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

2. 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.

3. 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.

4. 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.

5. 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.

6. 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

7. 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

8. 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

9. 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)

10. 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

11. 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.

12. 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

13. 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

14. 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

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