DEVELOPING A HIGH PERFORMING FEDERAL WORKFORCE THROUGH INTERAGENCY COLLABORATION Randy Bergquist Chair, Interagency Chief Learning Officer Council

Background FY 2005: An “unofficial” community of practice formed to share ideas and resources about learning and development activities in their respective agencies. FY 2010: Community of practice formed into a Council with a Charter and Mission/Vision Statement.

Council Charter Vision A community of practice comprised of Chief Learning Officers or their equivalents that meet periodically to share best practices and create engaging learning opportunities for U.S. Government agencies and organizations. Through interagency collaboration, we strive to leverage cost effective learning opportunities that promote high performance and can be implemented throughout the Federal government.

Council Charter Mission To collaborate with and between our member agencies for the express purpose of: sharing best practices influencing policy/regulations, and maximizing the use of finite government resources to deliver effective and engaging learning and development opportunities to all Federal employees.

Overarching Goals Develop talent through the creation of learning environments (e.g., functional/occupational). Increase efficiencies by influencing policy to eliminate redundancies (Standardize, i.e., Learning Management Systems; mandatory training; governing training and development expenditures). Expand access to learning and development government wide.

Council Strategic Outcomes (Diagnostic Survey Results 2011) High Value Outcomes Delivery Establish a government-wide strategy for learning CLO Council is recognized as an inclusive governing body with full participation High-Value Relationship Building Collaborate and influence stakeholders (e.g., intra-agency and inter-agency; interagency councils) Idea Transfer Research and establish best practices in learning that are approved by the CLO Council

2012 - 13 Strategic Plan Outcomes Drive High Value Outcomes Alignment with Federal Learning and Development Needs Efficient Use of Exiting Resources Quality Standards Coordinated Competency Assessment and Skill Gap Closure

Goals and Objectives Provide strategic leadership for learning across government Establish CLOC as a Federal central body Implement Memorandum of Understanding with OPM/CHCO Council Develop operational processes (how the Council will operate) Focus on key Federal learning and development initiatives Align learning and development needs (e.g., MCO skill gap closure) Develop procedures on use of quality standards Identify mandatory Federal-wide training

Goals and Objectives Build and maintain high value relationships with customers and stakeholders Develop mechanism for inter/intra Agency strategies to enhance collaboration and communication Increase participation within CLO Council Define communication roles and responsibilities with stakeholders Create an environment that fosters sharing of learning and content resources Establish a centralized resource repository Develop innovative communication vehicles (e.g. Face Book; twitter) Identify a resources support strategy including efficient use of existing resources (e.g., staff, facilities)

Memorandum of Understanding With Chief Human Capital Officer Council and OPM Strategic Alignment and Increased Efficiencies Collaborate across the federal government and produce a comprehensive Federal workforce development strategy, including an implementation plan to fulfill and advance statutory duties, strategic goals and objectives for government-wide workforce development programs.   Align learning resources to high priority needs such as: mission critical occupations; organizational performance issues identified in performance reviews; and, measuring the impact of learning investment on agency and employee performance. Identify and develop processes that effectively limit unnecessary overlap and duplication of effort to ensure delivery of integrated and consistent learning across the Federal enterprise. Promote and optimize access to integrate workforce development activities

Memorandum of Understanding Chief Human Capital Officer Council and OPM Technical Advice Share experiences, ideas, best practices and innovative approaches in order to provide the CHCOC, OPM, and OMB recommendations on government-wide workforce development strategies. Design and develop valid measures of effectiveness into workforce development to ensure such activities adequately address learning objectives and thereby increase the likelihood that desired changes will occur in the target population’s competencies. Provide timely advice for proposed or draft legislation that may require or propose new or revised workforce development activities.

Accomplishments in 2012 – 2013 Highlights HR University collaboration: provided consultation, staff time and courseware (e.g., online; training materials) President’s Management Council and President’s Management Advisory Board SES Career Development Initiatives Goals - Engagement – Accountability – Results: Performance Management Training Framework and online course Supervisory & Managerial Training Framework and Curriculum Development National Security Professional Development Initiative Agencies share training methodologies, course materials and policy documents saving millions of dollars in design and developmental costs: Managerial/supervisory Personally Identified Information No Fear Act Plain Writing Act WIKI Tool created to share resources: Executive development and on-boarding strategies Leveraging new technologies Individual development planning Low cost training options

CLO Council held its annual strategic meeting in November 2013 Moving Forward CLO Council held its annual strategic meeting in November 2013 Finalize and implement strategic initiatives for 2014 Continue to collaborate and influence L&D activities government-wide

Moving Forward Enterprise Training and Development Resource Exchange Common Platform for Learning Quick wins: all mandatory training; on-boarding; leadership development Strategic sourcing initiative with OMB’s Office of Federal Procurement Policy Develop Centers of Excellence Share innovations for classes at inception Catalogue of shared offerings People and time resource sharing Value Proposition- Marketing and Branding Identify evaluative process: metrics, content of courses, quality standards Identify metrics; data analytics; collect and publicize (i.e., marketing, public relations) Produce an actual product: Article in Government Executive about Council’s impact; accomplishments; our value White paper dictating direction/metrics/scorecard for future Federal learning activities Create a marketing plan

Coming together is a beginning, staying together is progress, and working together is success. - Henry Ford