The document outlines the establishment and mission of the Interagency Chief Learning Officer Council, which aims to enhance federal workforce development through collaboration and resource sharing among agencies. Key objectives include creating effective learning environments, influencing policy to eliminate redundant training, and utilizing resources efficiently to provide valuable training opportunities. Future strategies involve developing centralized resource repositories, promoting innovative communication, and ensuring the delivery of integrated learning experiences across agencies.

1. Build Better
Virtual Events & Training
For Your Agency
February 18, 2014
#gltrain

2. Welcome & Introduction
Andrew Krzmarzick
Director
Training & Development
GovLoop

3. Keynote Speaker
Randy Bergquist
Assistant Director
Learning and Workforce
Development Department
of Justice &
Chair
Interagency Chief Learning
Officer Council

4. DEVELOPING
A
HIGH
PERFORMING
FEDERAL
WORKFORCE
THROUGH
INTERAGENCY
COLLABORATION
Randy
Bergquist
Chair,
Interagency
Chief
Learning
Officer
Council

5. Background
• FY
2005:
An
“unofficial”
community
of
prac9ce
formed
to
share
ideas
and
resources
about
learning
and
development
ac9vi9es
in
their
respec9ve
agencies.
• FY
2010:
Community
of
prac9ce
formed
into
a
Council
with
a
Charter
and
Mission/Vision
Statement.
5

6. Council
Charter
Vision
• A
community
of
prac9ce
comprised
of
Chief
Learning
Officers
or
their
equivalents
that
meet
periodically
to
share
best
prac9ces
and
create
engaging
learning
opportuni9es
for
U.S.
Government
agencies
and
organiza9ons.
• Through
interagency
collabora9on,
we
strive
to
leverage
cost
effec9ve
learning
opportuni9es
that
promote
high
performance
and
can
be
implemented
throughout
the
Federal
government.
6

7. Council
Charter
Mission
• To
collaborate
with
and
between
our
member
agencies
for
the
express
purpose
of:
Ø
sharing
best
prac9ces
Ø
influencing
policy/regula9ons,
and
Ø maximizing
the
use
of
finite
government
resources
to
deliver
effec9ve
and
engaging
learning
and
development
opportuni9es
to
all
Federal
employees.
7

8. Overarching
Goals
• Develop
talent
through
the
crea9on
of
learning
environments
(e.g.,
func9onal/occupa9onal).
• Increase
efficiencies
by
influencing
policy
to
eliminate
redundancies
(Standardize,
i.e.,
Learning
Management
Systems;
mandatory
training;
governing
training
and
development
expenditures).
• Expand
access
to
learning
and
development
government
wide.
8

9. Council
Strategic
Outcomes
(DiagnosOc
Survey
Results
2011)
• High
Value
Outcomes
Delivery
Ø Establish
a
government-­‐wide
strategy
for
learning
Ø CLO
Council
is
recognized
as
an
inclusive
governing
body
with
full
par9cipa9on
• High-­‐Value
RelaOonship
Building
Ø Collaborate
and
influence
stakeholders
(e.g.,
intra-­‐
agency
and
inter-­‐agency;
interagency
councils)
• Idea
Transfer
Ø Research
and
establish
best
prac9ces
in
learning
that
are
approved
by
the
CLO
Council
9

10. 2012
-­‐
13
Strategic
Plan
Outcomes
• Drive
High
Value
Outcomes
Ø
Alignment
with
Federal
Learning
and
Development
Needs
Ø
Efficient
Use
of
Exi9ng
Resources
Ø
Quality
Standards
Ø
Coordinated
Competency
Assessment
and
Skill
Gap
Closure
10

11. Goals
and
ObjecOves
• Provide
strategic
leadership
for
learning
across
government
Ø Establish
CLOC
as
a
Federal
central
body
Ø Implement
Memorandum
of
Understanding
with
OPM/CHCO
Council
Ø Develop
opera9onal
processes
(how
the
Council
will
operate)
• Focus
on
key
Federal
learning
and
development
iniOaOves
Ø Align
learning
and
development
needs
(e.g.,
MCO
skill
gap
closure)
Ø Develop
procedures
on
use
of
quality
standards
Ø Iden9fy
mandatory
Federal-­‐wide
training
11

12. Goals
and
ObjecOves
• Build
and
maintain
high
value
relaOonships
with
customers
and
stakeholders
Ø Develop
mechanism
for
inter/intra
Agency
strategies
to
enhance
collabora9on
and
communica9on
Ø Increase
par9cipa9on
within
CLO
Council
Ø Define
communica9on
roles
and
responsibili9es
with
stakeholders
• Create
an
environment
that
fosters
sharing
of
learning
and
content
resources
Ø Establish
a
centralized
resource
repository
Ø Develop
innova9ve
communica9on
vehicles
(e.g.
Facebook;
Twifer)
Ø Iden9fy
a
resources
support
strategy
including
efficient
use
of
exis9ng
resources
(e.g.,
staff,
facili9es)
12

13. Memorandum
of
Understanding
With
Chief
Human
Capital
Officer
Council
and
OPM
Strategic
Alignment
and
Increased
Efficiencies
Ø Collaborate
across
the
federal
government
and
produce
a
comprehensive
Federal
workforce
development
strategy,
including
an
implementa9on
plan
to
fulfill
and
advance
statutory
du9es,
strategic
goals
and
objec9ves
for
government-­‐wide
workforce
development
programs.
Ø Align
learning
resources
to
high
priority
needs
such
as:
mission
cri9cal
occupa9ons;
organiza9onal
performance
issues
iden9fied
in
performance
reviews;
and,
measuring
the
impact
of
learning
investment
on
agency
and
employee
performance.
Ø Iden9fy
and
develop
processes
that
effec9vely
limit
unnecessary
overlap
and
duplica9on
of
effort
to
ensure
delivery
of
integrated
and
consistent
learning
across
the
Federal
enterprise.
Ø Promote
and
op9mize
access
to
integrate
workforce
development
ac9vi9es
13

14. Memorandum
of
Understanding
Chief
Human
Capital
Officer
Council
and
OPM
Technical
Advice
Ø Share
experiences,
ideas,
best
prac9ces
and
innova9ve
approaches
in
order
to
provide
the
CHCOC,
OPM,
and
OMB
recommenda9ons
on
government-­‐wide
workforce
development
strategies.
Ø Design
and
develop
valid
measures
of
effec9veness
into
workforce
development
to
ensure
such
ac9vi9es
adequately
address
learning
objec9ves
and
thereby
increase
the
likelihood
that
desired
changes
will
occur
in
the
target
popula9on’s
competencies.
Ø Provide
9mely
advice
for
proposed
or
dral
legisla9on
that
may
require
or
propose
new
or
revised
workforce
development
ac9vi9es.
14

15. Accomplishments
in
2012
–
2013
Highlights
•
HR
University
collabora9on:
provided
consulta9on,
staff
9me
and
courseware
(e.g.,
online;
training
materials)
•
President’s
Management
Council
and
President’s
Management
Advisory
Board
SES
Career
Development
Ini9a9ves
•
Goals
-­‐
Engagement
–
Accountability
–
Results:
Performance
Management
Training
Framework
and
online
course
•
Supervisory
&
Managerial
Training
Framework
and
Curriculum
Development
•
Na9onal
Security
Professional
Development
Ini9a9ve
•
•
Agencies
share
training
methodologies,
course
materials
and
policy
documents
saving
millions
of
dollars
in
design
and
developmental
costs:
Ø Managerial/supervisory
Ø Personally
Iden9fied
Informa9on
Ø No
Fear
Act
Ø Plain
Wri9ng
Act
WIKI
Tool
created
to
share
resources:
Ø Execu9ve
development
and
on-­‐
boarding
strategies
Ø Leveraging
new
technologies
Ø Individual
development
planning
Ø Low
cost
training
op9ons
15

16. Moving
Forward
• CLO
Council
held
its
annual
strategic
mee9ng
in
November
2013
• Finalize
and
implement
strategic
ini9a9ves
for
2014
• Con9nue
to
collaborate
and
influence
L&D
ac9vi9es
government-­‐wide
16

17. Moving
Forward
•
Enterprise
Training
and
Development
Resource
Exchange
Ø Common
Plaqorm
for
Learning
Ø Quick
wins:
all
mandatory
training;
on-­‐boarding;
leadership
development
•
Strategic
sourcing
iniOaOve
with
OMB’s
Office
of
Federal
Procurement
Policy
•
Develop
Centers
of
Excellence
Ø Share
innova9ons
for
classes
at
incep9on
Ø Catalogue
of
shared
offerings
Ø People
and
9me
resource
sharing
•
Value
ProposiOon
-­‐
MarkeOng
and
Branding
Ø Iden9fy
evalua9ve
process:
metrics,
content
of
courses,
quality
standards
Ø Iden9fy
metrics;
data
analy9cs;
collect
and
publicize
(i.e.,
marke9ng,
public
rela9ons)
Ø Produce
an
actual
product:
§ Ar9cle
in
Government
Execu9ve
about
Council’s
impact;
accomplishments;
our
value
§ White
paper
dicta9ng
direc9on/metrics/scorecard
for
future
Federal
learning
ac9vi9es
§ Create
a
marke9ng
plan
17

18. Coming
together
is
a
beginning,
staying
together
is
progress,
and
working
together
is
success.
-­‐
Henry
Ford
18

19. Real Life Examples
Introduction
Emily Jarvis
Online Editor
GovLoop &
Producer
DorobekINSIDER

20. Real Life Example:
Virtual Events
Jim Byrne
Vice President
Global Sales Engineering
ON24

21. Virtual Learning
Using ON24 Webcast Elite
Jim Byrne
Vice President , Global Solutions Engineering
21 | ©2012 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."

22. Agenda"
• Applications for Virtual Learning"
• Live and Self-Paced Learning Experiences"
• Creating Virtual Learning Content"
• Customer Case Study "
• Q&A"
22 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."

23. Live and Self-Paced Virtual Learning Experiences"
Live Learning!
Self-Paced Learning!
VS.!
• Instant access to instructors!
• Collaboration with other students!
• Live discussion!
23 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."
• Students work at their own pace!
• Very scalable!
• Feedback and social learning are
still possible!

24. Top Virtual Learning Applications "
1. Employee
Onboarding
2. Skills
Training
3. Leadership
Development
4. Sales
&
Partner
Enablement
5. Customer
Training
24 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."

25. Components of Your Virtual Learning Strategy"
Learning
Management
Plaaorms
Content
CreaOon
Tools
Curriculum
&
AnalyOcs
25 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."
Content
&
Design
Virtual
Learning
Environments
ConsumpOon
&
InteracOon

26. ON24 Webcasting for Virtual Learning"
Design Learning Experiences
Engage Your Audience
Platform 10 Widgets"
Reach All Users
26 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."
Analyze in Real Time

27. ON24 Webcast Learning Solutions"
• ON24 Webcasting enables you to
deliver live or on-demand, interactive
training sessions that can be viewed
anywhere, from any device
– Present live or easily record and
publish on-demand content"
– Deliver interactive audience
experiences"
– Get immediate feedback and
measure learning outcomes"
– View on any device with no
downloads"
27 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."

28. Easily Create and Deliver Training Content"
Create!
Customize!
28 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."
Record & Publish!

29. The Audience Learning Experience"
29 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."

30. Case Study: The Lewin Group"
Goal
• Deliver
monthly
learning
webcasts
to
provide
informa9on
to
hospitals
for
transi9oning
pa9ents
to
home
care
Audience
• Hospital
Personnel,
Home
Health
Care
Providers
Highlights
• Each
webcast
provides
“team
sharing”
capabili9es
thru
group
chat
and
breakout
sessions
• Thru
survey
ques9ons
and
polling
done
during
the
event,
The
Lewin
Group
is
able
to
provide
in-­‐depth
analy9cs
to
the
par9cipants
30 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."
“The
Lewin
Group
is
familiar
with
the
issues
that
arise
in
managed
care
programs
and
is
able
to
assist
in
designing
strategies
to
research
and
resolve
those
issues.
Research
is
thorough
and
work
products
are
both
highly
thorough
and
professional.”
(state
agency)

31. Thank You!"
31 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Confidential."

32. Real Life Example:
Social Learning
Andrew Krzmarzick
Director
Training & Development
GovLoop

33. “A Social Learning Conversion Story”
Results of a Pilot Project
Administered by GovLoop and the
U.S. Office of Personnel Management (OPM)
Andrew Krzmarzick, GovLoop
Director of Training and Development
February 18, 2014

34. What is
?

35. FORMAL

36. INFORMAL

37. SOLO

38. SOCIAL

40. Goals of OPM Social Learning Pilot
1. Identify a cost-effective,
innovative solution to train
government employees
2. Test social learning techniques
and determine if it would make a
greater impact to transfer of
learning back to the job

41. Who Participated?
Goal:
30 participants
Result:
97 registrants from 25 agencies
AGENCIES
• Department of Defense
• Department of Education
• Department of Energy
• Department of Homeland Security
• Department of Labor
• Department of Transportation
• Department of Veterans Affairs
• Environmental Protection Agency
• National Labor Relations Board
• Small Business Administration
TITLES
• Acting Program Manager for
Leadership Development
• Chief, Civilian HR Operations
• Chief of Staff, Human Resources
• Deputy Director, Human Resources
• Director, Training & Development
• Employee Development Specialist
• Human Resources Specialist
• Management Analyst
• Program Analyst

42. Planning, Design, and Execution
• Course Selection, Design, and Schedule
• OPM chose a DoD course on HR University:
“Performance Management for HR Practitioners”
• GovLoop converted the classroom-based training into
6 weekly modules:
• Week 1: Overview of Performance Management
• Week 2: Communication, Coaching, and Feedback, Part 1
• Week 3: Communication, Coaching, and Feedback, Part 2
• Week 4: The Performance Management Process, Part 1
• Week 5: The Performance Management Process, Part 2
• Week 6: The Performance Management Process, Part 3

43. Turned this….

44. Into this.

45. Course Components
• Topics were presented by 5 different instructors and
followed the same pattern of delivery.
• Weekly components included:
• Webinars: Live / recorded, instructor-led, Tuesday
• Readings: Self-paced, GovLoop blogs and podcasts
• Discussions: Live, Thursday
• Peer Reflection: Self-paced, different agencies, Friday
• Total average participant time = 16 hours
(roughly a 2-day, in-person training session)

46. Virtual Classroom on GovLoop
• Course was staged in a private
virtual classroom, using an
invite-only, online group
within the GovLoop community.
• Virtual classroom included:
• Course syllabus & workbook
• Weekly course instructions
• Weekly course discussion
• Instructor biographies

47. Delivery Support and Administration
• GovLoop provided the following administrative support:
• Pre-course orientation for participants and
instructors
• Weekly webinar run-through for instructors
• Calendar invitations to facilitate attendance
• Weekly emails about the course
• Weekly webinar moderation
• Weekly discussion moderation
• Technical assistance and troubleshooting

48. Evaluation and Participant Feedback
• GovLoop gathered feedback to gauge the
efficacy of the social learning modality via:
• Individual course participation tracking
• Webinars (time in session, poll completion)
• Peer Reflections (aggregated and submitted)
• Post-Course Surveys (immediate and 60-day)
• Focus Groups (with participants and instructors)

49. Post-Course Evaluation: Overall
• Overall, post-course survey respondents
indicated the following:
• 86% indicated that the “course learning
objectives were met”
• 79% said that the “level of interaction in the
course met or exceeded my expectations”
• 75% reported that the “information presented in
the course was useful for my job”

50. Post-Course
Evaluation:
Learning
Objectives

51. Feedback: Blogs /Podcasts
• 91% indicated that the reading / listening assignments
were “Effective” or “Highly Effective”
• Participants stated that the blogs were something that
they could share with colleagues and were relevant to
the real work happening in agencies.

52. Feedback:
Group Discussion
Average of
60 comments
per discussion!

53. Feedback: Peer Reflection
• Designed for one-on-one interaction, but
peers were often unresponsive
• 43.5% rated the peer reflections as “effective” or
“highly effective” while 35% rated them as “not
effective” or “less effective”

54. 5 Lessons from the Pilot
1. Retain the overall course design and structure.
2. Enhance webinars by incorporating a
practitioner in addition to the SMEs.
3. Continue to use blog posts and discussions.
4. Adjust the peer reflection component to
include at least 4-5 in a cohort model.
5. Experiment with a gaming / comparison
element.

55. Overall Participant Feedback
• “I have been a classroom instructor for 20
years... This system is much easier to get
supervisors to do than to get them to join
a class for 2-3 days.”
• “Reflecting on the course’s six weeks, I’ve had
a good experience from this six weeks
and hope to see other courses available
that I can take part.”

56. 6 Opportunities for Replication
GovLoop has received several follow-up requests
to replicate the success of this approach with:
• Program for Aspiring Leaders
• New and Refresher Supervisor Training
• COR Training
• Hybrid Mentors Program
• Virtual Conferences
• Virtual Career Fair

57. Positive Press

58. Further Reading

59. Let’s learn more together.
Andrew Krzmarzick
GovLoop
Director, Training and Development
andrew@govloop.com
202-352-18o6
Where Learning Never Ends.

60. Real Life Example:
Virtual Fair
Kristine Titzer
Chief Operating Officer
Intelligent Technology Labs

61. Partnering
for
Success

62. Agenda
•
•
•
•
•
•
•
•
•
Intelligent
Technologies
Labs
Overview
Background
with
OPM
Challenges
SoluOons
ON24
Virtual
Environment
Results
Summary
QuesOons
and
Answers
Contact
InformaOon
2/18/2014
Intelligent
Technologies
Labs
62

63. Intelligent
Technologies
Labs
Overview
• Intelligent
Technologies
Labs
(ITL)
is
an
established
SBA
8(a)
cer9fied
IT
firm
based
in
the
DC
metropolitan
area
• We
have
been
providing
innova9ve
solu%ons
and
services
to
Federal
and
private
sector
customers
for
the
past
10
years
in
the
areas
of:
• Our
solu%ons
focus
on
hardware
and
solware
• Our
services
focus
on
planning,
acquisi9on,
management,
consul9ng,
tes9ng,
integra9on
and
training
•
Solu9ons
and
services
can
be
purchased
together
or
individually
§
§
§
§
§
CyberSecurity
(IA/C&A/
SA&A)
Cloud
CompuOng
(VirtualizaOon)
Technology
Engineering
IntegraOon
and
CollaboraOon
Management
and
IT
ConsulOng
• Our
focus
is
always
on
our
customers,
ensuring
that
their
needs
are
being
met
• We
form
collabora%ve
partnerships
with
our
customers
and
solu9on
providers
2/18/2014
Intelligent
Technologies
Labs
63

64. Background
with
OPM
• ITL
began
working
with
the
U.S.
Office
of
Personnel
Management
(OPM)
in
March
2013
• OPM
was
seeking
a
solu%on
that
the
Presiden9al
Management
Fellows
(PMF)
Program
could
use
as
an
online
plaqorm
to
host
a
virtual
job
fair
(VJF)
• All
previous
fairs
had
been
conducted
in
person,
so
the
par9cipants
did
not
have
experience
hos9ng
a
virtual
event
• The
purpose
of
the
fair
was
to
match
outstanding
graduate
students
with
available
Federal
opportuni9es
2/18/2014
Intelligent
Technologies
Labs
64

65. Challenges
Planning
Challenges
Technical
Challenges
• SoluOon
–
find
a
solu9on
provider
that
could
meet
OPM
needs
• Timing
–
hold
the
event
in
one
month’s
9me
• Scope
–
determine
which
of
the
many
tradi9onal
agency
par9cipants
would
host
a
booth
at
the
event
• Set
up
–
solidify
requirements
early
in
the
process
in
an
effort
to
get
the
plaqorm
and
content
ready
for
the
event
• CoordinaOon
–
reach
out
to
all
agency
par9cipants
and
internal
staff
to
provide
informa9on,
training,
and
logis9cs
• ParOcipaOon
–
accommodate
up
to
80
poten9al
agencies
and
support
staff,
as
well
as
600+
job
seekers
• Legal
–
the
online
plaqorm
and
content
had
to
be
508-­‐compliant,
and
the
environment
required
configura9on
allowing
equal
access
for
all
par9cipants
• Scope
–
the
online
plaqorm
had
to
accommodate:
2/18/2014
§
§
§
§
80
Federal
agency
booths
2,500
registrants
Webcasts
and
SimuLive
events
with
Q&A
Private
and
group
chats
• Training
–
provide
virtual
training
to
booth
staff
and
par9cipants
irrespec9ve
of
loca9on
• Support
–
Provide
service
desk
support
before
and
during
the
event
via
e-­‐mail,
phone,
and
the
online
plaqorm
• Metrics
–
Provide
technical
metrics
from
the
plaqorm
and
survey
data
for
afendees
Intelligent
Technologies
Labs
65

66. Solutions
• ITL
worked
with
OPM
to
review
available
solu9on
providers
and
select
a
vendor
that
met
planning,
technical,
and
cost
requirements
–
ON24
• Assigned
dedicated
ITL
staff
to
work
with
ON24,
OPM,
and
Federal
agencies
on
the
plaqorm
and
the
booths
• Came
up
to
speed
quickly
on
the
solu9on
in
order
to
provide
the
services
OPM
required
and
work
with
ON24
to
customize
the
plaqorm
• Established
cri9cal
dates,
quality
checks,
and
communica9on
mechanisms
with
OPM
• Set
up
weekly
planning
and
coordina9on
mee9ngs
and
quality
checkpoints
with
OPM
• Set
up
service
desk
tools
and
procedures
• Had
the
dedicated
ITL
team
work
in
virtual
environment
2/18/2014
Intelligent
Technologies
Labs
66

67. ON24 Virtual Environment
2/18/2014
Intelligent
Technologies
Labs
67

68. Results
• Assisted
OPM
in
successfully
hos9ng
a
first
ever,
VJF
in
May
2013
• Up
to
80
agency
booths
• 100%
up9me
• 90%+
par9cipa9on
rate
by
job
seekers
• Messaging
and
chats
were
tremendously
popular
• Almost
13,000
items
of
content
were
accessed
• The
job
fair
was
conducted
on
9me
and
within
budget
• OPM
has
asked
ITL
and
ON24
to
work
jointly
on
upcoming
events
in
2014
2/18/2014
Intelligent
Technologies
Labs
68

69. Summary
• ITL
is
ON24’s
preferred
technology
integrator
for
online
events
in
the
DC
metropolitan
area
• We
have
a
proven
service
model
that
• Is
cost
efficient
• Provides
speed-­‐to-­‐service
• Addresses
planning
and
technical
challenges
• Together,
we
can
provide
virtual
event
solu9ons
that
drive
outstanding
results
for
your
agency’s
evolving
training
and
human
resource
needs
2/18/2014
Intelligent
Technologies
Labs
69

70. Contact
InformaOon
Our
LocaOon
INTELLIGENT
TECHNOLOGIES
LABS
3213
Duke
Street,
Suite
608
Alexandria,
VA
22314
CommunicaOons
Phone:
800.989.9017
Fax:
866.213.1122
Email:
Info@itl2.com
Connect
With
Us
www.itl2.com
facebook.com/goITL
twifer.com/goITL
INNOVATE.
TRANSFORM.
LEAD.
2/18/2014
Intelligent
Technologies
Labs
70

71. Just How Easy Is This?
Scott Sprowls
Director of Sales
ON24

72. Keynote Speaker
Miguel Joey Aviles
Talent Management
Strategist
Department of Defense &
Chief Learning Officer
Young Government Leaders
http://prezi.com/3eepmosy8idr/the-power-of-now/?utm_campaign=share&utm_medium=copy

73. Thank you for Attending.
See you next time, virtually!