Training Academy
Others deliver training – we determine effectiveness and what exactly professionals have learned.
Challenge
Veteran Affairs (VA) has about 5,000 workforce management professionals with unique training requirements given need for Title 38 expertise and high turnover in the profession. Given time and resources focused on training, leadership wanted to ensure that investments were worthwhile, achieving results, and evolving with the needs of VA.
Customer
Veterans Affairs, Workforce Management Consulting
Types of Services
- SaaS Implementation
- Performance Monitoring
- Surveys & Evaluations
- Data Analysis
- Learning Programs
Geographic Sites
Primary customers are located in DC
VA’s HR professionals are located in more than 150 facilities across the US.
CIDVER Support: Washington, DC area and North Carolina
Solution
- Create
- Implement evaluation system with government benchmarks
- Establish new set of processes, reports, etc.
- Bring people to operate
- Innovate
- Continually evolve collection and analysis based on improvements
- Move to non-proprietary tools to enable long-term sustainability
- Deliver
- Conduct pre- & post-tests to understand level of learning
- Report on basic results and more sophisticated outcomes
- Conduct customer satisfaction surveys
- Build new intermediate & advanced certificates
- Support educated professionals throughout the US
Operations-Centric Service Center
It’s all about business operations – not traditional IT support!
Challenge
Veteran Affairs (VA) operates a set of systems to manage the Management functions (e.g., pay, benefits, position management) for more than 360,000 employees nationwide. Traditionally, all support (e.g., system maintenance, development, user support) was handled in Oklahoma. The VA considered remote support but needed help moving to a new operations model.
Customer
Veterans Affairs. Healthcare Administration
Types of Services
- Records Processing
- Customer Service
- Help Desk Tools
Geographic Sites
Primary customers are located in Oklahoma City, OK
VA’s Human Resource (HR) professionals are located in more than 150 facilities and 360,000 staff across the US.
Our core team is located in North Carolina
Solution
- Create
- Expand CIDVER facility to securely house not only PII data but also Government Furnished Equipment
- Secure qualified analysts
- Innovate
- Transition work from government employees to contractor staff
- Consolidate processes across multiple processes/systems
- Deliver
- Help 5,000 HR professionals update credentials and access
- Support records processing for more than 360,000 VA employees
- Perform special projects to handle out-of-cycle processing (e.g., scholarship programs, tuition reimbursement, job promotions)
Executive Leadership & Acquisitions Support
When you need a trusted partner, we bring the expertise with no OCI!
Challenge
Our Federal customer needed on-site executive and acquisitions support and realized that their one-size-fits-all contract was allowing confidential Federal information to be shared across the contractor team and Federal staff before it should be released. At the same time, they were pleased with several existing contractors providing the support. They required a specialized procurement to avoid conflicts of interest.
Customer
Federal Corporate Office
Types of Services
- Process Reengineering
- Strategic Communications
- Acquisitions Planning
- Event Management Support
Geographic Sites
Primary customers are located in Washington, DC
Reach includes draft responses to Congressional level, conferences for Veterans, .and national VA program office support
Our core team is located on-site with their government counterparts
Solution
- Create
- Develop a more responsive team, able to address the fluid demands placed on Senior Executives
- Reinforces OCI controls by implementing strict operating procedures, document controls, lines of reporting, and well defined communications procedures
- Innovate
- Evolve working model for delivering acquisition services by changing team composition and processes
- Respond to Supreme Court, GAO and other initiatives
- Deliver
- Keep office running smoothly
- Enable teams within the office to change to meet new initiatives
- Support technical through senior executives
Service Coordination
Help more than 150 facilities and 360,000 people overcome communication and technical challenges.
Challenge
Healthcare and Technology offices were struggling with an enterprise-wide upgrade. IT leaders saw it as a straight-forward technology project Hospitals knew it could impact operations, including rendering local FDA-certified and local medical software unusable. They needed a way to communicate and work together.
Customer
Veterans Affairs, Office of Information & Technology
Types of Services
- Planning & Charter Development
- Communications
- Governance
- Monitoring & Dashboard Reporting
Geographic Sites
Primary customers are located in Atlanta
VA’s professionals are located in more than 150 facilities across the US.
CIDVER Support: Washington, DC area and South Carolina
Solution
- Create
- Engage leadership if necessary delay start of technology project
- Establish a structure to mobilize 150+ hospitals
- Create a team to lead effort
- Innovate
- Use leaders in ~20 offices to make key decisions as steering committee
- Conduct pilot to determine best practices and lessons learned
- Deliver
- Expand access to technical and leaders at all 150+ hospitals
- Publish best practices to simplify deployment based on pilot findings
- Monitor progress and provide weekly dashboards to promote continued action
- Complete enterprise-wide upgrade with no negative impacts on medical operations
Shared Services
National change initiative to move independent Administrations’ ways of delivering services to a shared services model.
Challenge
More than a dozen operating administrations had their own people, processes, and tools for supporting users and technology. Consistent with Federal initiatives for consolidation and streamlining, the Office of Chief Information Officer (OCIO) was looking how to change the independent approaches into a shared services model.
Customer
Transportation, Chief Information Office
Types of Services
- Internal and external tier 1,2 and 3 support
Geographic Sites
Primary customers are located in DC
DC Headquarters, 10 Regional offices and additional site locations
CIDVER Support: Washington, DC area
Solution
- Create
- Develop multi-phase plan to create quick wins and momentum
- Identify stakeholders to help promote future change
- Innovate
- Use repeatable process with each operating administration
- Build upon other existing initiatives to find and highlight win-win’s
- Deliver
- New integrated service model that worked across business domains
- Standardized support and cost model
- Roadmap that took organizations through implementation stages without impacting current operations
Technology Turn-around
Turn-around struggling project resulting in delivery of on-time, on-budget, expected quality product.
Challenge
Delayed implementation of enterprise helpdesk solution
Customer
Transportation, Chief Information Office
Types of Services
- Helpdesk for the majority of the Department
Geographic Sites
Primary customers are located in DC
DC Headquarters, 10 Regional offices and additional site locations
CIDVER Support: Washington, DC area
Solution
- Create
- Agile implementation plan
- Integrated schedules that would provide concurrent development, purchasing and training activities
- Innovate
- Robust communications plans for users, management, stakeholders and business lines to proactively drive efforts
- Shortened development cycle working with vendors and government teams
- Deliver
- Operational baseline system within shortened schedule
- Tiered training to different user communities