Report Tile CLD Process and Workflow Automation and Modernization Presented by: Courtney Cox In Support of: Center for Leadership Development Office of Personnel Management Report Tile Presented by: Will Peratino, Deputy Director OPM Emerging Solutions 21 February 2008 UNITED STATES OFFICE OF PERSONNEL MANAGEMENT January 2013

Agenda Project requirements and background Description of analysis task and process Roles in use across all tasks Systems in use across CLD Issues reported by CLD personnel Recommendations Assumptions

Project Requirements and Background Reporting: Senior management needs visibility into systems with accurate real-time financial data Costs: Need better accounting of internal and external costs with accurate real-time financial data Multiple systems: Across CLD multiple systems are in use with no automated connections LMS: Full-feature, expensive SABA LMS not being used to its capabilities Processes: Differences in workflow between centers

Description of Analysis Task and Process Visits were conducted at each of the centers to collect and benchmark current state: Knowledge Portal team conducted meetings with key personnel and identified 16 unique roles Collected processes, documentation, systems in use, and workflow from key personnel across roles Mapped current state to benchmark existing systems Documented issues, manual processes and pain- points provided by CLD personnel that cause additional work

Roles in use across all tasks Across CLD the following roles were defined by center Role FEI EMDC WMDC 1.      Directors  2.      Program Director 3.      Visiting Program Director 4.      Program Coordinator a.       Lead Program Coordinator b.      Program Coordinator (also called Customer Support Specialist) 5.      Account Manager 6.      Management Analyst 7.      Support Services Assistant 8.      Staff Assistant 9.      Registrars (also called Registration Reps, Registration Specialists & Customer Service Reps) 10.  Faculty (resident/adjunct) 11.  Purchasing Agent 12.  Business Operations Manager 13.  Contracting Officer 14.  Contractors/Vendors a. Training Developers b. Faculty/Instructors c.   Hotel d.  Aramark e. FEI Campus Security f. Worksource (FEI Campus Maintenance) 15.  Students/Participants (includes FEI Executives) 16.  Client Agency Points of Contact

Systems in use across all tasks Across CLD the following systems were defined by center System/Tool FEI EMDC WMDC 1. Customer Relationship Management (CRM) Database  2.  CBIS 3.  SABA 4.  CWMS Leadership.opm.gov 5.  Cost Estimation Tool Excel spreadsheet 6.  Shared drives across CLD and each Center 7.  Speaker/project data sheet (“the Bible”) 8.  DART (Danielle's access database for tracking costs) 9. Billing Tracker Log (Excel) (see CLD Process 4A) 10  PRISM 11. AcqTrack (large procurements) 12. Federal Procurement Data System (small business) 13. FedBizOps 14. Knowledge Advisors/Metrics That Matter

CLD Workflow Benchmark with Pain-Points

Real-Time Dashboard Example: Account Manager

Issues Reported by CLD Personnel CLD expenditures begun under previous organization and project codes no longer matching current organization Use of cuff records as system-of-record data is not available Too many different systems that don’t interface being used Shared drives for each center and across CLD that are not secure, tagged, archived, or under configuration management No model course templates to standardize development across CLD (EMDC does have instructor-led templates) Rights-in-data are not being addressed in contracts No central CLD curriculum repository No electronic archive of what is taught in each class No ability to post pre-course materials, readings or follow-up Example FEI CDs sent out in the mail with documents and links Expensive heavy paper-based manuals printed

Issues Reported by CLD Personnel (Continued) Multiple manual processes requiring re-entry between steps Manual research required on cost codes, project status, client expenditures Students have no automated access to transcripts or certificates Billing only occurring after all work is completed on some custom engagements while up front expenses are incurred (e.g., for needs assessment) No automated system to provide clients real-time financial data No ability to use CBIS real-time for reporting and planning No on-line forums to support on-going cohort access

Recommended Approach Begin with rapid development of issues that can be immediately resolved and continue with a phased approach Phase 1: Rapid development and implementation of CLD centralized system of on-line tools: Begin immediately providing document repository, LMS, and CoP within a month. complete phase 1 in six months Phase 2: Interconnections between systems and automation with initial role-based dashboards: Begin concurrent with Phase 1. Complete phase 2 by end of FY 13 Phase 3: Build custom workflow automation systems: Continue more complex time-consuming development in FY 14

Recommended Approach: Phase 1 Months 1 - 6 Rapid development and implementation of CLD centralized system: Implement LMS with student access to transcript and certificates Replace shared drives with on-line document repository Create CoP for on-line student materials repository for pre-readings, pre- work assignments, on-going course access, and follow-up (EMDC Protoype) Replace leadership.opm.gov registration with direct student access to self- register in the LMS Load stand-alone tools into on-line repository to ensure common use (e.g., cost estimation tool & program coordinator checklists) Collect additional issues to be automated and document recommended workflow, review and revise based on CLD input Create standard processes, templates, contracts and training standards Establish course repository of CLD-owned courses Develop electronic archive of training materials delivered for each course Complete Phase 1 review and document changes for Phase 2

Recommended Approach: Phase 2 Months 3 - 9 Phase 2: Interconnections between systems with Real-time dashboards Interface CBIS exports into CLD central system and connect Crystal Reports Implement a CRM with training and mandated use into central system Load training archive of student transcripts to enable students to obtain training history and course completion certificates Develop automated on-line course evaluation function Add on-line courses to LMS to support blended learning Reduce printing, shipping and distribution through on-line delivery Implement recommended workflow based on CLD review and input establishing initial set of real-time dashboards for key roles Implement standard processes, templates, contracts and training standards with external contracts, faculty, and other vendors Complete Phase 2 review and document changes for Phase 3

Recommended Approach: Phase 3 Months 6 - Ongoing Build custom automation systems to continue to reduce manual processes: Automate hotel/room assignments, and LDT and agency roster functions for FEI to eliminate manual processes Automate notification systems used by students (for room assignments, meals, security and maintenance, etc.) Continue to implement recommended workflow based on CLD review and input adding more real-time dashboards for CLD roles Create custom real-time financial reporting system linked to real-time dashboard for applicable roles Create on-line inventory for tracking supplies, books, and materials Automate financial reports, tracking and billing functions Automate recommended workflow based on CLD review and input Phase 3 review and document next steps

Assumptions Timely access to key personnel for review and support Back-up POCs assigned to maintain momentum for aggressive timeline CLD leadership buy-in CBIS interface and export available to import daily updates Funds available to implement proposed three-phase approach

Open Discussion