NNSA Learning and

Career Management

Initiatives & Staffing

Briefing for FTCP

Dr. Dave Rude NNSA Chief Learning Officer

February 11, 2020 1

Setting the Stage:

Learning Aligns with the NNSA Mission

2

performance.

Strategic Guidance: Learning Enables the NNSA Mission

“We need to increase the abilities of our workforce, improve governance with vigor, have strong career development programs including rotations, and have invigorating opportunities for mid-career level and untapped resources at high schools, colleges, and universities.”

Administrator Lisa Gordon-Hagerty, First Day Message

“Training and developing our workforce is crucial to the success of the enterprise. Without appropriate and continuous training, NNSA’s ability to meet our mission and pivot to address changing requirements would be constrained. Training ensures clear and transparent communication, supports integration of new processes and ideas, provides continuity of operations, and facilitates an unambiguous understanding of roles and responsibilities. The learning process starts with hiring and continues throughout everyone’s career. Opportunities to learn and to improve should always be ongoing.”

2019 Governance & Management Framework, p. 6

Learning & Career Management (LCM) Mission:

LCM is the strategic business partner, architect, implementer, and evaluator of value-added learning programs, products, and services

organizational workforce NNSA the benefit that

through increased employee and

Web Site: http://oneleadership.na.gov/

Learning is a mission imperative 3

Workforce Development Statistics 7,000,000 120%

Trai

nin

g B

ud

get

6,000,000 100%

5,000,000 80%

4,000,000

60%

3,000,000

40% 2,000,000

20% 1,000,000

0 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20

Training Budget 3,499,276 4,029,172 4,579,390 5,118,095 5,462,698 5,771,000 5,771,000 5,771,000

% Training Budget Used 68% 77% 77% 87% 94% 95% 96%

% IDP Approvals 40% 82% 86% 91% 93% 90% 95%

FEVS Q18-% Training Needs Assessed 45% 54% 58% 66% 67% 69%

FEVS Q47-% Supervisory Support 62% 66% 77% 79% 82% 81%

FEVS Q68-% Training Satisfaction 45% 54% 56% 64% 70% 68%

0%

All Data Displayed are Current as of December 2019

Training Budget % Training Budget Used % IDP Approvals

FEVS Q18-% Training Needs Assessed FEVS Q47-% Supervisory Support FEVS Q68-% Training Satisfaction

Per

cen

tage

s

NNSA’s Training & Development Ranking is in Top 15% of all Federal Government Agencies (source: PfPS)

4

NNSA Staffing Progress as of 16 January 2020

Employees On Board Personnel Strength by Business Line Previous 12 Months Inflow and Outflow

17

14

17

24

17

21

17

19

17

29

17

38

17

48

17

58

17

71

17

79

17

89

17

99

95.1% 95.5%

95.9%

96.9%

98.2%

99.2%

ORG On-Board Target Strength

NA-01 17 21 81.0%

CEPE 17 9 188.9%

NA-NPO 127 135 94.1%

NA-SN 84 85 98.8%

NA-KC 39 39 100.0%

NA-LA 86 92 93.5%

NA-NV 72 80 90.0%

NA-LL 80 83 96.4%

NA-SV 40 30 133.3%

NA-10 203 247 82.2%

NA-20 174 189 92.1%

NA-40 46 49 93.9%

NA-50 102 115 88.7%

NA-70 78 90 86.7%

NA-80 51 (2) 53 96.2%

NA-EA 17 18 94.4%

NA-GC 40 37 108.1%

NA-APM 176 182 96.7%

NA-MB 234 214 109.3%

NA-IM 33 35 94.3%NA-15 (OST) 546 612 89.2%

98% Greater than or equal to 95%

95% Between 90 - 94.99%

91% Less than 90%

Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. 19 19 19 20 20* 20* 20* 20* 20* 20* 20* 20*

*Based on necessary external hires per month to hit target Employees on board (*projected) Strength

Personnel Strength Building Personnel Strength In‐Process hiring actions

mm/yy Inflow Outflow Net On-Board Strength

Oct. 19 11 / 11 9 / 9 2 1714 95.06%

Nov. 19 18 / 18 8 / 8 10 1724 95.62%

Dec. 19 8 / 8 11 / 11 -3 1721 95.45%

Jan. 20 6 / 6 8 / 8 -2 1719 95.34%

Feb. 20 20 10 10 1729 95.90%

Mar. 20 20 11 9 1738 96.39%

Apr. 20 20 10 10 1748 96.95%

May 20 20 10 10 1758 97.50%

Jun. 20 25 12 13 1771 98.23%

Jul. 20 21 13 8 1779 98.67%

Aug. 20 21 11 10 1789 99.22%

Sep. 20 21 11 10 1799 99.78%

NOTE: A single action may result in multiple hires or multiple actions may result in a single hire

Completed (55)

Enter On Duty (14)

Job Acceptance (16)

Job Offer (2)

Candidate Selection (22)

Application Evaluation (6)

Vacancy Announcement (4)

Announcement Preparation (13)

Classification (1)

Recruitment Initiation (124)

For months with actual data, both projections and actuals are displayed - Projection/Actual

Feb. 19 1658

Mar. 19 1672

Apr. 19 1686

'May 19 1689

Jun. 19 1704

Jul. 19 1699

Aug. 19 1698

Sep. 19 1717

Oct. 19 1714

Nov. 19 1724

Dec. 19 1721

Jan. 20 1719

New NNSA employees

Employees leaving NNSA Outflow:

Inflow:

1803ALL

Employees

FTE

Allocation

Actual

Strength

Permanent

Employees

FTE

Allocation

Effective

Strength

Actual Strength

Total employees on board (including part‐time, students, details and other time‐limited, appts) divided by FTE Allocation

Effective Strength

Employees in permanent positions (part‐time is prorated) divided by FTE Allocation. Does not include students, LWOP, and other time‐limited appts.

1719 1709.41803 95.3% 94.8%

193 + 6 = 199Feb - Dec. 19 Jan. 20 Total

122 + 8 = 130Feb - Dec. 19 Jan. 20 Total

202

Total Recruitment

Actions In‐progress

2 - SES actions

70 - Excpt. Srvc. actions

130 - Competitive actions

2920

*

92%

93%

94%

95%

96%

97%

98%

99%

100 %

101 %

165 0

167 0

169 0

171 0

173 0

175 0

177 0

179 0

181 0

Completed actions are since 10/1/19

Data does not include Pathways NTE Interns

*The hires includes FSE hires only. *There have been an additional 8 external hires in OST in FY20

5

Current Priorities

6

Big Rocks

Pipeline Programs & Succession

Planning

Organizational Development

Career Paths

Competency Models

Leadership Development

Continuum

Talent Development &

Succession Planning Strategy

FEVS Action Plan (internal and

external)

Learning Organization &

Culture Evaluation

Educational Partnerships

Consortium & NSE Strategies

CLO as Strategic Business Partner

PMIAA NNSA-wide TQP

Accreditation

7

On the Front-Burner

• NNSA-wide TQP accreditation

Right Now

• Educational Partnerships &

NSE-wide collaborations

• Governance & Management

• Rotations

• PMIAA

• Competencies

• Career Paths

• Learning Nucleus

• Knowledge management

• Address Human Capital audit

• MB Strategic Plan

•

Through Dec NNSA-wide TQP accreditation

2020

• New competencies and functional career paths

• NGFP ROI Study

• Learning Nucleus

• New developmental programs

• Leadership competency and capability model

• Annual training assessment

• Talent development strategic plan

• Evaluation framework

• LearningCon

• LCM Off-site • New NGFP & MLDP cohorts

8

TQP Accreditation Status

NNSA is committed to meeting its missions including high standards for technically capable personnel.

• January 2017: NA-2 memorandum to NNSA Headquarters and Field Office Manager; codified expectations for NNSA Corporate TQP Accreditation, citing high standards needed for technically personnel in the enterprise.

• March 2019: After extensive efforts in TQP process improvements across the NNSA, NNSA-wide team completed a self-assessment of TQP implementation across the NNSA enterprise. A corrective action plan was generated and actions taken to prepare for the independent DOE/AU Accreditation Review.

• January 2020: DOE/AU accreditation review team completed its independent assessment of the NNSA TQP program. The final report is under factual accuracy review.

9

TQP Accreditation Status

DOE/AU Accreditation Team Identified:

(8) Areas for Improvement

(9) Strengths

(14) Noteworthy Items for Consideration

Next Steps:

NNSA has drafted a NA-2 memo reiterating the importance of TQP accreditation

NNSA has drafted a Corrective Action Plan with 42 items to address that will strengthen NNSA’s Technical Qualification Program

10

Enhancements to Learning Nucleus

Recent Updates

• Supervisor Dashboard

• Recently Visited

• My Favorites

• Advanced course catalog search

• Delegation of Authority for supervisors

Upcoming Updates for standard users

(to be completed by August 2020)

• Addition of 3 career paths

• Mentoring module enhancements

• Continued Job Aid development

Upcoming Updates for elevated users

(to be completed by August 2020)

• Checkbook

• Enhanced reporting capability (J

reports)

• Continued Service Agreement

automation

• Delegation of authority for elevated

roles (i.e. Learning Consultants,

Training Liaisons, etc)

• Enhancements to the STARS

processing side of Training Requests

11

PMIAA

12

PMIAA

Program Management Improvement Accountability Act (PMIAA) - law passed in Dec 2016

• Intent is to provide increased rigor for the PM field. Focuses on:

• Performance management accountability

• The occupation of a program manager

• Career paths and competencies

• Professional development/certification

• OMB and OPM charged with leading govt-wide implementation

• Govt-wide implementation documents to be published

Strategies and Status:

1. Governance: DOE’s PMIO designated: Jim Owendoff, CF-33

2. Regular OMB/Agency engagement and reviews

3. Strengthening program management capacity: DOE’s and NNSA’s CLO are co-leading DOE-wide WG on competencies/ career paths/training & development

13

DOE Implementation

3/20/2019 Strategy 1 Working Group

Kickoff

12/10/2018 2/27/2019

DOE submitted Strategy 3 Working

draft Implementation Plan Group Kickoff

to OMB

4/5/2019 OPM issued

P/PM competencies 6/25/2018 9/27/2018 1/16/2019

M-18-19 (OMB implementation PMPC DOE PMIAA Community

guidance) issued Meeting No. 1 Meeting No. 2

8/2/2018 2/18/2019

5/2/2019

OPM issued

0340 Position Classification Flysheet

and Interpretive Guidance

8/7/2019

10/24/2019

PMIAA Support

Office (EA-1.2)

moved to CF-33

1/31/2020

6/25/2018 William Eckroade 12/9/2018 James Owendoff 4/12/2019

PMIAA Support appointed PMIO appointed PMIO PMPC Office (EA-1.2) Meeting No. 2

10/10/2018 established

DOE PMIAA Community

Meeting No. 1

3/27/2019 Strategy 2 Working Group

Kickoff

AND

DOE PMIAA Community

Meeting No. 3

14

Strategy 3 Pillars

Scope & Audiences

Competencies Career Paths

Training & Development

Implementation Assessment &

Evaluation

15

“Home Base” Concept

Occupation 1 Occupation 2 Program/ Project

Management

Program/Project Managers

16

NNSA Competencies and Career Paths

17

Competency Models & Career Paths Overview

Purpose: To build an enduring framework for current and future talent needs

Competencies

• KSAs, behaviors, other attributes

• Needed to successfully to the work

• Completed: Foundational; Foreign Affairs

• Underway: Multiple

Career Paths

Roadmap for progression and career milestones:

• Competencies

• Critical developmental experiences

• Critical success factors

• Qualifications

• Sequential positions

Strategy:

• Use methodical, evidence-based approach for triaging occupations

• Rely on workforce analytics

• Dependent on occupations’ criticality based on law, regulation, or policy

• Leveraging senior leadership to establish occupational priorities 18

Competency & Career Path Framework:

a Replicable Process

3

18

Competency & Career Path Development Timeline

Foundational

(Completed)

Foreign Affairs

(Completed)

Nuclear Couriers

(Feb. 2020)

Personnel Security

(March 2020)

IT

(April 2020)

Contracting

(March 2020)

Security

(March 2020)

Program/Project Management (Sept. 2020)

Engineering (Sept. 2020)

Budget/Finance (Sept. 2020)

19

Educational Partnerships

20

Drivers for

NNSA Educational Partnerships

Through partnerships with educational institutions, “OneNNSA” will be better positioned to:

• Perform its complex national security missions

• Take an enterprise approach to education; learn from each other

• Build educational capacities and capabilities

• Recruit, retain, and develop a diverse and expert workforce

• Reskill and upskill the workforce

• Align workforce and succession planning with future missions

• Advance STEM initiatives 21

R&D

STEM Pipeline

Retention

Upskilling/ Reskilling

NNSA Equities with Education

NSE Recruitment

Future Talent Pipeline

Development

Educational Opportunities

Strategic Partnerships

Internships Fellowships, Scholarships

Learning and Development

22

Governance

23

Governance &

Management Framework Signed by NNSA Administrator on March 27, 2019

“Training and developing our workforce is crucial to the success of the enterprise. Without appropriate and continuous training, NNSA’s ability to meet our mission and pivot to address changing requirements would be constrained. Training ensures clear and transparent communication, supports integration of new processes and ideas, provides continuity of operations, and facilitates an unambiguous understanding of roles and responsibilities. The learning process starts with hiring and continues throughout everyone’s career. Opportunities to learn and to improve should always be ongoing.” p. 6

24

Back-Up

25

Learning & Career Management

2020 Goals

Use competency/career path framework to develop and implement for designated mission critical

occupations, throughout the year.

Lead the NSE Educational Partnership Consortium (multi-year effort).

Implement the Evaluation Framework (to include ROI for NGFP; Level 4 for MSIPP, MLDP, and Org

Development), throughout the year.

Perform recurring budget duties such as spend plans and obligations and expenditures tracking for

NNSA training and LCM operational funds.

Develop and execute action plans to address LCM, MB, and NNSA 2019 Federal Employee Viewpoint

Survey (FEVS) results, throughout the year.

Implement actionable plans addressing the myriad LCM initiatives, throughout the year.

2020 Goals

Enhance Learning Nucleus to include expanded functionality, throughout the year.

Publish LCM/Talent Development Strategic Plan that aligns with MB and NNSA plans, by 31 January

2020.

Create and publish marketing materials, implement marketing awareness campaign, and conduct

LearningCon to promote learning to NNSA workforce, by 31 July 2020. 26

What is PMIAA? OMB Guidance

• OMB Memorandum (M)-18-19, June 25, 2018:

o Established implementation guidance (submitted with memo) to begin

coordinated and government-wide approach to:

Strengthen P/PM practices in Federal agencies, and

Improve performance

o Per guidance, strategies are to be implemented over three (3) phases:

10/1/2017 9/30/2022

Phase I (FY 18-19) Appoint PMIOs Establish PMPC (OMB) Publish framework outlining P/PM standards Establish portfolio reviews for major acquisitions Establish job series or identifier (OPM)

Phase II (FY 20-21) Expand Portfolio Reviews

of programs to include grants

Phase III (FY 22) Issue revised 5-year Strategic Plan

(with updated strategies) Identify additional areas for Portfolio

Reviews Continue refining P/PM Standards Incorporate Lessons Learned (OMB)

27

Next Steps

Strategy 1: Coordinated Governance:

• CF-33 will brief DCFO on draft Program Management policy. (2/2020)

• CF-33 will continue to support/monitor Program Self-Assessment pilot.

Strategy 2: Regular OMB/Agency Engagement and Reviews:

• CF-33 and MA-50 to initiate data call in FY2020 to acquire and analyze real property

information and provide recommendations to Senior Leadership to support real

property evidence-based decision making (e.g., budget, strategy, etc.).

Strategy 3: Strengthening Program Management Capacity to Build a Capable PM

Workforce:

• Regular working group meetings

• OPM Program Manager Job Identifier Workshop. (2/20/2020)

28

5

Return on Investment NGFP

29