Federal Management Partners, Inc.

Farm Service Agency

Working with the Human Capital Council, defined a vision for FSA's performance culture; designed and conducted a survey to assess the culture with respect to the vision and to identify gaps.
Designed a performance management and awards system, moving away from pass-fail and linking awards with performance results.
Developed and delivered training on cascading performance expectations and facilitated manager meetings to develop outcome-oriented objectives.
Conducted a classification review of key jobs in regional offices, in order to resolve on-going classification controversies.

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Foreign Agricultural Service

Developed and delivered training on cascading performance expectations and facilitated manager meetings to develop outcome-oriented objectives.

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Risk Management Agency

Developed and delivered training on cascading performance expectations and facilitated manager meetings to develop outcome-oriented objectives.

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Under Secretary of Defense for Acquisition, Technology and Logistics (USD(AT&L))

Developed and implemented a Human Capital Strategic Planning (HCSP) process for the DoD-wide acquisition workforce, and drafted Human Capital Strategic Plan documents
Developed competency models and competency workbooks for DoD acquisition career fields under the auspices of the Defense Acquisition University
Provided consultation and research in support of teams designing the Defense Acquisition Demonstration Project and its contribution-based approach to pay.
Developed evaluation plan and model and applied the model to evaluate the Defense Acquisition Personnel Demonstration Project for reporting to OPM and the Congress.
Analyzed the Defense Acquuisition Corp's training requirements and researched applicable distance learning programs.

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Civilian Personnel Management Service

Developed HR competency model and compiled training resources for developing competencies
Designed and facilitated team-building off-site
Facilitated DoD executive team meetings to design NSPS

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Defense Commissary Agency

Analyzed organization to define position structure, competencies, performance elements, and training/certification requirements

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Defense Information Systems Agency

Designed a program for certifying DISA information system professionals at three different levels in ten different career areas
Developed competency-based career guides for Information Technology occupations
Designed a career management system for assessing job applicants for placement and promotion
Developed competency-based career guides for mission support occupations
Developed competency-based leadership guide
Developed survival guide for new managers
Designed and protoyped an Information Technology certification program
Developed job aid for labor and employee relations
Developed job aid for retirement and benefits
Developed cross-training program for administrative services
Conducted a preliminary occupational study of the Information Security occupation throughout DoD
Developed a three-year workforce plan, including supply, demand, and gap analyses, together with workforce strategies to fill identified gaps

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Defense Logistics Agency

Defined multi-functional career paths for DLA Supply Centers and developed an associated career development guide.
Developed a comprehensive career guide for all headquarters personnel, describing possible career paths, required competencies, and training opportunities.
Conducted organizational analysis of Defense Technical Information Center
Designed a program for assessing candidates for supervisory positions at the Defense Technical Information Center
Developed a career development handbook showing career paths and career development requirements and resources for the Defense Technical Information Center.
Developed career guide for Defense Fuels Supply Center

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Director Defense Research and Engineering

Compiled and analzed freatures and requirements for all DoD laboratory HR Demonstration Projects
Designed changes to HR law, regulation and DoD policy needed to meet DoD laboratories' long-term strategic goals.

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Joint Improvised Explosive Devices Defeat Organization

Review of organizational structure
Staffing analysis
Manpower Approval process design and implementation

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Missile Defense Agency

Trained managers on requirements of DoD Acquisition Demonstration Project

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National Geospatial-Intelligence Agency

Designed and developed NGA's alternative personnel system, including pay bands and pay-for-performance as well as a rank-in-person approach.
Designed and developed training for the NGA workforce on the requirements of the alternative personnel system.
Designed and fully documented processes under NGA's alternative personnel system; process documented served to support PeopleSoft implementation and training program development.
Designed process and policy for promotions under NGA's alternative personnel system and provided training to managers and administrative personnel in promotion requirements.
Designed process and policy for pay-for-performance under the alternative personnel system, including definition of pay bands, pay pool structure, pay pool panel processes, and requirements for an automated decision-support tool to support pay-setting.
Developed a complete evaluation model for tracking and assessing the impact of NGA's alternative personnel system.
Developed a prototype occupation guide and designed and delivered training to NGA occupation councils to support them in developing a complete set of occupation guides.
Developed future skill requirements for NGA's core business occupations and assessed the capaiblity of current curriculum in meeting future training requirements.
Conducted annual process improvement evaluations of NGA's pay-for-performance process to identify issues and proposed improvements.
Conducted a review of NGA's executive performance system and designed and delivered workshops for raters of executives to address issues identified.
Evaluated position and pay levels across all of NGA to assess the impact of the alternative pay system on compensation and to identify areas that were misaligned with requirements.
Developed a career path guidebook for human resource occupations, articulating career development requirements.
Developed and delivered a series of workshops over the course of a year, designed to transition and realign HR skills with the requirements of NGA's alternative personnel system.
Facilitated the work of an organizational transition team tasked to resturcture the human resources organization.
Designed and developed a supervisory course containing 11 modules on NGA's human resources program, focusing on key human resource concepts supervisors need to perform their jobs.
Developed and delivered annual workshops with stakeholder groups involved in pay-for-performance, including employees, managers, and pay pool panels.

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White House Communications Agency

Conducted workforce analysis, competency modeling and training needs analysis.
Supported the Agency in the Defense Agencies Manpower Review (DARMP) process.

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Department of the Air Force

Developed a concept of operations and implementation plan to transform all Air Force human resources systems and processes into competency-based mangaement systems (CBMS); piloted competency models for initial career groupings of military and civilian occupations.
Evaluated processes used to select participants for the Air Force's leadership development program.
Measured return on investment of the Air Force's leadership development programs

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Army Research Institute

Developed web-based interpersonal skills training course instructing junior-level Civil Affairs Soldiers in how to build rapport with host nationals to better accomplish the mission.

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ASA/M&RA

FMP worked with Army's civilian HR staff to develop a future vision of the civilian workforce and to design HR systems and processes that will achieve that vision. FMP recommended fundamental redesign of the underlying concepts and models for civilian workforce management, and assisted in developing HR systems to support the new model including performance management, compensation and incentives, staffing, and workforce development.

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Naval Facilities Engineering Command

Developed a workforce plan, competency models, standard position descriptions, vacancy announcements and crediting plans for the Command's Environmental specialists.
Created a managers' hiring toolkit for use in filling vacancies.

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Naval Research Laboratory

Performed an analysis the Laboratory's contribution-based compensation system results, and developed standards and criteria for future self-evaluation of the program in the context of the Navy's accountability framework.

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Office of Naval Research

Developed HR Demonstration Project policies and operational procedures for a broad pay-band, contribution-based pay system.
Designed, developed, and delivered training on the HR Demonstration Project for managers and employees.
Developed contribution-based performance expectations and standards across all positions in the organization, both scientific/engineering as well as mission support.
Defined requirements for an automated system to support the contribution-based pay process, including worklow for perfomance planning, evaluation, and pay.
Developed change management plan and communication plan for transition to the demo project; developed communication tools including web-based information, briefings, focus groups, and listening sessions.
Designed employee development guides for aiding employees in planning their career development in line with the contribution-based performance expectations associated with the HR demo.
Built an evaluation model for monitoring and evaluating the impact of the HR demo and collected baseline data through a workforce survey.

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Strategic Systems Programs

Developed competency models for engineering and mission-support workforces; conducted competency assessment of all Headquarters employees to identify gaps and define needed human capital management strategies.

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U.S. Patent and Trademark Office

Designed, developed and piloted enterprise training management processes, including processes for training needs analysis, training methods and media selection, and training evaluation.

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Office of Grants

Analyzed the grants management occupation in HHS, including developing data identifying the current workforce, describing occupational roles and work requirements, identifying competencies, and outlining strategies for enhancing the professionalism of the occupation.
Conducted a government-wide study of the grants management occupation; developed occupational series definition, complete position classification standard, and qualifications standard.
Designed and developed a complete training curriculum for the grants management workforce; including approximately 15 days of training.
Developed a professional certification program for Grants Management, including training and experience requirements at different career levels, policies and procedures for certification and its integration with HR functions such as hiring and promotion, and policies for warranting Grants Management personnel to perform key functions.
Conducted a complete as-is process analysis as part of a pilot in the Institute for General Medical Sciences to support analysis of opportunities for enhanced automation of grants processes.
Developed a balanced scorecard evaluation model for the grants management function across the Department; developed survey instruments and data collection protocols, as well as analysis and evaluation processes and tools.
Designed, developed and delivered a professional conference for the grants management occupation on technology and its application to the profession.

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Administration for Children and Families

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.

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Administration on Aging

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.

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Agency for Healthcare Research

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.

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Centers for Disease Control

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.
Conducted agency-wide position management and classification review of proposed SES positions.

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Centers for Medicare and Medicaid Services

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.

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Food and Drug Administration

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.

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Health Resources and Services Administration

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.

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Indian Health Service

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.

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National Institues of Health

Developed employee performance objectives for the National Cancer Institute, cascading from strategic goals of the organization.

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Substance Abuse and Mental Health Services Agency

Evaluated the effectiveness of the grants management function using a balanced scorecard framework; developed evaluation report showing areas needing improvement and suggestions for follow-up action.

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Federal Emergency Management Agency

Analyzed the effectiveness of the FEMA Human Resource Management program and offered specific proposals for improvement.
Prepared credentialing guides to assist DAE workforce develop required competencies.
Developed Task Books for the DAE workforce, identifying tasks required, procedures, and training
Analyzed deployment and utilization data for the DAE workforce in past national disasters and developed staffing models for different categories of disasters to support FEMA in workforce planning, given its response scenarios.

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U.S. Citizenship and Immigration Services

Created the components of a strategic workforce plan that identified future workforce needs, and laid out an integrated strategy to address current and projected gaps through a range of interventions in areas such as recruitment and hiring, training, workforce development, human capital service delivery and performance management.
Developed a human capital evaluation process, which provides a systematic, organization-wide program for monitoring, analyzing, and improving performance on all aspects of human capital management policies, programs, and activities as they support and are aligned with the USCIS Strategic Workforce Plan.
Developing and executing a strategic Labor Management strategy to: 1) identify the key issues, challenges, and opportunities in the USCIS labor / management relationship; 2) create a Labor Management Council as a collaborative forum for raising and discussing these issues, challenges, and opportunities; and 3) design practical mechanisms for the development of policies, programs, and strategies to address key problem areas.
Designing a targeted recruitment campaign and streamlined hiring process that can be effectively executed at the local level, to inlcude improved assessment questions and reference materials for recruiters and potential applicants.

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Drug Enforcement Administration

Conducted a third party review of the classification of Foreign Service national positions overseas.

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Conducted an analysis of the HR organization servicing DOL headquarters organizations; developed recommendations for restructuring the organization to improve HR service delivery.
Conducted position classification reviews; developed new position descriptions, evaluated classification of positions, developed evaluation statements.
Provided on-going support to the executive programs office in developing and reviewing executive core qualifications of SES candidates.

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Bureau of Labor Statistics

Conducted position classification reviews; developed new position descriptions, evaluated classification of positions, developed evaluation statements.
Conducted an organizational analysis of the IT organization and recommended structural changes; developed and classified a variety of position descriptions

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Fish and Wildlife Service

Developed a comprehensive strategic workforce plan for the Service; analyzed workforce data, identified workforce needs and gaps, designed solutions to bridge gaps.
Conducted a complete review of the regional structure of the Service and developed recommendations for altering the structure to improve effectiveness and efficiency of the organization.
Developed competency models for key occupational groups in the Service and conducted competency surveys to understand current workforce competencies and needs.
Re-designed the position structure of key components of the Service, in line with strategic human capital goals, and developed standard position descriptions.
Developed a complete process and guide for conducting regular strategic workforce planning analysis; supported the service in building its workforce planning team and capability

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National Park Service

Analyzed and evaluated position classification appeal cases.

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Diplomatic Telecommunications Service

Conducted position management review in support of organizational changes; developed and classified a variety of position descriptions

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Office of the Secretary

Analzed leadership competency data and drafted a report to OPM outlining the Department's plans to fill identified leadership competency gaps

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Federal Aviation Administration

Designed, developed, and administered a training needs analysis process for the Flight Standards Service Developed an employee career path guide for Aviation Security
Designed, developed and piloted a training evaluation process for the Flight Standards Service
Designed and developed an on-the-job training program for Aviation Safety Inspectors, including and OJT guide.
Conducted a business case analysis supporting the need for broad transformation of the Flight Standards Service training curriculum, saving millions of dollars annually.
Designed and developed a selection system for Aviation Safety Inspectors; validated competencies for selection, developed new X-118 qualifications standard, designed assessment process
Conducted comprehensive analysis of the Flight Standards Service organizational structure, to realign the organization along a portfolio-based concept; developed complete reorganization packages for International, Commercial, and General Aviation portfolios.
Analyzed and improved business processes for the Flight Standards Service, including the planning process, correspondence control process, and the policy development process.
Conducted a series of planning sessions to develop strategies for implementing regulatory changes governing small commuter airlines.
Drafted official policies governing the Flight Standards training program.
Conducted a comprehensive job task analysis for the Airworthiness Aviation Safety Inspectors
Developed a testing policy framework for the Flight Standards Service's training program.
Developed a series of strategic plans for the Flight Standards Service's training programs, defining vision, goals, and strategies for achieving goals.
Developed staffing standards for projecting staffing requirements based on workload, for the Aircraft Certification Service
Developed a model of interpersonal skills needed by Aircraft Certification Service Engineers; mapped learning resources to skill requirements.
Developed and classified over 50 standard position descriptions for the FAA's streamlined staffing process.
Developed performance elements and standards for Flight Standards ATOS personnel, cascaded from program goals
Developed an administrative procedures guide for the Aircraft Certification Service

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Federal Motor Carrier Safety Administration

Conducted position classification reviews; developed new position descriptions, evaluated classification of positions, developed evaluation statements.
Assisted in implementing performance-based pay for Senior Executive Service positions to include cascading performance objectives from the agency's strategic plan to individual executive performance plans.

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Office of the Inspector General

Developed a complete strategic workforce plan, including a comprehensive workforce analysis, identification of workforce gaps and issues, and human capital solutions designed to address issues.
Developed a leadership succession plan that identified projected succession requirements and strategies for developing a sufficient pipeline of leadership skills
Designed a concept for broad pay bands and pay-for-performance, in anticipation of possible authority to implement an alternative personnel system

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Research and Innovative Technology Administration

Conducted position classification reviews; developed new position descriptions, evaluated classification of positions, developed evaluation statements.
Developed a career guide for the Volpe Transportation Systems Center

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Treasury - Office of the Secretary

Developed an instructional video for line managers on the Department's program for delegating poisition classification authority.

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Bureau of Public Debt

Developed a series of SES positions for the Bureau and conducted a classification evaluation to establish them at the SES level.

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Internal Revenue Service

Analyzed the IRS's approach to labor-management partnership councils and developed proposal and plans for streamlining and improving the use councils.
Designed and developed a Workforce Plan which compares the current workforce profile with a five-year staffing forecast based on factors such as retirement, attrition, external hiring, and internal “migration” between business units. FMP examined macro-level workload demand factors and their impact on workforce supply projections. In order to address the workforce gaps identified, FMP proposed strategies along with a methodology for evaluating and prioritizing them.
Designed a framework for building and sustaining a systematic workforce planning process across the Service. FMP developed a communications strategy, a workforce planning model with cycle steps and stakeholder roles and responsibilities, and documented processes.
Analyzed Service-wide retention data and designed a retention plan which outlines strategies for addressing key issues, defines roles and responsibilities of stakeholders, and presents an action plan for assessing the impact of employee retirement, separation, and migration.
Conducted a review of several workforce planning systems in order to identify redundancies, assess gaps in requirements, and recommend modifications to enhance system performance.

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Comptroller of the Currency

Designed and developed a methodology for estimating staffing needs to help justify the numbers of staff needed to produce the outcomes and work products of the OCC. Provided hands-on support to individual departments and offices in identifying key workload drivers, outputs and products, as well as time values or standards for use in projecting FTE requirements. Developed a user guide, conducted training, and provided input to policies and guidance related to the resource allocation process.
Conducted external benchmarking analyses and best practice studies to provide qualitative, comparative data for use in evaluating agency resource requirements.
Conducted an organizational review of the OCC's Workforce Effectiveness (HR) division to evaluate how it should be structured in order to achieve its goals of operational excellence and improved customer service. The review also considered factors such as the division's core functions and priorities, processes and policies, skill and competency requirements, tools and technology, and culture.

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Department of Veterans Affairs

Evaluated costs, benefits, and return-on-investment of the Department's reengineered and modernized HR and payroll service delivery systems.

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Environmental Protection Agency

Planned and conducted a team-building off-site with leaders in the organization.

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Federal Communications Commission

Conducted position classification reviews; developed new position descriptions, evaluated classification of positions, developed evaluation statements.
Compiled and analyzed workforce data to identify key workforce trends and issues; designed a process for the Commission to strategically assess its workforce requirements.
Developed a human capital accountability plan for submission to OPM.

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Federal Deposit Insurance Corp

Documented standard operating procedures for selected benefit, staffing and other personnel procedures; drafted pay and work schedules policy directives.
Developed position descriptions for technical and managerial positions in the Office of the Chief Information Officer

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General Services Administration

Planned and facilitated a number of group meetings with GSA customers and stakeholders to review and improve programs.

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National Science Foundation

Recruitment and retention: AFS work
Strategic workforce planning:
Staffing analysis:
HR technologies and tools: Developed a workforce recruitment and planning system to help track information such as time to hire.
Organizational transformation: Implemented a service teams model to more effectively respond to internal customers.
Training and development: Developed and delivered a series of technical and interpersonal training sessions.
Process and organizational analysis: Reviewed reorganziation process and procedures to clarify roles and responsibilities and streamline process.
Process and organizational analysis: Reviewed and updated new employee orientation program.
Training and development: Developing a comprehensive Executive Transition program to quickly and effectively integrate new members of the executive corps.

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Nuclear Regulatory Commission

Facilitated leadership development programs including the Senior Executive Service candidate development program and mentoring program.
Developed benchmark classification system covering new Senior level (non-SES) expert and specialist positions.
Developed personnel policies in the areas of adverse actions, grievances, and appeals.

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Occupational Safety and Health Review Commission

Conducted an organization review of the Commission, analyzing structure, workload and resources, and workforce; identified issues and developed recommendations for improvement.

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Office of Personnel Management

Developed Career Patterns Guide
Developed the Alternative Personnel Systems (APS) Assessment Framework for use in OPM's evaluation of other agencies' non-Title 5 HR systems and Demonstration Projects; applied the framework to the DoD and DHS human resource transformation efforts.
Conducted policy-making sessions with inter-agency groups to explore policy issues for supervisory probationary periods and related career management issues
Developed competency model for the Human Resource Development profession in the Federal government.

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Postal Regulatory Commission

Workforce analysis, organizational analysis, strategic planning and transition planning support to enable the Commission to meet new legislated mandates for a sigificantly expanded role in regulating Postal rates and services.

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US Agency for Int?l Development

Assessed the strategic direction of the organization and the internal and external factors most likely to impact USAID's workforce requirements over the next 5-10 years.
Develop a comprehensive workforce plan based on current requirements and future expectations. Established an agency-wide process for assessing and updating the plan on an annual basis.
Developed a staffing projection model to determine staffing requirements at USAID's various missions around the work. Identified relevant workload factors and projected staffing requirements based on expected future scenarios.
Developed staffing solutions to address most pressing workforce issues identified in the workforce plan. Worked with HR staff to implement proposed solutions.
Conducted a skills analysis of the IT workforce; looking and current and desired skill levels to understand strengths and gaps of the current workforce. Proposed strategies to address identified gaps.

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US International Trade Commission

Developed a comprehensive Strategic Human Capital Plan; conducted workforce analysis, developed workforce vision, identified gaps, and designed solutions to address gaps
Developed a zero-based staffing plan for the Commission, including a process model for annual planning of position requirements
Developed a performance management system, including a vision for the performance culture desired, performance management policy, and performance elements for key occupation groups
Updated and re-designed human capital policies related to awards and recognition, performance management, attendance and leave, overtime and compensatory time, medical emergencies, and emeritus program
Developed career guides for core occupational groups, including Economists, Attorneys, International Trade Analysts, and Management Support personnel
Developed strategic and business plan for Commission Library services, including sourcing options.

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Appalachian Regional Commission

Designed and developed a broad-band pay system, within the GS grade and step construct.
Re-evaluated, after 15 years, the Commission's pay and performance management systems to better align them with the agency's strategic plan and workforce objectives.

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Architectural and Transportation Barriers Compliance Board (Access Board)

Developed and instituted a performance appraisal and awards program for GS and SES employees and managers
Provided technical HR advice and assistance on strategic and operational HR issues.

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Broadcasting Board of Governors

Assisted the Voice of America with the elimination of 125 positions through reduction-in-force.
Conducted classification and position management reviews for a variety of positions
Completed an organizational structure analysis, process analysis, and compliance review of the BBG's HR department

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Chemical Safety and Hazard Investigation Board

Classified and justified SES level positions at the U.S. Chemical Safety Board.
Developed a performance appraisal system for the Board, including SES level performance plans.

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DC Public Defender Service

Designed and developed a new compensation system, to include salary structures, job classification, and performance management policies; provided support to transition to a new payroll and HRIS service provider.

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Federal Acquisition Institute

Validated technical competencies for Contract Specialists government-wide, using an electronic survey tool and SME group review.

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International Joint Commission

Planned and conducted a mock-RIF to assess impact of downsizing
Planned and conducted recruiting campaign for executive positions.
Developed new organizational and position structure to support changing mission requirements.

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Smithsonian Institution

Conducted an organizational and process analysis of the small purchases organization with the acquisition organization; identified issues and developed recommendations for improvement.

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US Institute of Peace

Conducted an organizational analysis and recommended a new organization structure consistent with the Institute's strategic plan and goals. Assisted in implementing the new structure by writing position descriptions. Benchmarked compensation and benefits with other non-profit institutions and "think tanks" and recommended a new performance management and compensation system for the Institute.

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CIO Council

Updated the Federal CIO council's IT Workforce Challenge report and identified workforce trends and recommendations for additional government-wide IT workforce initiatives.

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