1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. CLD Workflow Benchmark with Pain-Points

8. Real-Time Dashboard Example: Account Manager

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. Open Discussion