Today's Federal Workforce: Gleaning from the Past to Create Organizational Success Part 4

The Clerk’s Office of the U.S. Court of Appeals for the Federal Circuit provides a dual-supporting role to the court by facilitating the progression of cases before the court and by accurately preserving the court’s record.  In FY 2017, the Clerk’s Office concluded that its case managers lacked the tools they needed to fulfill the Office’s mission in optimal fashion. They created a new training program using a gradual cumulative training model that starts with big picture concepts and explanations of why office processes exist and ends with an evaluation of the work performed in actual cases. The Clerk’s Office realized quantifiable improvements in the accuracy of court records, in the performance capability of its workforce, and in the quality of service to the court’s judges and litigants.

The Department of Veterans Affairs Acquisition Academy (VAAA) Supply Chain Management School’s (SCMS) training supports VA's breakthrough priority to modernize the supply chain, which includes having a well-trained logistics and supply chain workforce to ensure that facilities have what they need, when they need it, to care for veterans. To accomplish this, SCMS training encompasses an expansive distance learning strategy. With a training methodology that has expanded from a traditional classroom environment to distance-based learning, SCMS delivered over 281 virtual course offerings in FY19, resulting in significant resource savings.

The executive leadership team of the Office of Inspector General (OIG) for the U.S. Small Business Administration committed itself to driving organizational change through its Strategic Plan, premised on the belief that its workforce is its most valuable asset. OIG promoted a positive work–life balance as a strategic objective and prioritized professionalism and development of future leaders. OIG’s executive staff has taken deliberate and intentional actions in the Human Capital Management area to transform the culture of the organization and to develop the skills and professionalism of the workforce. These actions correlate to the Fiscal Year 2017-2021 Strategic Plan.  OIG has experienced measurable positive results since implementing the program they describe as a “cultural transformation.”

Join these three 2019 Deming Award winning agencies as they update us on their projects, which are rooted in their ability to achieve organizational objectives through a commitment to high-quality.