core curricula report - council of the inspectors general on

President’s Council on Integrity and Efficiencyand

Executive Council on Integrity and Efficiency

1st Edition - September 2005

CORE CURRICULACORE CURRICULA

Robert Emmons Inspector GeneralProject Chair Pension Benefit Guaranty Corporation

Kenneth F. Clarke Inspector GeneralHR Committee Representative International Trade Commission

Robert Cobb Inspector GeneralHR Committee Representative National Aeronautics and Space Administration

John Mullins Environmental Protection AgencyWorkgroup Chair

Diane Strote Inspector General Management Institute

John Dupuy Inspector General Criminal Investigator Academy

Danny Athanasaw Inspector General Auditor Training Institute

Elissa R. Karpf Environmental Protection AgencyKim Rawls Environmental Protection AgencyBrian Pattison Department of Health and Human ServicesGeorge Penn Social Security AdministrationRenee Petitis Department of InteriorDave Cather Department of DefenseGerard Fahy Department of EducationSteve Spratt National Aeronautics and Space AdministrationCarey Croak Department of Commerce

Human Resources Committee and Workgroup Members

i

ForewordWe are pleased to present the President’s Councilon Integrity and Efficiency (PCIE) and ExecutiveCouncil on Integrity and Efficiency (ECIE) corecurricula for leadership, management, and teamskills. The vendors and courses listed in thisbrochure are presented for information purposes,and are intended to help you and your staffidentify vendors and courses in the above corecompetency areas at the entry, intermediate, andadvanced levels.

The core curricula are the result of three HumanResources (HR) Committee studies, initiated in2003, in support of advancing careerdevelopment and professionalism. The firststudy gathered competency data from thecommunity, identified best practices in theprivate sector, and identified core competencieswithin our community. The core competenciesinclude leadership, management, and teamskills. The second study analyzed the data fromthe first study and further refined these corecompetencies for auditors, evaluators, andcriminal investigators at the journeyman andsenior levels. This study also identified thosecore competencies that were common to all

Barry R. SnyderECIE Vice Chair

Nikki TinsleyChair, HR Committee

Gregory H. FriedmanPCIE Vice Chair

i i

occupations regardless of level. The third studyidentified these core curricula in support of ourcore competencies.

In conjunction with the core curricula, we havedeveloped an evaluation system for thecontinued assessment of the curricula. We askthat you assist us by completing a courseevaluation upon course completion. Theevaluation will ask you to provide informationregarding the course’s effectiveness, value, andrelevance to the Inspector General (IG)community. We will review the survey resultson a regular basis and use the results indiscussions with the vendors to help improvethe quality and/or types of courses beingoffered to the IG community. The TrainingEvaluation Survey, provided as Exhibit G, canbe accessed at http://www.ignet.gov/evals/.

The HR Committee will continue to work towardestablishing and improving professional staffdevelopment and programs throughout thecommunity. We trust that you will find thebrochure helpful, and look forward to yourfeedback.

Table of ContentsForeword ............................................................................................................................... iiIntroduction and Purpose .................................................................................................... 1Background ............................................................................................................................ 2Scope and Methodology....................................................................................................... 3Network Talent Model ......................................................................................................... 4Exhibits .................................................................................................................................... 6

Leadership Core Curriculum ...................................................................................... 6Entry Level ...........................................................Exhibit A-1 ........................... 6Intermediate Level ..............................................Exhibit A-2 ........................... 7Advanced Level ...................................................Exhibit A-3 ......................... 12

Management Core Curriculum ................................................................................. 15Entry Level ...........................................................Exhibit B-1 .......................... 15Intermediate Level ..............................................Exhibit B-2 .......................... 16Advanced Level ................................................... Exhibit B-3 .......................... 21

Team Skills Core Curriculum .................................................................................... 22Entry Level ...........................................................Exhibit C-1 .......................... 22Intermediate Level ..............................................Exhibit C-2 .......................... 24Advanced Level ...................................................Exhibit C-3 .......................... 26

Inspector General Core Competencies ..................... Exhibit D ............................. 27Qualitative Narrative Summary of Vendors ...........Exhibit E ............................. 28Vendor Web Sites ........................................................ Exhibit F ............................. 30Training Evaluation Survey .......................................Exhibit G ............................. 31

iii

Introduction and PurposeThe foundation of any organization’s successdepends upon its resources—the mostimportant of which are an organization’speople, or human resources. This isparticularly true in the audit, investigation, andevaluation communities, where anorganization’s capacity for conductingoperations is determined by the knowledge,skills, commitment, and energy of its people.To know whom to recruit and retain, we mustdefine the knowledge, skills, abilities, and –increasingly – behaviors that an organizationneeds. These attributes are so important that

Core Competency Objectives

LeadershipConstitutionVisionPolitical SkillsInfluencing/Negotiation with ExternalGroupsGlobalization and Cultural AwarenessEntrepreneurship/Business PracticesContinual LearningResults OrientationResilienceLeading PeopleIntegrity

ManagementStewardshipAccountabilityCustomer ServiceFinancial ManagementHuman CapitalTechnology ManagementProject ManagementDecisivenessStrategic ThinkingSystems Thinking

Team SkillsCreativityTeam Problem SolvingCoachingConflict ResolutionIntegrationTime ManagementGroup FacilitationTeam Development

1

failure to possess them would compromise ourability to achieve our mission. We call thesequalities core competencies.

Competencies are more than technical skills;character and interpersonal skills are alsoequally important to professional expertise inthe IG audit, investigation, and evaluationcommunities. This brochure provides a listingof vendors and courses to help you and yourstaff identify core competency curricula forleadership, management, and team skills at theentry, intermediate, and advanced levels.

BackgroundThe President’s Council on Integrity and Efficiency (PCIE) HumanResources (HR) Committee has been studying the application ofcore competencies to Federal Offices of Inspector General for theexplicit purpose of evaluating the training programs for auditors,evaluators, and investigators. Increasingly, the missions of theIGs have been expanding from a traditional compliance orientationto a focus on effectiveness. The reasons for this change in rolesare many. Certainly one of the reasons is the GovernmentPerformance and Results Act. But even without this mandate, IGshave seen their role moving from compliance to actually workingwith their departments and agencies to improve performance.With this expanding role, the PCIE HR Committee membersbelieved that we needed to take a look at the IG community to seehow this expansion has impacted on the critical competencies inour field.

Traditionally, our training programs have been devoted to“occupational mastery,” the transfer of technical skill sets. Thenew core competencies, such as creativity, vision, and strategicthinking will require the IG community to recruit differently andrevamp our training programs to address these newrequirements. As such, a PCIE HR workgroup was tasked tocollect and analyze the core competencies. The workgroupmembers included representatives from the audit, investigations,and inspection PCIE committees, along with representatives fromthe IG Criminal Investigator Academy, IG Auditor TrainingInstitute, and IG Management Institute. Additional workgroup

members represented various Federal Office of Inspector General(OIG) staff.

The HR committee sponsored three studies on competencies. The firststudy gathered competency data from the community, identified bestpractices in the private sector, and identified core competencies withinour community. The core competencies include leadership,management, and team skills. When presented with the workgroup’sfindings, the PCIE agreed with and adopted the core competenciesidentified (Exhibit D). The PCIE achieved a major milestone inestablishing and improving professional development for the IGcommunity by identifying and acknowledging the core competencies.

The second study analyzed the data from the first study and furtherrefined these core competencies for auditors, evaluators, andcriminal investigators at the journeyman and senior levels. Thisstudy also identified those core competencies that were common toall occupations regardless of level.

The third study identified these core curricula in support of ourcore competencies. The HR Committee’s specific charge was toprovide the committee with 1) curricula that represents the corecompetencies of leadership, management, and team skills and bestpractices of the industry; 2) the publication of core competenciesand curricula; and 3) an evaluation system for the continuedassessment of the curricula, delivery, effectiveness, value, andrelevance to the IG community.

2

Scope and MethodologyThe approach for this (third) study includedreviewing the information gathered during theprior two core competency studies, as well asinterviews with the vendors. Using the datacollected in the previous studies, the IGsidentified 40 training vendors, then narrowed thelist to 13 vendors that were most prominent. TheWorkgroup members conducted an Internetsearch of the selected vendors to identify thetraining courses listed in their catalogs thatwould support the core competencies. The dataelements reviewed included learning objectives(how the course relates to the competency orcompetencies), length, cost, and the vendors’evaluation methods and rating systems. Also,

Tom Borland speaking at the EPA OIGNational Training Conference.

Investigator training session at the EPAOIG National Training Conference.

EPA OIG Office of Investigation trainingsession at the National Training Conference.

3

the Workgroup conducted phone interviews withthe vendors to determine if their courses meetGovernment Auditing Standards, 2003 revisionfor continuing professional education (CPE)requirements. (Note: GAO Guidance on GAGASRequirements for Continuing Education, April 2005,provides that accredited university and collegecourses (credit and noncredit) qualify for CPEhours provided they are subjects/topics thatqualify as GAGAS CPEs.) In addition, theWorkgroup discussed overall class size and thequalifications of their instructors with vendors.The Workgroup’s conclusions andrecommendations were approved by the HRCommittee.

Network Talent ModelThe core competencies identified are based, in part,on a construct called the Network Talent Model.This model inserts, in varying degrees, theleadership, management, team skills, andoccupational mastery (technical) requirements inevery position.

All careers within the OIG community have bothgeneral and occupation-specific corecompetencies. To understand this model, thefollowing definitions are provided:

Network Talent Model

Leadership

Management

Team Skills

Occupational Mastery

M

L

OM

TS

M

L

OM

TS

4

LeadershipLeadership can be defined as independentjudgment, beyond rules and procedures, whichinfluences behavioral change and gains willingfollowers. Leadership skills, abilities, andbehaviors deal with determining strategiccustomer value; defining vision and valuesconnected to strategy, structure, and systems ofan organization; staying on the cutting edgeindividually and organizationally; and teaching,mentoring, and motivating others to make gooddecisions.

ManagementManagement is exercising formal authorityconsistent with a person’s position, policies, andprocedures. Management skills are the abilitiesto understand and apply systems analysis,planning, project management, and execution toachieve results. Understand and apply varianceanalysis to processes; mentor staff; and create anatmosphere for open communication.

Team SkillsKnowledge, skills, and abilities that improvegroup performance.

Occupational MasteryOccupational mastery refers to specificoccupational competencies consistent with aprofession or area of knowledge (e.g., auditing,investigations).

As an example, at the entry level position, the focus is on buildingand mastering technical skills and knowledge. The model wouldreflect the higher proportion of technical skills development. Asindividuals advance to the next level, they will be expected to learnand demonstrate increased leadership, management, and team skillsin performing and executing projects, and to ensure technicalproficiency. At the journeyman level, staff are expected to beproportionally developed and performing the full range ofleadership, management, and team skills, as well as be technicallyproficient in one’s area of specialization. In other words, one willnot reach the journeyman level in one’s discipline framework(grades and steps), unless the appropriate leadership, management,and team skills are developed.

Under the Network Talent Model, employees become morevaluable based on their demonstrated ability to contribute to themission of the organization. Value is not based on time in grade oryears of service. Also, value to the organization usually comes withincreased value to oneself—life skills and employability. To besuccessful in this type of organization, staff need to continuallydevelop and acquire the skills associated with leadership,management, and teams. This kind of developmental plan requiresa collaborative work environment and aligned workforce systems.

Time

Skill

Pro

ficie

ncy

and

Valu

e

5

M

L

OM

TS

M

L

OM

TS

M

L

OM

TS

M

L

OM TS

M

L

OM TS

M

L

OMTS

M

L

OM

TS

M

L

OM

TS

M

L

OM

TS

M

L

OM

TS

M

L

OM

TS

M

L

OM

TS

M

L

OM TS

M

L

OM TS

M

L

OM TS

M

L

OMTS

M

L

OM

TS

Course Title Learning Objectives Competencies Addressed CostVendor Length

Association ofGovernmentAccountants



Institute of InternalAuditors

USDA GraduateSchool

OPM’s ManagementDevelopmentCenters



Professional DevelopmentConference & Exposition

Making Ethical Decisions

Moral Leadership &Character Development

International Conference

Ethical Decision Makingfor Auditors

Leadership PotentialSeminar: A PersonalPerspective

Emotional Intelligence as aLeadership Skill

Strategic Leadership:Building PerformanceBased Organizations

Information on emerging trends. Best practices. Tools tobecome more proficient/latest technical advances infinancial management.

Fleshes out five criteria for resolving moral issues inbusiness and everyday situations. At the end, you’ll have aframework to help make well-informed, thoughtful,defensible, good moral decisions in a wide range ofcircumstances.

Enhance understanding of: Moral Character; CharacterDevelopment; Measuring and Predicting Honesty; MoralLeadership; and Developing Morality in Organizations.

Best Practices and cutting-edge technology. 10 Tracks:Current audit Management Issues; Critical Skills forProfessional Growth; Challenges in Corporate Governance.

How to recognize, analyze and resolve ethical dilemmas.

Participants discover and practice the skills and insights thatfoster effective leadership. Increased awareness of self andothers; skills in effective communication and feedback;learn to lead others without relying on traditional authorityand learn and practice leadership skills in influencing,negotiating, goal setting and problem solving.

Proper understanding and use of emotions in helpingworkers become more effective and bettercommunicators.

Focuses on organizational systems and structuresnecessary to create high performance.

Continual LearningLeading People

IntegrityDecisivenessLeading People

IntegrityLeading People

Continual LearningLeading PeopleCustomer ServiceProject ManagementAccountability

Integrity

Continual LearningCreativityInfluencing/Negotiation withExternal GroupsTeam DevelopmentTeam Problem Solving

Influencing/Negotiation withExternal GroupsIntegrityTeam Building

AccountabilityContinual LearningEntrepreneurshipFinancial ManagementInfluencing/Negotiation withExternal GroupsStrategic ThinkingVision

$775.00- $1,074.00

$120.00Web-based

$75.00Web-based

$1,200.00

Contract forCourse

$4,300.00(includes

tuition,materials,

meals &lodging)

$3,300.00

$3,300.00

6 Exhibit A-1

Leadership - Entry Level

3.5 Days

N/A

N/A

2 Days

1 Day

2 Weeks

1 Week

1 Week


Leadership - Intermediate Level

Exhibit A-2 7

USDA GraduateSchool

BrookingsInstitution




The Council forExcellence inGovernment

Preparing and DeliveringCongressional Testimony

Advanced LegislativeStrategies

Inside Washington:Business and Public Policy

Innovative BusinessPractices

Innovative BusinessPractices

Excellence in GovernmentFellows

Understanding the dynamics of congressional hearings(preparing and delivering testimony before congressionalcommittees).

An in-depth comprehension of legislative and lobbyingstrategies. Specific strategies and tactics you can use toachieve results. Knowledge of when to engage in thelegislative process for maximum effectiveness. Exposureto leaders in the field.

Understanding of how the public policy process works.Strategies that government executives can use to operatemore effectively in the political environment. Access tocurrent policy officials and the places where public policy ismade Understanding of legislative and regulatoryprocesses. Insight on current and emerging policy issues.Understanding of how public policy is influenced byexternal factors.

Strategies to increase your own agency’s efficiency andeffectiveness. New ways of looking at - and solving oldproblems. Discuss key management issues with privatesector experts. A fresh perspective on relevant privatesector practices. A wealth of organizational, management,and leadership ideas and lessons learned to guide you inyour own efforts.

In-depth examination of successful and innovativegovernment programs. Opportunity to work on currentproblems facing participants and their agencies. Insightinto technological, organizational and political changesfacing public sector managers. Meet and learn frominfluential government leaders.

Program is designed to give Fellows strategic tools, as wellas, opportunities to exercise results-oriented leadershipunder the guidance of highly skilled and experiencedprofessionals. The ultimate on-the-job development forleaders in government.

Influencing/Negotiation withExternal GroupsPolitical Skills

Political SkillsInfluencing/Negotiation withExternal Groups


Strategic ThinkingEntrepreneurship/BusinessPractices

Continual Learning

VisionResults OrientationLeading PeopleEntrepreneurship/ BusinessPracticesInfluencing/Negotiation withExternal Groups

$525.00

$1,550.00

$2,400.00

$3,425.00(excluding

lodging, and$4,275.00

with lodging)

$3,425.00

$9,400.00

1 Day

3 Days

3 Days

5 Days

4 Days

21 ContactDays /

Year-LongProgram


The PerformanceInstitute


USDA GraduateSchool

USDA GraduateSchool

USDA GraduateSchool

USDA GraduateSchool




Leading OrganizationalChange

Leadership Strategies inthe Public Sector

The New Congress

Introduction toOrganizational Learning

Systems Thinking

Emotionally IntelligentLeaders

The Leadership Lab

Governing in the 21stCentury: Networks andCoalitions

Leading with Integrity:Ethics-in-Action

Manage change and human transitions to significantchange. Specially: Understand the process oforganizational change, role of the leader andimplementation team, plan and align change strategy withorganizational change, assess internal and externalresistance.

Introduction to OPM’s Executive Core LeadershipQualifications, Self-Assessment, Development of anIndividual Development Plan, Application to OrganizationalMission and Conflict Resolution.

Learn how changes in congressional leadership and shiftsin the legislative and political agenda impact futurecongressional and presidential races.

Core competencies required for building learningorganizations.

Developing systems thinking skills.

Assess, develop and apply their own emotional intelligenceand learn how to cultivate emotional intelligence in theirorganization (relationship management).

Provides a clearer understanding of your roles as agovernment leader and techniques for successfulleadership.

Provides a conceptual understanding of internal andexternal networks and pointers for the practical techniquesneeded to manage them effectively.

Explores the value of experience, reflection andconceptualization in decision-making and suggests ways ofdeveloping cognitive and practical abilities to enable theapplication of ideals.

VisionPolitical SkillsInfluencing/Negotiation withExternal GroupsSystems Thinking

Continual LearningResilienceLeading PeopleStrategic ThinkingResults Orientation

Political Skills

VisionSystems ThinkingTeam Development

Systems ThinkingTeam DevelopmentLeading People

Human CapitalLeading People

ConstitutionLeading People


Strategic ThinkingDecisivenessIntegrity

$1,095.00

$1,095.00

$225.00

$1,845.00

$945.00

$945.00

$3,475.00

$1,875.00

$2,475.00

8 Exhibit A-2

2 Days

2 Days

3 Hours

3 Days

2 Days

2 Days

1 Week

2.5 Days

2.5 Days








Growing Leaders: TheFuture of Public Service

Executive DevelopmentSeminar: Leading Change

Leadership Workshop

Facilitative Leadership

Mission to the S.T.A.R.S.:Leadership for CriticalTimes

Strategic Leadership:Leading Culture Change

Approaches needed to create and sustain a vibrant androbust public service for future generations.

Leading change from a high level—involving structure,strategy, and policy. Participants design/redesign anagency, select mission-critical goals and complete aresults-oriented strategic plan that is aligned with thePresident’s Management Agenda (PMA).

Develop and hone key crisis leadership skills. Learn howto identify a crisis, how to assess biases in high-pressuresituations, how to manage overwhelming amounts ofinformation and organize for effective decisions.

Art and practice of engaging the organization and itsindividuals to optimize contributions, enhance performanceand reach mutually beneficial outcomes.

Program focuses on seven competencies that impactleadership during critical times.

Second in series provides tools and strategies to lead aneffective organizational change that results in increasedperformance. Includes assessment of current culture,understand the leadership role in change process anddevelop skills to lead organization to high performance.

Leading PeopleEntrepreneurship/BusinessPractices

AccountabilityDecisivenessIntegrityPolitical SkillsStrategic ThinkingVision

AccountabilityDecisivenessInfluencing/Negotiation withExternal GroupsIntegrityResilienceStrategic ThinkingTeam Development

Conflict ResolutionResilienceTeam DevelopmentDecisivenessHuman ResourcesManagement

AccountabilityDecisivenessTeam DevelopmentHuman CapitalResilience

AccountabilityEntrepreneurship/BusinessPracticesFinancial ManagementHuman CapitalStrategic ThinkingVision

$1,875.00

$4,300.00

$2,900.00

$3,300.00

$2,250.00

$3,300.00

3 Days

2 Weeks

1 Week

1 Week

2 Days

1 Week

Exhibit A-2 9


$595.00

$495.00

$475.00- $774.00

$3,325.00

$2,275.00

$1,875.00

$4,300.00

$2,900.00

$495.00

VisionIntegrityStrategic ThinkingLeading People

VisionStrategic Thinking

Continual LearningLeading People

Continual Learning

Leading People

Influencing/Negotiation withExternal Groups

AccountabilityConflict ResolutionContinual LearningHuman CapitalTeam Problem SolvingTeam Development

AccountabilityHuman CapitalLeading People


Leadership theories and models. Important qualities andbehaviors of effective leaders. Understand and applyinfluence strategies. Development of a vision and inspirecommitment to the vision. Build and sustain an HPOorganization.

How to improve your ability to initiate and mange change.

Information on emerging trends. Best Practices. Tools tobecome more proficient/latest technically advances infinancial management.

Manage client relationships and expectations.Communicate risk models, governance, and audit process.Advance audit competencies to meet client needs andexpectations.

To encourage new managers to become self-aware, whilegaining a broad understanding of managing in governmentand an appreciation of the distinctiveness of public service.

Demonstrates the value and importance of effectivecommunication strategies, exploring the techniquesneeded to appeal to different constituencies and tomanage a news agenda.

Provides basic administrative, human resourcesmanagement and leadership knowledge and skills.Participants will understand the hiring process; developskills in giving and receiving feedback; and recognizing andresolving conflict.

Provide new high-level supervisors basic supervisory skills.

The ability to effectively negotiate with internal andexternal stakeholders.

Leadership Skills andTechniques

Leading and ManagingChange

National LeadershipConference

Development for ChiefAudit Executives

Preparing to Lead

Communicating forSuccess: Strategies andSkills

Supervisory LeadershipSeminar: Learning to Lead

Executive SupervisorySkills

Negotiation Skills

ManagementConcepts

ManagementConcepts







ManagementConcepts

10 Exhibit A-2

3 Days

2 Days

2 Days

3 Days

5 Days

2.5 Days

2 Weeks

1 Week

2 Days


Leadership andManagement Skills forNon-Managers

Professional Developmentfor Chief Audit Executives

Leadership Skills forAuditors

Effective communication and conflict managementtechniques to improve results. Problem-solving anddecision making skills to accomplish tasks. Manage day-to-day challenges of leading a team. Create andimplement change in your organization.

How to build a world-class audit team. Contemporaryapproach to control. Help ‘management’ meetorganizational goals and objectives.

Understanding of leadership responsibilities. Create andmaintain an efficient, effective and motivated team.Understanding human behavior and focusing on the needsof the individual and team. Communication skills withteam and customers.

Results OrientationLeading PeopleDecisivenessTeam DevelopmentConflict Resolution

Continual Learning

Leading PeopleTeam Development

$595.00

$3,325.00

$1,295.00(Non-member

price)$1,170.00(Member

price)

ManagementConcepts



3 Days

3 Days

4.5 Days

Exhibit A-2 11





Federal ExecutiveInstitute



Executive Leadership in aChanging Environment

Executive CommunicationWorkshop

Contemporary LeadershipIssues: What GovernmentNeeds to Know

PCIE Leader DevelopmentAcademy

Leadership for aDemocratic Society

Building a Great Place forPeople to Work: ABlueprint for SuccessfulHuman Capital Leadership

Provides insight into the skills needed to lead publicorganizations in a complex environment.

Highly interactive: Skills in communicating messagesplainly and concisely to external audiences, dealing withthe media and writing clearly for outside audiences.

Updates on what is relevant and at the cutting edge ingovernment management and organizational leadership.Features a discussion with an author of a currentleadership text.

Focus on improving the performance of OIGs and our clientorganizations through personal leadership development,understanding of high performance organizational theory,expanding creativity, improving thinking processes anddecision making, emotional intelligence, diversity, andglobalization.

Assist agencies in the development of their careerexecutive corps by linking individual development toimproved agency performance. The theme of the programreflects a common culture: personal leadership;organizational transformation; policy; and globalperspectives. These components support an emphasis onthe constitutional framework.

Launch and implement succession and leadershipdevelopment strategy. Developing climate of learning sostaff produce excellent results. Interact with leaders whosuccessfully retooled their workforce and recruits whorecently chose public service as a career. Build frameworkfor healthy and successful organization.

Leading PeopleInfluencing/Negotiation withExternal Groups

Influencing/Negotiation withExternal GroupsGlobalization and CultureAwareness

AccountabilityContinual LearningStrategic ThinkingVisionCustomer ServicePolitical Skills

VisionLeading PeopleStrategic ThinkingSystems ThinkingEntrepreneurship/BusinessPracticesGlobalization and CulturalAwarenessCreativity

ConstitutionGlobalization and CulturalAwarenessInfluencing/Negotiation withExternal GroupsStrategic ThinkingPolitical Skills

VisionLeading PeopleStrategic ThinkingPolitical SkillsInfluencing/Negotiation withExternal GroupsExternal AwarenessEntrepreneurship/BusinessPractices

$4,475.00

$4,100.00

$2,100.00

$5,995.00

$12,800.00or $13,350.00

for AppliedLearningProgram

$2,155.00

Leadership - Advanced Level

12 Exhibit A-3

5 Days

1 Week

3 Days

11 Days

4 WeeksApplied

Learning(with 3“Home”Weeks )

3 Days



Harvard UniversityJFK School





USDA GraduateSchool

Building High PerformanceOrganizations for the 21stCentury: Understandingthe Theory and Practice ofOrganizational Change

Driving GovernmentPerformance: LeadershipStrategies that ProduceResults

Leadership for the 21stCentury: Chaos, Conflict,and Courage

Senior Executive Fellows

Senior Managers inGovernment

Protecting Public Programs:Managing Risk, PreventingCorruption and PromotingOrganizational Integrity

Washington ExecutiveSeminar

Paradigm shift to move from good to high performance.Leadership as the primary lever to begin the process ofpositive organizational change. Developing andarticulating a shared vision for the organization. Centralrole of a set of commonly held organizational values.

To introduce a number of explicit strategies thatexecutives can use in a variety of complex circumstancesto establish the specific performance improvements thatare required (GPRA) and then implement these strategies.

Key element of the program is the focus on the participants’own cases, presenting dilemmas, unexpected outcomes anddifficult choices that have arisen to of their experiences.

Program focuses on skills associated with OPM’s ExecutiveCore Qualifications (ECQs) that provide practical effectivetools that: identify and analyze challenges andopportunities facing organizations, and master thempolitically and technically. Develop strategic plans ofactions using communication, negotiation and coalition-building skills manage the tension between long-term-policy goals and short-term political pressures; create anorganizational environment that is responsive to change,but also true to its purpose.

Provides managers with the cutting-edge skills needed fortheir continued success by enhancing the core leadershipskills needed to direct organizations with governmentalconcerns.

The design and operation of organizational integrityprograms and corruption control from outside theorganization.

ECQs of Leading Change and Building Coalitions/Communication.

Continual LearningEntrepreneurship/BusinessPracticesResilienceVisionStrategic Thinking

Results OrientationLeading People

Results OrientationLeading PeopleContinual Learning

Leading PeoplePolitical SkillsInfluencing/Negotiation withExternal GroupsStrategic Thinking

Continual LearningResults OrientationLeading People

Integrity

Leading PeopleInfluencing/Negotiation withExternal Groups

$2.295.00

$5,200.00

$5,100.00

$14,200.00

$11,300.00

$5,200.00

$3,345.00

3 Days

5 Days

5 Days

4 Weeks

15 Days

5 Days

10 Days

Exhibit A-3 13




ManagementConcepts

USDA GraduateSchool

USDA GraduateSchool

Inside Congress:Understanding theLegislative Process

Executive AssessmentProgram

Stakeholder Impact

Advanced Executive MediaSkills

Congressional OperationsWorkshop

Understanding Congress — ways to impact congressionalpolicymakers, strategies for interacting with Congress, andcurrent issues affecting Congress today.

Executives evaluate their current effectiveness asorganizational leaders and develop a plan forimprovement.

Develop interpersonal skills for promoting stakeholderinvolvement and cooperation; use a model that can beapplied to a crisis situation; and provide an opportunity toconduct a negotiation and evaluate the use of power.

Leadership skills and professional impact through the useof advanced communication skills. (Media, messaging,and presentation training. Participants will work towardimproving their formal and informal communicationsregarding policy and programs with various targetaudiences, including legislators, the media, andprofessional staff.)

Comprehensive review of Congress, the legislative processand its culture.


Continual LearningCreativityDecisivenessInfluencing/Negotiation withExternal GroupsStrategic ThinkingTeam Development

Influencing/Negotiation withExternal GroupsCustomer Service


Political Skills

14 Exhibit A-3

$1,750.00

$4,800.00

$695.00

Contact forPricing

$1,125.00

5 Days

1 Week

3 Days

1 Day

5 Days


Management - Entry Level

USDA GraduateSchool

ManagementConcepts




Congressional Budget andAppropriations Process

Project ManagementEssentials

Human ResourcesChallenges in a ChangingAccounting World

Managing Change

Project ManagementPrinciples

Understand the federal budgets and appropriations process(performance based budgeting).

Fundamental concepts of project management. Role of theproject manager. Assess and identify project requirements.Organize effective teams. Microsoft 2000 to manageproject data. Basic tools and techniques. Projectevaluation and project close-out.

Examine the you think and behave and you make decisions(identify the link between accountants and humans; assessvalues and bring heads and hearts together).

Managing change at the individual, managerial andorganizational levels. Including: forces shaping change;models of change processes; overcoming resistance tochange; developing skills in change management, etc.

Basic principles, tools and techniques used in managingprojects, as well as the role of the project manager.

Financial Management

Project Management

Human Capital

Leading People

AccountabilityTeam Problem SolvingStrategic ThinkingTeam Development

$525.00

$1,050.00Asynchronous

Web-based

AudioConference

$249.00per phone

line,unlimited

attendance

$79.96Web-based

$3,600.00

1 Day

8 Weeks

2 Hours

N/A

1 Week

Exhibit B-1 15


Management Intermediate Level

USDA GraduateSchool







Negotiation and ConflictResolution Skills forAuditors

Seminar for NewManagers: Leading People

Project Management forGovernment

Strategic Planning

Diversity Management

Succession Planning

Employee PerformanceEvaluations andManagement

Essential techniques facilitating audit work and gettingagreement and action on recommendations.

Essential leadership competencies necessary for transitionfrom line supervisor into management. Current info onleadership theory and practice is applied to participants’real organization problems.

Overview of Project Management Mandates andMethodologies including: Earned Value Management,Spiral Management, Life-Cycle Management, GovernmentProject Assessment Window, and EffectiveCommunications strategies.

Overview of Strategic Planning Mandates and Trendsincluding GPRA, PMA AND PART. Introduction into theStrategic Planning Framework, LOGIC Model, ReadinessAssessment and Performance Measurement.

Overview of Diversity Management Laws, trends andprograms, Integrate Diversity within a Human CapitalProgram, Develop Successful Recruitment and RetentionPrograms and Measure Success.

Apply the “Logic Model” to Succession Planning. Apply theorganization’s long-term goals and objectives. Identify theworkforce’s developmental needs. Determine workforcetrends and predictions. Establish core competencies forcritical positions. Develop Individual Development Plans.Develop Communication Strategies.

Identify employee performance evaluation mandates andtrends. Gain leadership and stakeholder involvement.Align performance plans to agency strategic plan andmission. Define employee performance standards.Monitor and review employee performance. Improveemployee performance. Rate and conduct employeeperformance reviews. Reward, counsel and correctperformance.

Influencing/Negotiation withExternal GroupsCommunicationConflict Resolution

Conflict ResolutionContinual LearningHuman Capital

Project Management

Strategic ThinkingVisionLeading PeopleHuman Capital

Human Capital

Human Capital


Contract forCourse

$4,300.00

$1,095.00

$1,095.00

$1,095.00

$1,095.00

$1,095.00

16 Exhibit B-2

2 Days

2 Weeks

2 Days

2 Days

2 Days

2 Days

2 Days





USDA GraduateSchool

USDA GraduateSchool



Developing and UsingPerformance Standards

Performance BasedBudgeting

Strategic Human CapitalPlanning

Working withCongressional Staff

President’s Budget

Managing in a PoliticalEnvironment: PolicyEntrepreneurship

Achieving PeakPerformance: Benefits ofCivil Service Reform

Updates on performance measure mandates andguidelines. Develop a performance management systemin government to drive results. Outcome measures: definemeasures using the logic model. Strategy measures:develop “intermediate outcome” performance measureslinked to program strategy. Output measures: developperformance measures that are aligned to organizationalgoals and strategies.

Effective Performance Information in Government. PART,GPRA, and PMA Overview of PART expectations. Ten-stepprocess to integrate performance and budget information.Calculate and correlate program costs by usingperformance framework.

Managing senior leadership and stakeholder involvement.Mission alignment: clarifying mission, goals and strategiesof the organization. HR alignment: identifying the role HRplays in achieving program goals. Workforce assessment:building your skills inventory. Workforce developmentstrategies: training, development, recruitment andsuccession planning. Performance management strategies:creating an employee performance management system.HR performance measures: establishing performancemeasures for HR functions. Workforce assessment andanalysis. Succession planning and SES development.

Deal effectively with congressional staffs.

Comprehensive analysis of the budget and process (budgetdevelopment and justification).

Helps public managers better understand the policymaking process and develop strategies for effectiveinteraction with political institutions. Primarily for thosewithout formal training in public affairs or administration.

Developed in response to the Federal Workplace FlexibilityAct of 2004, provides ways to improve employeeperformance and productivity through mentoring and otherdevelopment techniques.

Human Capital

Financial ManagementResults OrientationStrategic Thinking

Human Capital


Financial Management

Political SkillsStrategic ThinkingConstitution

Human CapitalCoaching

$1,095.00

$1,095.00

$1,095.00

$275.00

$275.00

$1,875.00

$1,875.00

2 Days

2 Days

2 Days

3 Hours

3 Hours

2.5 Days

2.5 Days

Exhibit B-2 17





Potomac Forum,Ltd.

ManagementConcepts

ManagementConcepts

ManagementConcepts

Managing the FederalEmployee Discipline andPerformance Process

ManagementDevelopment Seminar:Leading Organizations

Management AssessmentProgram

Earned Value Management(EVM)

Management Skills andTechniques

Customer Service Skillsand Techniques

Process ImprovementTechniques

More confidence in your job and better reactions andplanning due to a complete and clear overview of federalpersonnel employment law. How to manage the disciplineand performance process. Opportunity to interact with andask questions of an expert into he filed and to establish adialogue with peers who are going through similar issues.

New approaches, techniques and processes in the world ofdynamic thinking, creativity and innovative results-producing performance.

Participants are evaluated in leadership and personalcompetency areas and coaching is provided to help buildindividual development plans. Developing new strategiesto improve personal performance in order to have greaterimpact on organizational effectiveness and success.

To ensure a full understanding of how to implement EVMand to interpret EVM data and graphs.

To develop and/or refine management skills for improvedjob performance.

Identify internal/external customers. Benefits of having acustomer focus. Communication skills in serviceencounters. Handle challenging customers using proventechniques.

Develop or refine appropriate tools for process analysisand improvement in support of performance improvementinitiatives.


AccountabilityCreativityEntrepreneurshipInfluencing/Negotiation withExternal GroupsTeam Development

Continual LearningCreativityDecisivenessInfluencing/Negotiation withExternal Groups

AccountabilityFinancial ManagementTechnology ManagementProject Management

VisionCoaschingLeading PeopleResults OrientedStrategic ThinkingAccountability

Customer Service

Systems Thinking

$1,100.00

$4,300.00

$4,800.00

$1,045.00credit card$1,095.00

invoice/training form

$595.00

$495.00

$595.00

18 Exhibit B-2

2 Days

2 Weeks

1 Week

2 Days

2 Days

2 Days

3 Days


ManagementConcepts

ManagementConcepts

ManagementConcepts

ManagementConcepts

ManagementConcepts

ManagementConcepts



Program FinancialManagement

Project ManagementPrinciples

Project Risk Management

Managing Multiple Projectsand GeographicallyDispersed Projects (Learnto Juggle MultipleProjects)

Effective Supervision

Strategic Planning andPerformance Measurement

What Keeps a CFO Up AtNight

The Challenges of EthicalLeadership

Course provides knowledge of the lengthy and frequentlycomplex federal financial management process to help theparticipant to use it to achieve maximum program resultsand safeguard program assets.

A comprehensive foundation course teaching the knowledge,tools, techniques, and best practices to successfullymanage a project from initiation to final closeout.

Prepare a risk management plan. Multiple techniques toidentify and document risks. Expected value, probabilityand distribution into the risk analysis. Determine andimplement risk response strategies. Communicate riskseffectively to all stakeholders.

Learn to effectively manage conflicting priorities andlimited resources inherent to all projects. Tools andtechniques that help address these challenges and workeffectively with multiple projects in geographicallydispersed environments. Develop skills and knowledge tomanage culturally diverse teams.

Develop and sharpen supervisory skills and create a high-performance organization.

Measuring, reporting, and improving organizational,program or work unit performance.

How to balance and manage relationships with politicalleadership. How to motivate non-performers. How toeffect a lasting legacy.

Challenges financial managers to exemplify ethicalleadership by aligning their behavior with their rhetoric.

Financial ManagementResults OrientationAccountability

Project Management

Project Management

Project ManagementTeam DevelopmentHuman CapitalConflict Resolution

Team SkillsHuman Capital

Customer ServiceAccountabilityResults OrientationStrategic Thinking

Political SkillsHuman CapitalLeading People

Integrity

$695.00

$1,095.00

$1,095.00

$1,095.00

$595.00

$495.00

AudioConference$249.00 perphone line,

unlimitedattendance

$44.99Web-based

3 Days

3 Days

3 Days

3 Days

3 Days

2 Days

2 Hours

N/A

Exhibit B-2 19


Developing Customer-Focused Organizations:Achieving Excellence inCustomer Service

Optimizing ProjectPerformance: UsingAnalytical ProjectManagement Tools

AccountabilityCreativityCustomer ServiceInfluencing/Negotiation withExternal GroupsStrategic Thinking

AccountabilityProblem SolvingStrategic ThinkingTeam Building

20 Exhibit B-2

Special knowledge and skills needed to provided servicesmore efficiently to customers and inspire customer-responsive behavior.

Use of project management analytical tools to effectivelysupport project trade-off decisions. Also, learn how tocommunicate complex information to improveeffectiveness.



$2,900.00

$3,600.00

1 Week

5 Days


Management: Advanced Level

Inspector GeneralManagementInstitute

ManagementConcepts




Applied ManagementStudies

Advanced Techniques forEnterprise ProjectManagement

Leading SuccessfulProjects: Putting Principlesinto Action

Leadership AssessmentProgram

Lessons from the NewWorkplace: LeadingThrough Change andChaos

Affordable, practical training targeted at the needs of theInspector General community (specific learning objectivesare set for each training module).

Link projects to business strategy. Build a business caseand plan. Establish measurement process. ManageProject Managers effectively. Use the critical chain projectmanagement methodology. Create and maintain anenviron of success.

New and innovative ways of leading projects to successfulcompletion. Techniques for planning, organizing, andimplementing complex projects, including aligning projectswith strategic direction of organizations that provide clearmeasurable results.

Broad range of Leadership competencies, as assessmentspecialists assist participants in identifying strengths,opportunities for improvement, and areas for continuedlearning.

Development of additional skills needed to lead in 21stcentury: hierarchical vs. inclusive leadership; learningorganization; work within a living system that is constantlychanging and evolving.

AccountabilityHuman CapitalFinancial ManagementProject Management

Project Management

AccountabilityStrategic ThinkingTeam Development

Conflict ResolutionContinual LearningCreativityDecisiveness

Conflict ResolutionIntegrity

$2,000.00

$1,095.00

$3,600.00

$4,800.00

$2,900.00

2 Weeks

3 Days

1 Week

1 Week

1 Week

Exhibit B-3 21


Team Skills - Entry Level

USDA GraduateSchool

USDA GraduateSchool

USDA GraduateSchool

USDA GraduateSchool



IG Auditor TrainingInstitute



ManagementConcepts

Teambuilding for AuditOrganizations

Team-Developed AuditReports

Creative Problem Solving

Time Management

Conflict Resolution Skills

Developing High-Performing Teams

Performance Managementand AccountabilitySys tems

Ethics

Teambuilding

Mastering Organizationaland People Issues onProjects

Learn what constitutes teamwork and how it can lead tohigher quality audits.

Team audits and the report development process (practiceteambuilding skills for the audit and report developmentprocess).

Methods to overcome roadblocks to success andtechniques and stimulating creative on-the-job solutions.

Practical techniques for managing time and increasing yourprofessional and personal effectiveness.

Discussion of strategies that can transform difficultcircumstances into win-win situations. Learn whatmotivates difficult people and ways to handle theirbehavior by using skillful questioning and active listeningtechniques.

Latest techniques, assessment instruments, teamleadership approaches and methods used in thedevelopment of high-performing teams as an organizationwide strategy.

“Best Practice” criteria for developing and implementinggovernment performance management and accountabilitysystems.

Ethical requirements expected by OIG auditors/evaluatorsin performing their duties.

Emphasizes working in teams and understanding the teamdynamics.

Learn to build teams, provide leadership, resolve conflict,apply technical expertise and interface with organizationalentities.

Team DevelopmentConflict ResolutionLeading People

Group Facilitation

CreativityTeam Problem Solving

Time Management

Conflict ResolutionContinual LearningIntegrityResilienceTeam Development

Conflict ResolutionContinual LearningTeam DevelopmentVision

Entrepreneurship/BusinessPracticesAccountabilityResults Orientation

Integrity

Team DevelopmentConflict ResolutionLeading People

Team Problem SolvingConflict ResolutionGroup FacilitationTeam DevelopmentCustomer Service

Contract forCourse

Contract forCourse

$675.00

$525.00

$3,300.00

$3,300.00

$510.00

$245.00

$450.00

$1,050.00Asynchronous

Web-based

22 Exhibit C-1

3 Days

5 Days

3 Days

2 Days

1 Week

1 Week

2 Days

1 Day

2 Days

8 Weeks


USDA GraduateSchool



Aspiring Leader Program

Leadership FoundationsSeminar: Fundamentalsfor Aspiring Leaders

Leadership Skills for Non-Supervisors and Non-Managers: Lead Informallyand Effectively

Prepares GS 5-7 levels for positions as team leaders,supervisors and managers (oral and writtencommunication, problem solving, leadership skills,interpersonal skills, self-direction, flexibility, customerservice, decisiveness, technical competence).

Developmental needs of employees who desire afundamental understanding of leadership.

Non-supervisors who take on key leadership roles (projectmanagers and technical specialists) develops informalleadership skills necessary to influence positiveorganizational success without positional authority.

Team SkillsCustomer Service

Continual LearningInfluencing/Negotiation withExternal GroupsLeading People

Continual LearningInfluencing/Negotiation withExternal Groups

$2,495.00

$2,900.00

$3,500.00

3 Months

1 Week

1 Week

Exhibit C-1 23


Team Skills - Intermediate Level

ManagementConcepts


USDA GraduateSchool




ManagementConcepts

ManagementConcepts

Leadership andCommunication Skills forProject Managers:Communicate Clearly andLead More Effectively

Creative Problem SolvingTechniques for Auditors

Facilitation Strategies forLeaders

The New Auditor In Charge

Conferencing to Enhancethe Audit Process

Essential Skills andTechniques for Evaluatorsand Inspectors

Resolving Conflict

Coaching Skills to ImproveEmployee Performance

Develop necessary skills to get maximum performancefrom the team; apply methods of leadership that areappropriate for achieving project success; and techniquesfor resolving conflict and personnel issues.

Dual nature of creative problem solving: creativity andlogic. Strategies for jump-starting creative approaches toproblems. Strategies and tools for logical problem solving.How to creatively solve problems with people who havedifferent styles and preferences.

Tools and techniques that will help you to mentor, sponsorand coach your employees to function as a team (teambuilding skills, team leadership).

The Role of the Auditor in Charge, Communication Skillsfor Interrelationships, Quality Control, Time Management(Motivating Employees, Establishing Good CustomerRelationships, Priorities, Effective Report Editing andTechniques).

Improve the audit process from beginning to end byinvolving all members of the audit team (usingconferences during phases of an audit, preparing for theconference).

Chronological overview of the entire evaluation processand focuses on practical system for providing feedback todecision-makers.

How to effectively resolve conflict.

Improve employee performance through coaching. Definecoaching and coaching process model. Demonstrate corecoaching skills. Adapt coaching style to meet the needs ofdifferent individuals.

Team Problem SolvingConflict ResolutionGroup FacilitationTeam DevelopmentCoaching

CreativityCustomer ServiceLeading People

Team DevelopmentCoachingGroup Facilitation

Leading PeopleTeam DevelopmentTime Management

Team DevelopmentOccupational Mastery

Influencing/Negotiation withExternal GroupsResults Orientation

Conflict Resolution

Coaching

$1,420.00

$1,055.00

Contact forPricing

$840.00

$450.00

$760.00

$495.00

$495.00

24 Exhibit C-2

4 Days

1.5 Days

2 Days

5 Days

2 Days

4 Days

2 Days

2 Days


ManagementConcepts

ManagementConcepts

ManagementConcepts





Building and SustainingTeams

Critical Thinking forProblem Solving

Creativity and Innovation

Communication Skills forEffective Customer Service

Team Building and TeamLeadership: FosteringCommitment TowardCommon Goals

Understanding the Processof Customer Decision-Making

Coaching and Mentoringfor Excellence:Maximizing EmployeeDevelopment andPerformance

How to build and sustain high-performing teams. Teamcharter and goals. Member roles and responsibilities.Communication and conflict management. Conduct andfacilitate effective meetings. Measurement and trackingtools to enhance performance.

Learn methodologies for changing ways of thinking inorder to achieve breakthroughs on problems faced in theworkplace.

Course is designed to increase effectiveness, approachproblems from unique perspectives, realize newopportunities and develop creative solutions.

Effective communication skills for customer service,including: importance of customer service; verbal andnonverbal communication techniques; listening techniquesthat contribute to customer service, etc.

Fundamental team skills necessary to work effectively.Basic team processes and tools to foster commitment,increase trust, empower people and create synergy.

Introduce the decision making process utilized byconsumers. Identify the various factors that influence andinteract with the consumer decision making process.Examine how the decision making process differs withinorganizations.

Participants accurately assess their coaching styles andabilities and build new skills to employ. Also, understandrelationship between coaching and leadership.

Team Problem SolvingConflict ResolutionGroup FacilitationTeam DevelopmentCoachingAccountability

Systems ThinkingDecisiveness

Creativity

Customer Service

Conflict ResolutionInfluencing/Negotiation withExternal GroupsTeam Problem SolvingResilienceTeam DevelopmentVision

Customer Service

Continual LearningDecisivenessHuman CapitalTeam Development

$595.00

$595.00

$495.00

$99.95Web-based

$2,900.00

$39.98Web-based

$3,300.00

3 Days

3 Days

2 Days

N/A

1 Week

N/A

1 Week

Exhibit C-2 25


Team Skills - Advanced Level

ManagementConcepts


Managing Time and Stress

Government Environment

How to better manage time, handle workload and reducestress levels at work and at home.

How government is organized and structured. Legalaspects of government. What it means to be publiclyaccountable. Importance of ethics in government.

Time Management

ConstitutionIntegrityAccountabilityFinancial Management

$495.00

$299.00Web-based

26 Exhibit C-3

2 Days

400 Hours

Inspector General Core Competencies

Exhibit D 27

LeadershipConstitutionVisionPolitical SkillsInfluencing/Negotiation with External GroupsGlobalization and Cultural AwarenessEntrepreneurship/Business PracticesContinual LearningResults OrientationResilienceLeading PeopleIntegrity

ManagementStewardshipAccountabilityCustomer ServiceFinancial ManagementHuman CapitalTechnology ManagementProject ManagementDecisivenessStrategic ThinkingSystems Thinking

Team SkillsCreativityTeam Problem SolvingCoachingConflict ResolutionIntegrationTime ManagementGroup FacilitationTeam Development

Qualitative Narrative Summary of VendorsUSDA GRADUATE SCHOOLSome of the courses are accredited by the American Council onEducation. Students can apply credits earned in Graduate Schoolcourses to degrees at partner schools. Some courses meet CPE andCEU requirements. The school is registered with the NationalAssociation of State Boards of Accountancy. The average class sizeis 25. Instructors are selected based on education and years ofexperience, including subject matter expertise. A USDA GraduateSchool faculty relations group monitors instructors.

BROOKINGS INSTITUTIONCourses are not accredited. Brookings is looking into thecertification of some programs for continuing educationrequirements. Class participants may submit class information ontheir own for certification. Brookings will assist in this. Theaverage class size is 30. Most instructors have PhDs or Masters.They have facilitators for each course, with guest speakers who areexperts in their fields.

FEDERAL EXECUTIVE INSTITUTESeveral courses are accredited by the American Council onEducation. None are specifically credited to meet continuingeducation requirements or college accreditation. Class participantsmay submit class information for accreditation on their own.Classes include both large and small groups, with large groups upto 70 and small, individual groups averaging 12 – 15. While theyhave no set credentialing or certification process for instructors,instructors on staff have PhDs, while most adjuncts have Masters.They also use consultants, experienced in their field. Instructorssubmit an application to teach during the OPM-required bid cycle.This application is reviewed and rated by a panel.

INSTITUTE OF INTERNAL AUDITORSCourses are accredited by the National Association of State Boards ofAccountancy for continuing education requirements for accountingand auditing. Certificates are issued to class participants whoforward information to their oversight boards. Average class size is25. Instructors are recognized as experts in their fields. Volunteerinstructors go through an instructor development course where theyare evaluated and rated. Instructors are continually rated against aset of standards which must be met. They also have a “DistinguishedFaculty Member” designation for those who maintain the standards.

MANAGEMENT CONCEPTSCourses are accredited by the American Council on Education. Classattendees are provided certification documents that they will send totheir oversight boards for continuing education credit, e.g. CPEs,CPUs, or PDUs. Average class size is 15 – 30. Instructors are expertsin their fields. Management Concepts meets with instructors andconsultants annually for review and to introduce new concepts.

PERFORMANCE INSTITUTECourses are accredited by the National Association of State Boardsof Accountancy. Class attendees send in CPE informationindividually to oversight boards for continuing educationrequirements. Average class size for IG-related classes is 40.Instructors are usually experts in their fields. Certification processof Government managers is through the National Association ofState Boards of Accountancy.

ASSOCIATION OF GOVERNMENT ACCOUNTANTSSome courses are accredited by the National Association of StateBoards of Accountancy for CPEs and CEUs for continuing education

28 Exhibit E

requirements. Average class size is no greater than 30. Instructorsare experts in their field, with teaching experience. They areGovernment Financial Managers, certified by the Association ofGovernment Accountants.

POTOMAC FORUM, LTD.The school issues educational CPUs for continuing educationcredit requirements following the Council for ContinuingEducation guidelines for submission by the class attendees. Classvary from 25 – 105. Instructors have (1) exceptional experience infield, (2) academical qualifications, (3) prior consulting activitywith Government agencies, and (4) experience in conductingtraining.

HARVARD – JOHN F. KENNEDY SCHOOL OF GOVERNMENTSENIOR EXECUTIVE FELLOW PROGRAMTheir courses are not accredited. Courses do meet some continuinglegal education requirements. Class size is 50 – 60. Instructors arePhDs or PhD candidates and are certified by the Kennedy School ofGovernment.

INSPECTOR GENERAL MANAGEMENT INSTITUTE (IGMI)To serve the OIG community, IGMI provides affordable, highquality, practical training targeted at the managerial needs of the IGcommunity. IGMI provides instruction on leadership, humancapital, media and congressional relations, and IG managementchallenges. Courses examine management issues that confront OIGmanagers in all related disciplines: audit, investigation, inspection,evaluation, legal, and mission support. IGMI courses are taught bystaff and consultants who have experience in the OIG communityand in their specific areas of expertise. IGMI courses are designed

for participants who are in management positions at the high-performing GS-13, GS-14, GS-15, SES levels, or their equivalents.

COUNCIL OF EXCELLENCE IN GOVERNMENTFounded in 1982, the organization is nonpartisan, nonprofit andnational in scope. The Council for Excellence in Governmentworks to improve the performance of Government at all levels;and Government's place in the lives and esteem of Americancitizens. With its experienced staff, network of experts andmembers, and diverse partners, the Council helps to createstronger public sector leadership and management, driven byinnovation and focused on results; and increased citizenconfidence and participation in Government, through betterunderstanding of Government and its role.

OPM MANAGEMENT DEVELOPMENT CENTERSThe Management Development Centers serve Government leadersand organizations to improve performance and enhance leadershipthrough premier interagency residential training; unique customizedcourses and consulting; and innovative, customer-focused service.

INSPECTOR GENERAL AUDITOR TRAINING INSTITUTE (IGATI)IGATI’s mission is to “provide quality training to enhance theskills, abilities, and knowledge of the OIG auditors to improveGovernment operations.” The school also seeks to provide OIGswith common in-service training for various personnel effectivelyand efficiently. IGATI’s curriculum is divided into five areas:performance auditing, information technology auditing, financialauditing, communications, and management analysis. Courses aretaught by both academy instructors (i.e., IG employees) andoutside contractors.

Exhibit E 29

Vendor Web Site

Association of Government Accountants www.agacgfm.org

Brookings Institution www.brookings.org/execed

Council for Excellence In Government www.excelgov.org

Federal Executive Institute www.leadership.opm.gov/fei.cfm

Harvard University JFK School www.ksg.harvard.edu

IG Auditor Training Institute www.igati.org

IG Management Institute www.igmi.uspsoig.gov

Institute of Internal Auditors www.theiia.org

Management Concepts www.managementconcepts.com

OPM’s Management Development Centers www.leadership.opm.gov

Performance Institute www.performanceweb.org

Potomac Forum, Ltd. www.potomacforum.org

USDA Graduate School www.grad.usda.gov

Vendor Web Sites

30 Exhibit F

Training Evaluation Survey1. Would you recommend this course for (pick all that apply):

a. Entry (5-9)b. Intermediate (11-12)c. Journeyman (13)d. Senior (14-15)e. SESf. Would not recommend this course

For the following six questions, please indicate your agreement ona scale of 1 – 5 with 1=strongly disagree and 5=strongly agree.

2. The course was relevant to my work.

Strongly Disagree 1 2 3 4 5 Strongly Agree Don’t Know

3. The course was relevant to my career development objectives.


4. The instructor(s) demonstrated knowledge of the subject.


5. The instructor(s) encouraged open dialogue and questions.

Strongly Disagree 1 2 3 4 5 Strongly Agree

6. The instructor(s) communicated clearly.


7. The text and materials were relevant to the course.


8. How would you rate the length of the course.

Too shortAppropriateToo Long

9. How would you rate the training facilities.

UnsatisfactorySatisfactoryExcellent

10. How would you rate the overall quality of the course.

UnsatisfactorySatisfactoryExcellent

Comments:

Thank you for your response.

Exhibit G 31

President’s Council on Integrity and Efficiencyand

Executive Council on Integrity and Efficiency

core curricula report - council of the inspectors general on

Documents