-specific ethics program risks. (d) Maintain up-to-date executive branchwide forms, privacy notices, and records schedules needed for a consistent program across 140+ agencies. Performance Indicators ~ (1) Meet milestones for regulatory revisions. (2) Satisfaction of ethics officials with helpfulness of advice and counsel resources. (3) # of advice and counsel resources issued.
Goal 3: Agency Accountability 🔗
Hold Executive Branch Agencies Accountable for Carrying Out an Effective Ethics Program.
Objective 3.1: Compliance Monitoring 🔗
Monitor agency compliance with executive branch ethics program requirements.
Stakeholders:
👥Executive Branch Agencies
Other Information
Context ~ The executive branch ethics program is decentralized, and its success relies on each agency implementing the ethics program requirements established by OGE. OGE regularly conducts oversight of agency compliance with these requirements to mitigate ethics program vulnerabilities at each agency and to identify executive branchwide trends. Without this oversight, systemic problems would multiply and result in ethics program failures that put agency missions and public confidence at risk. Strategies ~ (a) Identify agency ethics program risks and non-compliance with ethics program requirements. (b) Collect, evaluate, and publish each agency's annual report on their ethics program (Annual Agency Ethics Program Questionnaire). (c) Collect, analyze, and publish information on potential ethics violations by executive branch employees. (d) Hold agencies accountable by consulting on and providing guidance on the use of conflict-of-interest waivers. Performance Indicators ~ (1) Meet milestone of reviewing every agency ethics program at least once every three years. (2) % of agencies submitting the Annual Agency Ethics Program Questionnaire. (3) # of notices of conflict of interest referrals (OGE Form 202) submitted to OGE.
Objective 3.2: Ethics Risks 🔗
Use OGE's authorities to address known or potential ethics risks.
Stakeholders:
👥Executive Branch Agencies
👤The President : Notified if agency non-compliance continues
Other Information
Context ~ Although limited by statute, OGE uses its authorities and oversight role to address known or potential ethics risks that come to its attention. Without OGE's inquiry, support, and intervention, ethics vulnerabilities would go unaddressed, undermining public confidence and impairing the operations of the executive branch. Strategies ~ (a) Issue and publish recommendations requiring agencies to address deficiencies identified during program reviews. (b) Follow-up on identified ethics program deficiencies until resolved. (c) Inquire when an agency ethics program appears to OGE to be out of compliance with ethics requirements and take appropriate action. (d) Inquire when an agency's employee appears to be out of compliance with ethics requirements and if so, confirm the agency is taking appropriate action. (e) Order corrective action on the part of a non-compliant agency and notify the President if non-compliance continues. (f) Use transparency to hold agency leaders and ethics programs accountable. Performance Indicators ~ (1) # of recommendations for agency ethics program improvements issued and closed. (2) # of inquiries made by OGE.
Goal 4: Transparency 🔗
Use Transparency to Further Oversight of the Executive Branch.
Objective 4.1: Public Participation 🔗
Facilitate public participation in and understanding of government ethics.
Stakeholders:
👥American Public
👥FOIA Requesters
Other Information
Context ~ OGE facilitates public participation by making a wide array of ethics documents and information publicly available to help hold senior leaders accountable for making decisions that are based on the interests of the public rather than their own personal financial interests. OGE also seeks to build public understanding of the systems and processes in place to detect and resolve conflicts of interest. Without accurate information the public cannot make informed judgments about the integrity of their government. When the public feels that information is being withheld, they become concerned, and their confidence in the executive branch erodes. Strategies ~ (a) Make ethics documents publicly available on OGE's website. (b) Fulfill requests for publicly available ethics documents. (c) Maintain a responsive Freedom of Information Act (FOIA) program. (d) Create public-friendly, explanatory content about OGE and the executive branch ethics program. (e) Respond timely to external requests for information and assistance. (f) Continuously look for opportunities to release additional data sets or create new data visualizations. Performance Indicators ~ (1) # ethics documents requested/fulfilled. (2) # of resources made available. (3) # of public inquiries. (4) % of FOIA requests closed within established time frames.
Goal 5: Stewardship 🔗
Stewardship Objectives: Leverage technology, safeguard the government resources entrusted to OGE, and sustain a high performing, cross-functional staff.
Other Information
Note ~ The plan presents these as three stewardship objectives rather than as a strategic goal. They are grouped under this Goal element for purposes of the StratML rendition.
Objective 5.1: Technology 🔗
Leverage technology to increase efficiency and effectiveness.
Other Information
Context ~ OGE leverages technology to increase efficiency and effectiveness in all aspects of its work. Without strong, secure information systems and processes, the agency cannot carry out its executive branchwide mandates, operate effectively, or efficiently perform its mission-critical activities. Strategies ~ (a) Identify and implement technological solutions, including automation and Artificial Intelligence (AI), to address mission and operational challenges and risks. (b) Maintain up-to-date, secure, reliable, and compliant systems and equipment. (c) Evaluate and enhance agency practices and procedures. (d) Enhance the functionality of information technology tools, resources, and systems. Performance Indicators ~ (1) # of technological solutions implemented and cost/efficiency savings. (2) % of uptime of network and website.
Objective 5.2: Resource Safeguarding 🔗
Safeguard the government resources entrusted to OGE.
Stakeholders:
👥OGE Employees
Other Information
Context ~ In addition to its mission work, OGE brings to life the principle that "public service is a public trust" in the ways that it conducts its agency operations. OGE is a compliance organization that takes seriously its compliance with government-wide directives and their important policy objectives. Therefore, OGE carefully safeguards the government's resources entrusted to the agency. Strategies ~ (a) Implement sound financial management practices, including an annual, independent audit. (b) Pursue efficiencies, such as the economies of scale available through shared services. (c) Implement strong internal controls. (d) Keep privacy protected information and records secure. (e) Undergo rigorous, independent third-party information technology security assessments. (f) Comply with the wide array of requirements applicable to federal agencies. (g) Train and provide resources to OGE employees to comply with government-wide requirements and mitigate risk. Performance Indicators ~ (1) % of OGE employees who take required training (i.e., records, security, privacy, ethics). (2) Results of independent, annual financial audit. (3) Results of third party, independent information technology security assessments.
Objective 5.3: Staff 🔗
Sustain a high performing, cross-functional staff.
Stakeholders:
👥OGE Employees
👥Expert Detailees
Other Information
Context ~ OGE can successfully meet its mission because of its high-performing, cross-functional staff. Continued attention to the development and retention of staff is of critical importance to the agency's operations and successful performance of its mission activities. Strategies ~ (a) Retain and build staff expertise, resiliency, and ability to adapt to new challenges. (b) Hold employees accountable, take steps to improve poor performance, and recognize and reward individual initiative, skills, performance and hard work by OGE employees. (c) Provide employees with opportunities to develop new skills and enhance their existing ones. (d) Communicate clearly across the organization and help employees collaborate to effectively achieve OGE's mission. (e) Explore staffing models that include leveraging expert detailees to both meet OGE's workload and to develop expertise in the ethics community. Performance Indicators ~ (1) % of employees that fulfill their Employee Development Plans. (2) % of cross-functional/cross-trained employees across multiple programs. (3) % of mid-year employee performance reviews conducted.