Targeted Audience |
Programs |
Get More Info |
Grade/Pay Level |
Scope |
Name |
Description |
Components (Select Component Definitions for more explanation) |
Agency for International Development (USAID) |
GS 13-14;
FS 03-02
|
|
Emerging Leader Program (via OPM Federal Executive Institute) |
A 7-day residential program at the Federal Executive Institute, focusing on leadership and management, presentation skills, intercultural communication, and effective one-on-one interactions. The program is designed for mid-level employees who supervise others or manage significant agency programs. (It is also open to Presidential Management Fellows completing their fellowship in a GS-12 position.) |
- Coursework
- Distance Learning
- Individual Development Plan
- Individual Needs Assessment(s)
|
Ruth Derr rderr@usaid.gov 202-712-5564
|
GS 15; FS 01 |
|
Leadership Program (via OPM Federal Executive Institute) |
A 13-day residential program at the Federal Executive Institute focusing on organizational communications, creativity in organizations, media skills, enhancing group commitment, leadership through team building, and maximizing the use of the 360° feedback assessment for enhanced leadership. The program is designed for senior level managers who supervise other supervisors and are responsible for significant agency programs and resources. |
- Coursework
- Individual Needs Assessment(s)
|
Ruth Derr rderr@usaid.gov 202-712-5564
|
SES/SFS |
|
Senior Executive Seminar (via OPM Federal Executive Institute) |
A 13-day program focusing on executive communications, global leadership, working with Congress, contemporary policy issues, mentoring and coaching skills, and effective use of the 360° feedback assessment for executive effectiveness. The program includes follow-on executive coaching for 9-12 months. Attendance is required for new Mission Directors. |
- Coaching
- Coursework
- Individual Needs Assessment(s)
|
Ruth Derr rderr@usaid.gov 202-712-5564
|
Department of Agriculture (USDA) |
GS 5-7 |
|
Aspiring Leader Program (via USDA Graduate School) |
A 3-month program structured around three five-day seminars. Participants are assigned to a leadership development team during the first seminar. Through strengthening basic competencies and managerial skills, this program prepares federal employees for positions as team leaders, supervisors, and managers. |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=210&Itemid=154
|
GS 7-11 |
|
New Leader Program (via USDA Graduate School) |
A 6-month leadership development program designed to develop future public service leaders by providing assessment, experiential learning, and individual development opportunities. The program develops future public service leaders by providing a solid training and development foundation of leadership skills and team building, which are enhanced by agency developmental experiences. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=211&Itemid=154
|
GS 9-15; SES |
|
Federal Executive Institute and Management Development Centers (via OPM Center for Leadership Capacity Services) |
These educational centers offer supervisors, managers, and executives learning experiences designed around the OPM Leadership Competencies by providing them with interagency residential training, customized courses, and consulting. |
- Coaching
- Consulting
- Coursework
- Individual Needs Assessment(s)
|
http://www.leadership.opm.gov
|
GS 11-13 |
|
Executive Leadership Program (via USDA Graduate School) |
A 10-month program designed to help participants develop the leadership skills and competencies needed to assume positions as team leaders, supervisors, or managers. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=213&Itemid=154
|
GS 13-15 |
|
Executive Potential Program (via USDA Graduate School) |
A 1-year competency-based leadership program designed to develop senior-level public service employees into more effective leaders. The program is based on the Office of Personnel Management's Executive Core Qualifications and USDA's Leadership Effectiveness Inventory. |
- Benchmarking Site Visits
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Interviews
- Mentoring
- Shadowing Assignment(s)
- Team Projects
- 360° Feedback Assessment
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=213&Itemid=154
|
GS 13-15 |
|
Legis Fellows Program (via the Brookings Center for Executive Education) |
Brookings LEGIS Fellows experience firsthand the processes and politics of Congress during a 7 or 12-month assignment on Capitol Hill. They learn how to effectively manage and lead the legislative objectives of USDA by becoming key members of a congressional office or committee staff. Fellows maintain a "federal employee in training" status and continue to receive their regular salaries from USDA throughout the fellowship period. |
- Coursework
- Rotational Assignment(s)
|
http://www.brook.edu/execed/fellows/legis_fellows.htm
|
GS 14-15 |
|
SES Candidate Development Program |
An 18-month program during which the candidate is provided with opportunities to build competence in
the OPM Executive Core Qualifications. Participation in this program is based on a competitive selection process restricted to individuals with at least 1 year of leadership experience in a position at the GS-14/15 level or equivalent. Successful completion of the program provides eligibility for appointment to the USDA SES without competition. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Distance Learning
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Mentoring
- Team Projects
|
Janet Lynch janet.lynch@usda.gov 202-260-4378
|
All Levels |
|
AGLEARN |
USDA's on-line learning system offering professional development courses designed by SkillSoft. |
|
http://www.aglearn.usda.gov
|
Department of Agriculture/Administrative and Financial Management (USDA/AFM) |
GS 11-15 |
|
Leadership Evaluation and Development Program (via the Agricultural Research Service) |
A 24-month program designed to develop the Administrative and Financial Management (AFM) leaders of tomorrow. |
- Congressional Briefing Conference
- Coursework
- Developmental Assignment(s)
- Self-development Activities
|
http://www.afm.ars.usda.gov/programs/LEAD/lead1.htm
|
Department of Agriculture/Agricultural Marketing Service (USDA/AMS) |
GS 9-15 |
|
Basics of Supervisory Success I |
A 1-week program providing new AMS supervisors and managers with fundamental knowledge and skills in the areas of supervision and management in order to help them meet new job-related challenges. |
|
http://www.ams.usda.gov/training/boss1.htm
|
GS 11-13 |
|
Professional Skills and Tools |
A program to strengthen the effectiveness of AMS employees in three separate but related performance dimensions: personal, interpersonal, and organizational. The program features seven 1-week training sessions. |
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Seminars
|
http://www.ams.usda.gov/training/
|
GS 12-15 |
|
Basics of Supervisory Success II |
A 1-week program providing experienced AMS supervisors with a practical, hands-on approach to supervision. The program includes an assessment of participants' interpersonal styles to understand how interactions can influence others in the work setting. In addition, skills related to oral communication, customer service, and stress management are developed. |
- Coursework
- Individual Needs Assessment(s)
|
http://www.ams.usda.gov/training/boss2.htm
|
GS 12-15 |
|
People Side of Supervision |
A 3-day course focusing on techniques for cultivating and maintaining productive interpersonal relationships among AMS employees. Topics covered include leadership and motivation, active listening, effective questioning, non-verbal communication, interest-based problem solving, and situational leadership. |
|
http://www.ams.usda.gov/training/
|
GS 12-15 |
|
Work Side of Supervision |
A seminar designed to help AMS managers and supervisors manage the work flow of the office and maintain productive relationships in the process. Topics covered include performance management, delegating work, planning skills, meeting management goals, coaching, and counseling. |
|
http://www.ams.usda.gov/training/
|
GS 14-15 |
|
Executive Development Training |
A senior-level program designed to build an SES candidate pool for AMS. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Mentoring
- Rotational Assignment(s)
|
http://www.afm.ars.usda.gov/hrd/empdev/LDP2.PDF
|
Department of Agriculture/Agricultural Research Service (USDA/ARS) |
GS 13-15 |
|
Path to Leadership Program |
A 9-month program designed to provide ARS employees with the opportunity to learn about leadership roles and to be developed as tomorrow's leaders. |
- Coursework
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- Interviews
|
http://www.afm.ars.usda.gov/hrd/empdev/LDP2.PDF
|
GS 14-15 |
|
Executive Professional Excellence and Knowledge |
A 24-month program designed to develop a pool of culturally diverse, highly quialifed men and women as potential future leaders of ARS. |
- Congressional Briefing Conference
- Coursework
- Developmental Assignment(s)
- Self-development Activities
|
http://www.afm.ars.usda.gov/hrd/empdev/LDP2.PDF
|
GS 14-15 |
|
New Research Leader Training Program |
A 24-month program to provide new research leaders with the resources and information needed to meet the challenges and responsibilities of leadership in ARS. |
- Congressional Briefing Conference
- Coursework
- Interviews
|
http://www.afm.ars.usda.gov/hrd/empdev/LDP2.PDF
|
Department of Agriculture/Animal and Plant Inspection Service (USDA/APHIS) |
GS 7-11 |
|
The Advancing Leader Program |
A 12-month program designed to identify high potential APHIS employees who show the desire and ability to move up into higher-level leadership positions. |
- Coaching
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- On-the-job Training
- Shadowing Assignment(s)
|
http://www.aphis.usda.gov/mrpbs/training/leadership.html
|
GS 7-12 |
|
Fundamentals of APHIS Human Resource Management |
An 80-hour program for APHIS employees, consisting of 40 hours of classroom instruction, 12-15 hours of distance learning, and self-paced study. The coursework complies with OPM competency requirements for supervisors and managers as outlined in OPM's Leadership Effectiveness Framework. |
- Coursework
- Distance Learning
|
http://www.aphis.usda.gov/mrpbs/training/fahrm.html
|
GS 12-14 |
|
Leadership Development Program |
An 18-month program designed to provide APHIS with a cadre of employees who have a solid training and development foundation in leadership and management competencies and who have an interest in pursuing future APHIS leadership positions. |
- Coaching
- Coursework
- Individual Needs Assessment(s)
- Mentoring
- On-the-job Training
- Team Projects
|
Tim Blackburn tim.g.blackburn@usda.gov 301-734-5738
|
Department of Agriculture/Farm Service Agency (USDA/FSA) |
GS 7-12 |
|
National FSA Management Training Program |
A 1-week (40-hour) course designed to prepare County Operations Trainees to become FSA County Executive Directors and Farm Loan Managers. |
|
Arlene Bailey arlene.bailey@usda.gov 202-401-0339
|
GS 13 |
|
Advanced Leadership Skills for the District Director Program |
A 1-week (40-hour) course designed to develop leaders within the District Director Program of FSA. |
|
Tanya Coram-Howard tanya.coram-howard@usda.gov 202-205-3782
|
GS 13 |
|
Farm Loan Chief Development Program |
A 30+-hour program of mentoring and instruction in leadership skills for FSA employees. |
|
Tom Montgomery tom.montgomery@usda.gov 202-401-0332
|
Department of Agriculture/Food Nutrition and Consumer Services (USDA/FNCS) |
GS 11-14 |
|
Leadership Institute |
This institute develops future leaders for Food, Nutrition, and Customer Services (FNCS) by offering ambitious high-performing FNCS employees quality leadership training in the form of four 1-week seminars, team projects dealing with real FNCS issues, and mentoring. |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Team Projects
|
Claudine Deslauriers 703-305-2355 Claudine.Deslauriers@fns.usda.gov
OR
T. Geoffrey Gay 703-305-2040 T.Geoffrey.Gay@fns.usda.gov
|
GS 12-15 |
|
Supervisory Excellence Program |
A program developed to fulfill the agency requirement that all new FNCS supervisors undergo 40 hours of supervisory training in their first year and that all other supervisors undergo 20 hours of supervisory training annually. While some training is provided by FNCS, the rest must be done through other agencies or external educational institutions. |
- Coaching
- Coursework
- Individual Needs Assessment(s)
|
Aleta Haynes Aleta.Haynes@fns.usda.gov 703-305-2320
OR
T. Geoffrey Gay T.Geoffrey.Gay@fns.usda.gov 703-305-2040
|
Department of Agriculture/Food Safety and Inspection Service (USDA/FSIS) |
GS 12-14 |
|
New Supervisor Program |
A 2-week program created to strengthen the leadership skills of new supervisors and team leaders in FSIS. Training is based on a supervisory job performance model, including class instruction, between-session learning activities, and participant presentations. |
|
http://www.fsis.usda.gov/About_FSIS/Organization_&_Employee_Development_Branch/index.asp
|
GS 14-15 |
|
Leadership Assessment Development Program |
A program designed to support FSIS succession planning goals and to ensure that experienced supervisors are updated on agency specific issues and mandates. |
- Coaching
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Team Projects
|
http://www.fsis.usda.gov/About_FSIS/Organization_&_Employee_Development_Branch/index.asp
|
Department of Agriculture/Forest Service (USDA/FS) |
GS 13-14 |
|
Senior Leader Program |
A 1-year program to prepare leaders to move up to the GS 14 or 15 level of responsibility in FS. It consists of four phases: I – Orientation Program
II – National Policy Seminar
III – COHORT Workshop
IV – CAPSTONE Symposium |
- Coursework
- Individual Needs Assessment(s)
- Rotational Assignment(s)
- Team Projects
|
Don Haake donald.a.haake@usda.gov 303-445-3802
|
Department of Commerce (DOC) |
GS 7-12 |
|
Aspiring Leaders Development Program |
A 12-month program designed to provide a series of developmental experiences for high potential employees. Participants remain in their current positions and attend program activities when scheduled. Participation in this program is based on a competitive selection process limited to individuals with at least 1 year in a position at the GS 7-12 levels or equivalent. |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Seminars
- Team Projects
|
flang@doc.gov
|
GS 13-14 |
|
Executive Leadership Development Program |
A 18-month program designed for employees who plan to become leaders in upper management positions. The demanding curriculum must be completed while balancing current job assignments. Participation in this program is based on a competitive selection process limited to individuals with at least 1 year in a position at the GS-13/14 level or equivalent. |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- On-the-job Training
- Speaker Series
- Team Projects
|
flang@doc.gov
|
GS 14-15 |
|
SES Candidate Development Program |
An 18-month program during which candidates are provided with opportunities to build competence in
the OPM Executive Core Qualifications. Successful completion of the program provides eligibility for appointment to the SES without competition. Participation is based on a competitive selection process restricted to individuals with at least 1 year of leadership experience in a position at the GS-14/15 level or equivalent. |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Speaker Series
- Team Projects
|
flang@doc.gov
|
Department of Commerce/National Oceanic and Atmospheric Administration (DOC/NOAA) |
GS 11-15 |
|
NOAA’s National Weather Service (NWS) Leadership Academy |
The NWS Leadership Academy is founded on a sequential and progressive approach designed to develop people and improve performance. From entry into the agency to senior career status, NWS employees can take advantage of courses and processes that are part of a powerful management and leadership learning environment. (Certain courses are open to employees from other agencies.) |
- Consulting
- Residential Coursework
- Distance Learning
|
http://www.nwstc.noaa.gov/d.train/LEADER.HTML
|
GS 13-15 |
|
NOAA Leadership Competencies Development Program
|
An 18-month program designed for NOAA employees who have high potential for assuming greater leadership responsibilities. It promotes cross-line, multidisciplinary experiences that broaden participants’ understanding of NOAA’s strategic vision, mission and goals, as well as its business processes. Participation in this program is based on a competitive selection process limited to individuals with at least 1 year in a NOAA position at the GS 13-15 levels or equivalent. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Networking
|
http://lcdp.noaa.gov/msgus.html
|
GS 13-15 |
|
NOAA Leadership Seminar |
A 3-day residential seminar sponsored by NOAA’s senior management every 6 months for about 150 GS 13-15 (or equivalent) NOAA employees. It provides participants with a better understanding of the NOAA vision and strategies to achieve it. |
|
http://www.wfm.noaa.gov/NLS/
|
Department of Defense (DOD) |
GS 5-7 |
|
Aspiring Leader Program (via USDA Graduate School) |
A 3-month program structured around three 5-day seminars. Participants are assigned to aleadership development team during the first seminar. Through strengthening basic competencies and managerial skills, this program prepares federal employees for positions as team leaders, supervisors, and managers |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=210&Itemid=154
|
GS 7-11 |
|
New Leader Program (via USDA Graduate School) |
A 6-month leadership development program designed to develop future public service leaders by providing assessment, experiential learning, and individual development opportunities. The program develops future public service leaders by providing a solid training and development foundation of leadership skills and team building, which are enhanced by agency developmental experiences.
|
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=211&Itemid=154
|
GS 11-13
|
|
Executive Leadership Program (via USDA Graduate School)
|
A 10-month program designed to help participants develop the leadership skills and competencies needed to assume positions as team leaders, supervisors, or managers.
|
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=212&Itemid=154
|
GS 12-14
|
|
Executive Leadership Development Program
|
A 10-month program providing members of the military & civilians with extensive exposure to the roles and missions of DoD and an increased understanding of today’s warfighters. Its objective is to prepare participants to move into senior management positions in DoD.
|
- Coursework
- Developmental Assignment(s)
|
http://www.cpms.osd.mil/jldd/eldp_index.aspx
|
13-15 |
|
Executive Potential Program (via USDA Graduate School) |
A 1-year competency-based leadership program designed to develop senior-level public service employees into more effective leaders. The program is based on OPM's Executive Core Qualifications and USDA's Leadership Effectiveness Inventory. |
- Benchmarking Site Visits
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Interviews
- Mentoring
- Shadowing Assignment(s)
- Team Projects
- 360° Feedback Assessment
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=213&Itemid=154
|
GS 12-15; SES
|
|
Office of the Secretary of Defense Graduate Fellowship
|
A program that provides funding for study in order to ensure that DoD retains the most qualified workforce. Participation in this program is based on a competitive selection process limited to individuals with at least 5 years in a position at the GS-12 level or above.
|
|
http://hrd.whs.mil/page.cfm?info=242
|
GS 13-15; SES
|
|
Congressional Fellowship Program
|
"A program devoted to expanding participants’ knowledge of Congress by arranging for them to serve on a Congressional staff for 9 months. Participation in this program, which is sponsored by the American Political Science Association, is based on a competitive selection process limited to individuals with at least 2 years in a DoD position at the GS-13 level or above.
"
|
- Coaching
- Rotational Assignment(s)
|
http://www.apsanet.org
|
GS 13-15; SES
|
|
Key Executive Masters in Public Administration
(via American University)
|
The Key Executive MPA is a 36- credit graduate degree program designed for Federal government professionals. Participants maintain employment while attending courses on selected weekends (Friday and Saturday) for 20 months. The Key Executive mission is to foster better government by educating professionals and managers to become effective, top-quality team and executive leaders. Key Executive courses provide exposure to all of the Executive Core Qualifications required for Senior Executive Service consideration.
|
|
http://spa.american.edu/executivempa/key
|
GS 13-15; SES
|
|
Legis Fellows Program (via the Brookings Center for Executive Education)
|
LEGIS Fellows experience firsthand the processes and politics of Congress during 7- or 12-month assignments on Capitol Hill. Fellows learn how to effectively manage and lead the legislative objectives of the DoD by becoming key members of a congressional office or committee staff. Throughout the fellowship period, fellows maintain a "federal employee in training" status and continue to receive their regular DoD salaries .
|
- Coursework
- Rotational Assignment(s)
|
http://www.brook.edu/execed/fellows/legis_fellows.htm
|
GS 13-15; SES; O5-6 and above (one grade lower may waiver) |
|
Advanced Management Program |
A 14-week resident program at National Defense University's Information Resources Management College (IRM College) that covers key leadership competencies (Policy, Planning, Performance, Process, Acquisition, Information Assurance; Strategic Leader Development). Includes field studies and a Strategic Leader Development component. Graduates receive the Chief Information Officer graduate certificate and the AMP certificate. Geared toward information leaders in the federal government and private sector. |
- Benchmarking Site Visits
- Coursework
- Discussions
- Lectures
- Networking
|
http://www.ndu.edu/irmc/pcs_amp.htm
|
GS 13-15; SES; O5-6 and above (one grade lower may waiver) |
|
Chief Information Officer Certificate |
Students choose 8 courses (each course either 1 week in residence or 12 weeks on-line) from many to complete the certificate, which is organized around 11 Federal CIO Council competencies. Teaches managers to lead across boundaries and link decisions regarding people, processes, and technology. Can also be completed as part of the 14-week resident Advanced Management Program. |
- Coursework
- Discussions
- Distance Learning
- Lectures
- Networking
|
http://www.ndu.edu/irmc/pcs_cio.htm
|
GS 13-15; SES; O5-6 and above (one grade lower may waiver) |
|
Information Assurance Certificates (4011, 4012, CISO) |
A series of three related graduate certificate programs (4, 5, or 8 courses) (each course either 1 week in residence or 12 weeks on-line) that prepares leaders to protect information and critical infrastructures. The IRM College is a Center of Academic Excellence in IA education, and will prepare students to make critical IA decisions. |
- Coursework
- Discussions
- Distance Learning
- Lectures
- Networking
|
http://www.ndu.edu/irmc/pcs_ia.htm
|
GS 13-15; SES; O5-6 and above (one grade lower may waiver) |
|
Enterprise Architecture Certificate |
A 7-course certificate program (each course either 1 week in residence or 12 weeks on-line) designed to teach leaders how to develop, implement, and manage an EA. Advanced program that addresses policy and technical competencies, including Clinger-Cohen Act responsibilities. |
- Coursework
- Discussions
- Distance Learning
- Lectures
- Networking
|
http://www.ndu.edu/irmc/pcs_ea.htm
|
GS 13-15; SES; O5-6 and above (one grade lower may waiver) |
|
IT-Project Management Certificate |
A 6-course certificate program (each course either 1 week in residence or 12 weeks on-line) that teaches managers to lead complex IT and software acquisition projects by applying leadership skills, IT-PM concepts, methods, and best practices. Will aid graduates in attaining PMP Certification. |
- Coursework
- Discussions
- Distance Learning
- Lectures
- Networking
|
http://www.ndu.edu/irmc/pcs_itpmc.htm
|
GS 13-15; SES; O5-6 and above (one grade lower may waiver) |
|
Organizational Transformation Certificate |
Students choose 8 courses (each course either 1 week in residence or 12 weeks on-line) from many to complete the certificate and can tailor the program to fit their needs. Teaches leaders to thrive in an environment of change, to think creatively, and to respond with agility. Specialty topics in Homeland Security, COOP, Information Operations, and Netcentricity. |
- Coursework
- Discussions
- Distance Learning
- Lectures
- Networking
|
http://www.ndu.edu/irmc/pcs_otc.htm
|
GS 14-15
|
|
Defense Leadership and Management Program
|
DoD’s premier executive development program for senior Defense civilians and a key component of its succession planning strategy. It is a means to develop a cadre of highly capable senior civilian leaders, each with a Master's Degree and a DoD-wide perspective on managing the Department’s workforce and programs.
|
- Coaching
- Coursework
- Developmental Assignment(s)
|
http://www.cpms.osd.mil/jldd/dlamp_index.aspx
|
GS 14-15
|
|
Excellence in Government Fellows Program
(via Council for Excellence in Government)
|
A 12-month program, during which the fellows build the skills to lead people, communicate effectively, form partnerships, remain focused and flexible in changing work environments, and achieve important results. Participants remain in their current positions and attend program activities when scheduled.
|
- Benchmarking Site Visits
- Coaching
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Team Projects
|
http://www.excelgov.org/index.php?keyword=a432f9dcf477ba
|
GS 14-15
|
|
Senior Executive Fellows Program
(via Harvard University's John F. Kennedy School of Government)
|
"A 4-week program designed to help senior executives develop
integrated skills of strategy and leadership. It provides participants with the tools needed to adopt a strategic leadership role that will enable them to look at issues from new perspectives and generate a wider range of possible solutions."
|
|
http://www.ksg.harvard.edu/smg-sef/program.htm
|
GS 14-15
|
|
Senior Executive Service Development Seminars (via USDA Graduate School)
|
A series of 5 SES seminars designed to help position participants for selection into the SES. Each seminar reflects different key components of OPM's Executive Core Qualifications (ECQs).
|
|
http://www.grad.usda.gov/index.php?option=com_dcontent&id=7
|
GS 14-15; SES
|
|
Seminar XXI
(via The Massachusetts Institute of Technology)
|
A 1-semester educational program for senior military officers, government and NGO officials, and executives in the national security policy community. The program's objective is to provide future leaders of that community with enhanced analytic skills for understanding foreign countries and the relations among them.
|
|
http://web.mit.edu/semxxi
|
GS 14-15; SES
|
|
Senior Executive Development Program
(via George Mason University)
|
A program exposing participants to new ideas about leadership and strategic thinking in order to enhance their potential for growth within DoD. The program is offered in two formats: 2 days a week for 5 weeks or 5 days a week for 2 weeks.
|
|
http://policy.gmu.edu/programs/programs_execed.html
|
GS 15; SES
|
|
Industrial College of the Armed Forces
(ICAF)
Masters Program in National Resource Strategy
|
A 10-month program to train senior leaders in the art and science of developing, applying, and coordinating the instruments of national power with special emphasis on material acquisition and joint logistics.
|
|
http://www.ndu.edu/icaf
|
GS 15; SES
|
|
Leadership for a Democratic Society
(via OPM’s Federal Executive Institute)
|
A 4-week program bringing together managers and executives from 25 to 30 Federal agencies for a unique, residential learning experience. The objective is to help agencies in the development of their career executive corps, linking individual development to improved agency performance. Within an overarching emphasis on our government's constitutional framework, themes dealt with in the program are personal leadership, organizational transformation, policy, and global perspectives.
|
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Site Visits
- Team Projects
|
http://www.leadership.opm.gov/programs/Executive-Leadership-Development/LDS/Index.aspx
|
GS 15; SES
|
|
National War College
Masters Program in National Security Strategies
|
A Masters Degree program offered at Ft. McNair in Washington, D.C., which prepares students for planning and conducting global wars as well as for making peacetime national security and strategy decisions.
|
|
http://www.ndu.edu
|
SES |
|
SES Briefings for New Executives (via OPM's Center for Leadership Capacity Services)
|
A 1-day program which informs attendees of the president's vision and mission, key Executive Branch initiatives and priorities, and the relationship between agency activities and domestic and foreign policy issues.
|
|
http://www.leadership.opm.gov/Planning/SESBriefings/index.aspx
|
Department of Defense/Air Force (DOD/AirForce) |
GS 12-14 |
|
Air Force National Laboratories Technical Fellowship Program |
A program consisting of two 1-year phases:
Phase 1 is academically focused on the fundamentals of nuclear weapons.
Phase 2 applies the previous year's education in a laboratory environment. |
|
AFPC/DPIA 210-565-3053
|
GS 13-15 |
|
Air Force Institute of Technology
Graduate Programs in: -Engineering Management -Information Resources Management -Information Systems Management -Logistics Management |
One-year Master's Degree Programs for middle and upper-level managers working in the fields of engineering, communication/information, and logistics. Participation in this program is limited to Air Force employees at the GS 13-15 levels with 7 years of relevant experience in public service. |
- Residential Coursework
- Developmental Assignment(s)
|
http://www.afit.edu
|
GS 13-15 |
|
Masters Program in Public Administration
(via Harvard University's John F. Kennedy School of Government) |
A Master of Arts program directed toward mid-career professionals who want to strengthen their management skills and develop their ability to analyze policy. |
|
http://www.ksg.harvard.edu/main/kennedy.shtml
|
GS 13-15 |
|
Masters Program in Public Policy
(via Prinction University's Woodrow Wilson School of Public and International Affairs) |
An intensive 1-year program providing rising leaders in international and domestic public policy with an opportunity to broaden their economic, policy, and leadership skills. This rigorous in-residence program is designed for mid-career professionals with at least seven years of public service experience in government agencies and nonprofit organizations in the United States and abroad. The goal is to prepare experienced professionals to return to their careers ready to assume significant leadership positions in an increasingly complex public service environment. |
|
http://www.wws.princeton.edu/acad-adm/programs/mpp.html
|
GS 14-15 |
|
Air War College
Masters Program in Strategic Studies |
A 10-month Master's Degree Program at Maxwell Airforce Base, focusing on the military strategy/employment of air and space forces, including joint operations, in support of national security. |
- Residential Coursework
- Developmental Assignment(s)
|
http://www.maxwell.af.mil/au/awc
|
GS 14-15 |
|
E-Government Fellows
(via Council for Excellence in Government) |
Participants in this 21-day program are challenged by a curriculum — combining leadership development with an examination of best practices — that illustrates the power of technology as a leadership tool to achieve important results. Participants enjoy one-on-one interaction with leaders who design and produce the latest technologies, set technology policies, and successfully use technology to deliver significant results. |
- Coaching
- Coursework
- Networking
|
http://www.excelgov.org/displayContent.php?NewsItemID=167&keyword=a4329406463f80&searchWord=E-government%20fellows
|
GS 14-15 |
|
Excellence in Government Fellows Program
(via Council for Excellence in Government) |
A 12-month program, during which the fellows build the skills to lead people, communicate effectively, form partnerships, remain focused and flexible in changing work environments, and achieve important results. Participants remain in their current positions and attend program activities when scheduled. |
- Benchmarking Site Visits
- Coaching
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Team Projects
|
http://www.excelgov.org/index.php?keyword=a432f9dcf477ba
|
GS 14-15 |
|
Industrial College of the Armed Forces
Masters Program in National Resource Strategy |
A 10-month program in National Security Strategy focusing on the use of resources. Participation in this program is limited to Air Force employees in a position at the GS 14-15 levels. |
- Residential Coursework
- Developmental Assignment(s)
|
http://www.ndu.edu/icaf
|
GS 14-15 |
|
RAND Fellowship |
A 1-year program during which RAND Fellows employ advanced research techniques while working on Air Force-sponsored research. |
- Residential Coursework
- Developmental Assignment(s)
|
http://www.cadre.maxwell.af.mil/af_fellows
|
GS 14-15 |
|
Sloan Fellows Program in Innovation and Global Leadership (via Massachusetts Institute of Technology) |
A 1-year MBA program geared toward mid-career executives who want to build knowledge, networks, global understanding, and their own personal leadership paradigms. Participation in this program is limited to Air Force GS 14-15 employees with strong quantitative and analytical skills and 10-15 years of professional work experience. |
|
http://www.mitsloan.mit.edu
|
GS 14-15 |
|
Sloan Masters Program
(via Stanford University's Graduate School of Business) |
A demanding 10-month academic experience designed to deepen the command of all disciplines required for success as a general manager. Participation in this program is limited to Air Force employees with at least 5 years experience at the GS 14-15 levels. |
- Conferences
- Residential Coursework
|
http://www.gsb.stanford.edu/sloan
|
GS 15 |
|
Leadership Seminar |
A 5-day seminar providing the tools necessary to effectively execute leadership roles and responsibilities and develop diverse leadership skills as well as contemporary management concepts. |
|
HQ USAF/A1PF 604-493-1629
|
Department of Defense/Army (DOD/Army) |
GS 5-9 |
|
Army Intern Program |
A centralized, progressive, sequential, educational system that develops interns from the US Army for leadership positions. |
- Coursework
- Distance Learning
- On-the-job Training
|
http://www.Cpol.army.mil
|
GS 5-15 |
|
Civilian Education System |
A centralized, progressive, sequential, educational system that consists of foundational, basic, intermediate, and advanced courses in leadership development. |
- Residential Coursework
- Distance Learning
|
http://www.amsc.belvoir.army.mil
|
GS 9-13 |
|
U.S. Department of Agriculture Graduate School |
An educational center offering leadership training in all phases of management. The training is designed to equip employees with basic, intermediate, supervisory, and management skills. |
- Coursework
- Mentoring
- On-the-job Training
- Team Projects
|
http://www.grad.usda.gov
|
GS 9-15; SES |
|
Federal Executive Institute
and Management Development Centers
(via OPM Center for Leadership Capacity Services) |
Educational centers offering supervisors, managers, and executives learning experiences designed around the OPM Leadership Competencies by providing them with interagency residential training, customized courses, and consulting. |
- Coaching
- Consulting
- Coursework
- Individual Needs Assessment(s)
|
http://www.leadership.opm.gov
|
GS 14-15 |
|
Army War College
Senior Service College |
Senior Service College (SSC) prepares civilians for positions of greatest responsibility in the DoD. SSC requires an understanding of complex policy and operational challenges and increased knowledge of the national security mission. The SSCs available are the Army War College and the Army War College Distance Education Courses. |
- Residential Coursework
- Distance Learning
|
http://carlisle-www.army.mil/index.shtml
|
GS 14-15 |
|
Senior Executive Fellows Program
(via Harvard University’s John F. Kennedy School of Government) |
A 4-week program designed to help senior executives develop integrated skills of strategy and leadership. It provides participants with effective tools needed to adopt a strategic leadership role that will enable them to look at issues from new perspectives and generate a wider range of possible solutions. |
- Residential Coursework
- Team Projects
|
http://www.ksg.harvard.edu/smg-sef/program.htm
|
GS 15; SES |
|
Leadership for a Democratic Society
(via the Federal Executive Institute) |
A 4-week program bringing SES members and high-performance GS-15s together for courses that help executives develop broad corporate viewpoints, understand their constitutional roles, and enhance essential leadership competencies. |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Site Visits
- Team Projects
|
http://cpol.army.mil/library/train/catalog/ch04fei.html
|
Department of Defense/Army Corps of Engineers/Career Program Management (DOD/ACE/CP-18) |
GS 12-13 |
|
US Army Corps of Engineers
Leadership & Development Program |
A program consisting of 3 years of coursework and mentoring in addition to a 6-month developmental assignment, all of which is designed to expand the participant’s understanding of the Army engineer community, and prepare him/her to assume positions of leadership. |
- Coursework
- Developmental Assignment(s)
- Mentoring
|
edmond.g.gauvreau@usace.army.mil
|
Department of Defense/Army/Acquisition Support Center/Contracting Career Program Office (DOD/Army/ASC/CP-14) |
GS 14-15 |
|
Contracting Career Program Office
Senior Leader Development Program |
An 18-month program, during which participants receive extensive training based on Army core leadership competencies, through residential coursework, mentoring, team projects, and developmental assignments. Participation in this program is based on a competitive selection process open only to individuals within ASC/CP-14 who have breadth & depth of experience and have exhibited senior leader potential. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- On-the-job Training
- Interagency Rotational Assignment(s)
- Team Projects
|
http://asc.army.mil/programs/cp/opportunities.cfm
|
Department of Defense/Defense Commissary Agency (DOD/DeCA) |
GS 4-15 |
|
DeCA
Civilian Academic Degree Program |
A program that provides funding so that DeCA employees can obtain college degrees to support the agency’s organizational mission.
|
- Coaching
- Coursework
- Mentoring
|
Deloris Jordan deloris.jordan@deca.mil 804-765-2768
|
GS 5-15 |
|
DeCA
On-the-job Development Assignments
|
These 6-8 week work assignments prepare DeCA employees to take on greater responsibilities.
|
- Coaching
- Coursework
- Mentoring
|
Deloris Jordan deloris.jordan@deca.mil 804-765-2768
|
GS 12-14 |
|
DeCA
Corporate Successor Development Program |
A 2-4 year program to develop employees’ leadership/managerial skills necessary to fill upper-level positions within DeCA.
|
- Coursework
- Rotational Assignment(s)
- Seminars
- Team Projects
|
Deloris Jordan deloris.jordan@deca.mil 804-765-2768
|
Department of Defense/Defense Contract Audit Agency (DOD/DCAA) |
GS 12-13 |
|
DCAA
Supervisory Development Program
|
A 1-year program consisting of developmental assignments and training to prepare contract auditors for supervisory positions, ensuring that DCAA retains the most qualified workforce.
|
- Coaching
- Coursework
- Rotational Assignment(s)
|
Mr. Samuel J. Harker Sam.Harker@dcaa.mil 901-325-6100
|
GS 13-15 |
|
DCAA Director’s Fellowship Program in Management
|
A program that provides funding for the graduate studies of supervisors and managers in order to ensure that DCAA retains the most qualified workforce.
|
|
Dr. Joseph Burton Joe.Burton@dcaa.mil
901-325-6114
|
Department of Defense/Defense Contract Management Agency (DOD/DCMA) |
GS 7-11 |
|
DCMA
New Leader Program
(via USDA Graduate School)
|
A 6-month leadership development program designed to develop future DCMA leaders by providing assessment, experiential learning, and individual development opportunities. The program develops such leaders by providing a solid training and development foundation of leadership skills and team building, which are enhanced by agency developmental experiences.
|
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=211&Itemid=154
|
GS 7-13 |
|
DCMA Tier II Leadership Development Program
|
A program providing management with a vehicle for developing non-supervisory employees with leadership competencies key to DCMA's ability to meet its customers’ needs. It is a locally based program that provides individuals in DCMA with leadership-growth opportunities over a period of approximately three years.
|
- Coaching
- Coursework
- Individual Needs Assessment(s)
- Mentoring
|
http://home.dcma.mil/dcma-hrw/leadership_development/tierII.htm
|
GS 11-13 |
|
DCMA Executive Leadership Program (via USDA Graduate School)
|
A 10-month program helping DCMA employees to develop the leadership skills and competencies needed to assume positions as team leaders, supervisors, or managers.
|
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=212&Itemid=154
|
GS 11-15 |
|
DCMA Tomorrow's Leadership Initiative
|
DCMA’s premier leadership development initiative, designed to create a cadre of high potential, self-motivated, well-rounded employees who possess the agency’s key leadership competencies and are capable of performing higher-level responsibilities. The initiative provides competitively selected high-potential DCMA employees with the opportunity to build leadership competencies that are key to DCMA’s long-term success in supporting its ultimate customer, the “war fighter.” Individuals selected for this opportunity remain in their position of record during training, which is tailored to the individual’s needs as outlined in their individual development plan. However, participants are expected to complete the requirements within a 2-5 year period.
|
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Rotational Assignment(s)
|
http://home.dcma.mil/dcma-hrw/leadership_development/TL_Guidance.doc
|
GS 13-15 |
|
DCMA Cohort Training Program
|
A 3-month program consisting of four integrated courses supported by individual coaching, a wide battery of assessments, and three text books. The courses focus on self-assessment and developing the OPM leadership competencies.
|
- Coaching
- Coursework
- Individual Needs Assessment(s)
- Seminars
|
http://home.dcma.mil/dcma-hrw/leadership_development/cohort.htm
|
GS 13-15 |
|
DCMA Darden Executive Education Program (via the University of Virginia)
|
A 4-week program providing an intense, highly integrated, active learning experience. A core group of senior faculty members pool their talents and expertise to ensure that each participant leaves with a vastly more sophisticated global business viewpoint. The program covers issues such as strategy, leadership, change, and team building, as well as introduces revolutionary practices in functional areas including marketing, operations, technology management, and finance.
|
|
http://www.darden.virginia.edu/exed/tep/index.htm
|
GS 13-15; SES |
|
DCMA Legis Fellows Program (via the Brookings Center for Executive Educaton)
|
LEGIS Fellows experience firsthand the processes and politics of Congress during 7- or 12-month assignments on Capitol Hill. Fellows learn how to effectively manage and lead the legislative objectives of DCMA by becoming key members of a congressional office or committee staff. Throughout the fellowship period, fellows maintain a "federal employee in training" status and continue to receive their regular DCMA salaries.
|
- Coursework
- Rotational Assignment(s)
|
http://www.brook.edu/execed/fellows/legis_fellows.htm
|
GS 14-15 |
|
DCMA Senior Executive Fellows Program (via Harvard University's John F. Kennedy School of Government)
|
A 4-week program designed to help DCMA senior executives develop integrated skills of strategy and leadership. It provides participants with effective tools needed to adopt a strategic leadership role that will enable them to look at issues from new perspectives and generate a wider range of possible solutions.
|
- Residential Coursework
- Team Projects
|
http://www.ksg.harvard.edu/smg-sef/program.htm
|
GS 15; SES |
|
DCMA Leadership for a Democratic Society (via OPM's Federal Executive Institute)
|
A 4-week program bringing together managers and executives from 25 to 30 Federal agencies for a unique, residential learning experience. The objective is to help agencies in the development of their career executive corps, linking individual development to improved agency performance. Within an overarching emphasis on our government's constitutional framework, themes dealt with in the program are personal leadership, organizational transformation, policy, and global perspectives.
|
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Site Visits
- Team Projects
|
http://www.leadership.opm.gov/programs/Executive-Leadership-Development/LDS/Index.aspx
|
Department of Defense/Defense Finance and Accounting Service (DOD/DFAS) |
GS 7-11 |
|
DFAS Leaders in Motion
|
This program provides newly hired professional with technical skills as well as incorporating leadership, intrapersonal and interpersonal skills, networking, diversity and team building. |
- Conferences
- Coursework
- Rotational Assignment(s)
|
Joyce Mayhew 317-510-3920
Brent Smith 317-510-7825
|
GS 11-13 |
|
DFAS Managerial Development Program
|
A modular-based program consisting of courses equivalent to 17 days of instruction, designed to provide managers with the skills necessary to lead others and manage multiple priorities.
|
|
Deanna Reinhold 317-510-5264
|
All Levels |
|
DFAS Graduate Degree Program
|
A program that provides funding so that DFAS employees can obtain graduate degrees. Participation in this program is based on a competitive selection process.
|
|
Frank Gootee
317-510-1065
|
All Levels |
|
DFAS Undergraduate Degree Program
|
A program that provides funding so that DFAS employees can obtain undergraduate degrees. Participation in this program is based on a competitive selection process.
|
|
Frank Gootee
317-510-1065
|
All Levels |
|
DFAS Academic Degree Program |
Competitive process to provide funding for undergraduate or graduate degree completion. |
|
Frank Gootee 317-510-1065
|
Department of Defense/Defense Information Systems Agency (DOD/DISA) |
GS 5-12 |
|
DISA Emerging Leaders Program
|
A 1-year competency-based leadership development program designed to develop DISA first-line supervisors by enhancing their leadership and management capacities.
|
- Coaching
- Coursework
- Rotational Assignment(s)
|
Dr. Michael Konopka Michael.Konopka@disa.mil 703-607-4481
|
GS 13-15 |
|
DISA
Executive Leadership Development Program
|
A 3-year competency-based leadership development program that prepares DISA senior employees for potential positions in the Senior Executive Service.
|
- Coaching
- Coursework
- Rotational Assignment(s)
|
Dr. Michael Konopka Michael.Konopka@disa.mil 703-607-4481
|
Department of Defense/Defense Intelligence Agency (DOD/DIA) |
GS 7-15 |
|
DIA GEMSTONE
|
A 4-level leadership development program directed toward individual contributors and new and experienced supervisors and managers in DIA.
|
- Coursework
- Distance Learning
- Individual Needs Assessment(s)
- Mentoring
|
Dr. Edith Alexander
202-231-2799
|
Department of Defense/Defense Logistics Agency (DOD/DLA) |
GS13-15 |
|
DLA Enterprise Leader Development Program
|
A individualized program that employs a tiered method of leadership development, using an enterprise-wide approach to expanding the DLA employee’s capacity to be effective in the various roles of a leader. Depending on the level/tier of the employee, the program can take 1day to 2 years to complete.
|
- Coaching
- Coursework
- Individual Needs Assessment(s)
- Mentoring
|
http://www.hr.dla.mil/dtc/eldp.htm
|
GS 13-15; SES |
|
DLA
Executive Development Program
|
A program providing an enterprise-wide approach to identifying future leaders in DLA and preparing them for greater responsibility and authority. Courses range in length from a few days to 10 months. Participation in this program is based on a competitive selection process.
|
- Coursework
- Developmental Assignment(s)
|
http://www.hr.dla.mil/j1/Execdev/main.htm
|
Department of Defense/Missile Defense Agency (DOD/MDA) |
GS 14-15; SES |
|
MDA Senior Leadership Development Course
|
A 5-day course focusing on developing leadership skills in selected MDA employees by incorporating practical exercises in team building and by providing feedback.
|
|
John Barber John.Barber@mda.mil
|
Department of Defense/National Geospatial Intelligence Agency (DOD/NGA) |
GS 3-15; Pay Bands 1-5; SES |
|
NGA Leadership Training Cornerstone Program
|
A program consisting of a progressive series of five 1-2 week courses designed to build leadership skills at all levels of the organization. Participation in those courses directed toward NGA employees at Pay Bands 4-5, GS-levels 13-15, and above (SES, SIS, DISL) is based on a competitive selection process.
|
|
Dr. Norman A. Endlich
301-227-9100
|
Department of Defense/National Security Agency (DOD/NSA) |
GS 12-13 |
|
NSA
Front-Line Leader Program
|
A mandatory 2-year program for new NSA first-line supervisors, which develops foundational supervisory and leadership skills. The program has two parts: leadership competency building and NSA-specific “rules and tools” training.
|
- Coaching
- Coursework
- Individual Needs Assessment(s)
|
Center for Leadership and Professional Development 410-854-6656
|
GS 15
|
|
NSA
Senior Leadership Candidate Development Program
|
A 2-3 year program offering participants an individually tailored, structured approach for preparing themselves to compete for NSA senior leadership positions. Completion of this program certifies the participants for promotion to positions in the Defense Intelligence Senior Executive Service (DISES).
|
- Coaching
- Coursework
- Rotational Assignment(s)
|
Center for Leadership and Professional Development 410-854-6656
|
GS 15; SES |
|
NSA
Director’s Leadership Program |
A program, to be completed in less than 1 year, designed for recently elevated NSA senior leaders and members of the NSA DISES/DISL certified pool. It develops skills in leadership, diversity management, and business acumen.
|
|
Center for Leadership and Professional Development 410-854-6656
|
GS 15; SES |
|
NSA
Industry Job Rotations
|
A program consisting of 1-year developmental assignments for selected NSA employees in NSA’s partner private industries. The assignments develop business skills and expose participants to other organizational cultures.
|
|
Center for Leadership and Professional Development 410-854-6656
|
Department of Defense/Navy (DOD/Navy) |
GS 5-7 |
|
Aspiring Leader Program (via USDA Graduate School) |
A 3-month program structured around three 5-day seminars. Participants are assigned to a leadership development team during the first seminar. Through strengthening basic competencies and managerial skills, this program prepares federal employees for positions as team leaders, supervisors, and managers. |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=210&Itemid=154
|
GS 7-11 |
|
New Leader Program (via USDA Graduate School) |
A 6-month leadership development program designed to develop future public service leaders by providing assessment, experiential learning, and individual development opportunities. The program develops future public service leaders by providing a solid training and development foundation of leadership skills and team building, which are enhanced by agency developmental experiences. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=211&Itemid=154
|
GS 11-13 |
|
Executive Leadership Program
(via USDA Graduate School) |
A 10-month program to help participants develop the leadership skills and competencies needed to assume positions as team leaders, supervisors, or managers. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=212&Itemid=154
|
GS 14-15 |
|
College of Naval Warfare Masters Program in National Security and Strategic Studies |
A 10-month program to prepare civilians for positions of greatest responsibility in the DOD. The program, which is part of the Senior Service College, develops an understanding of complex policy and operational challenges, and increased knowledge of the national security mission. |
|
http://www.nwc.navy.mil
|
GS 13-15; SES |
|
Legis Fellows Program (via the Brookings Center for Executive Education) |
LEGIS Fellows experience firsthand the processes and politics of Congress during 7- or 12-month assignments on Capitol Hill. This program provides an opportunity for civilians and Naval Officers to broaden their knowledge of the operations and organization of Congress while enhancing the Navy's ability to fulfill its role in the national policy development process. |
- Coursework
- Rotational Assignment(s)
|
http://www.brook.edu/execed/fellows/legis_fellows.htm
|
GS 15; SES |
|
Leadership for a Democratic Society
(via OPM's Federal Executive Institute) |
A 4-week program bringing SES members and high-performance GS-15s together for courses that help executives develop broad corporate viewpoints, understand their constitutional roles, and enhance essential leadership competencies. |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Site Visits
- Team Projects
|
http://www.leadership.opm.gov/programs/Executive-Leadership-Development/LDS/Index.aspx
|
Department of Defense/Washington Headquarters Services (DoD/WHS) |
SES |
|
APEX |
A 2-week program offered each September and March focusing on SES responsibilities and performance, as defined by the Executive Core Qualifications (ECQs). The program assists participants with framing their responsibilities in light of DoD and component priorities. It offers a blend of briefings and question-and-answer sessions with senior ranking DoD civilian and military leaders focusing on the current issues facing the Department. |
|
WHS/HRD 703-604-6852 http://www.apexnet.org
|
GS 13; SES |
|
National Security Studies Program |
A program designed to investigate issues from a practical leadership perspective. Participants meet 2 days a week for 6 weeks and may choose among three different curricula. Topics include military plans and actions; intelligence gathering, analysis and sharing; and nation building. |
- Coaching
- Coursework
- Seminars
|
WHS/HRD 703-604-6852 www.gwu.edu/~nssp
|
Department of Education (ED) |
GS 11-15 and SES |
|
Supervisory Mentoring at ED Program |
Year-long mentoring program that facilitates the sharing of knowledge and experience between seasoned managers and new supervisors. |
- Individual Development Plan
- Mentoring
- Seminars
- Shadowing Assignment(s)
|
Chaprella.Collins@ed.gov
202-401-1678
|
GS 12-13 |
|
Preparing to be a Supervisor (via the USDA Executive Leadership Program) |
A 9-month program to help participants develop the leadership skills and competencies needed to become successful leaders and/or managers. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Mentoring
- Shadowing Assignment(s)
- Team Projects
|
Angela.Riddick@ed.gov
202-401-3853
http://grad.usda.gov/index.php?option=com_content&task=view&id=212&Itemid=154
|
GS 14-15 |
|
Executive Emerging Development Leadership Program (via the USDA Executive Potential Program) |
A 1-year competency-based leadership program designed to develop senior-level employees who wish to become more effective leaders and want to enhance their qualifications for acceptance into the Senior Executive Service (SES). |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Interviews
- Mentoring
- Shadowing Assignment(s)
- Team Projects
- 360° Feedback Assessment
|
Angela.Riddick@ed.gov
202-401-3853
http://grad.usda.gov/index.php?option=com_content&task=view&id=213&Itemid=154
|
SES |
|
Senior Executive Service (SES) Continuing Development Program |
Annual leadership development requirement designed for continuous development of senior executives. |
- Coaching
- Conferences
- Coursework
- Residential Coursework
- Distance Learning
- Individual Development Plan
- Mentoring
- Self-development Activities
|
Angela.Riddick@ed.gov
202-401-3853
|
Department of Energy (DOE) |
GS 5-7 |
|
Aspiring Leader Program
(via USDA Graduate School) |
A 3-month program structured around three 5-day seminars. Participants are assigned to a leadership development team during the first seminar. Through strengthening basic competencies and managerial skills, this program prepares federal employees for positions as team leaders, supervisors, and managers. |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
training@doeal.gov
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=210&Itemid=154
http://humancapital.doe.gov/Training/index.asp
|
GS 5-9 |
|
DOE Scholars Program
-Career Intern
Program
-National Nuclear
Security
Administration
(NNSA) Future
Leaders Program
-Technical Intern
Program -Technical Leadership
Development
Program |
The DOE Scholars Program is one means of addressing DOE's succession planning needs and, along with other entry-level hiring mechanisms, supports the President's Human Capital initiative of moving more Federal jobs to the front-lines. This new program is expected to become a cornerstone in DOE's efforts to rebuild its workforce. |
- Coursework
- Developmental Assignment(s)
- Distance Learning
- Individual Development Plan
- Mentoring
|
training@doeal.gov
|
GS 7-11 |
|
New Leader Program
(via USDA Grad School) |
A 6-month leadership development program designed to develop future public service leaders by providing assessment, experiential learning, and individual development opportunities. The program develops future public service leaders by providing a solid training and development foundation of leadership skills and team building, which are enhanced by agency developmental experiences. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
training@doeal.gov
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=211&Itemid=154
|
GS 11-13 |
|
Executive Leadership Program
(via USDA Graduate School) |
A 10-month program to help participants develop the leadership skills and competencies needed to assume positions as team leaders, supervisors, or managers. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
training@doeal.gov
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=212&Itemid=154
http://humancapital.doe.gov/Training/index.asp
|
GS 11-13 |
|
Headquarters Leadership Transition Program |
A program that develops professionals at the GS-11 to 13 levels for leadership positions by enhancing their communication, problem-solving, leadership, and interpersonal skills. |
- Coursework
- Developmental Assignment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
training@doeal.gov
|
GS 11-13 |
|
Human Capital Management Leadership Program (via USDA Graduate School) |
A 6-month non-residential program offered in Washington, D.C. and San Francisco only. The program includes three 1-week courses designed to improve the level of human capital expertise within agencies so that managers and human capital specialists can assess, formulate, and implement human capital strategies that support their agencies' missions. |
- Coursework
- Developmental Assignment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
training@doeal.gov
http://www.grad.usda.gov/course_details.php?cid=PMGT9980L
|
GS 12-14 |
|
National Security Studies Program at:
-Industrial College of
Armed Forces -National War College
-College of Naval
Warfare Program
-College of Naval
Command and Staff |
The mission of the National Security Studies Program is to promote the development of students as strategic thinkers and national security policymakers. A crucial objective is to enable students to effectively operate at the strategic level of crafting national-level policies and deciding “why” one policy is more likely to safeguard the nation’s security than another. This program is open to full-time, high-potential, non-supervisory DOE and NNSA employees, who have a minimum of three years of Federal service, one year of which must be in their current GS-12 to 14 positions (or equivalent.) |
|
training@doeal.gov
http://www.ndu.edu/icaf/departments/NSS/index.htm
|
GS 13-15 |
|
Executive Potential Program
(via USDA Graduate School) |
A 1-year competency-based leadership program designed to develop senior-level public service employees into more effective leaders. The program is based on OPM's Executive Core Qualifications and USDA's Leadership Effectiveness Inventory. |
- Benchmarking Site Visits
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Interviews
- Mentoring
- Shadowing Assignment(s)
- Team Projects
- 360° Feedback Assessment
|
training@doeal.gov
http://www.grad.usda.gov/index.php?option=com_content&task=view&id=213&Itemid=154
|
GS 14-15 |
|
Excellence in Government Fellows Program
(via Council for Excellence in Government) |
A 12-month program, during which the fellows build the skills to lead people, communicate effectively, form partnerships, remain focused and flexible in changing work environments, and achieve important results. Participants remain in their current DOE positions (GS 14-15 and in exceptional circumstances GS-13) and attend program activities when scheduled. |
- Benchmarking Site Visits
- Coaching
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Team Projects
|
training@doeal.gov
http://www.excelgov.org/index.php?keyword=a432f9dcf477ba
http://humancapital.doe.gov/Training/index.asp
|
GS 14-15 |
|
Senior Executive Fellows Program
(via Harvard University's John F. Kennedy School of Government) |
A 4-week program designed to help senior executives develop
integrated skills of strategy and leadership. It provides participants with effective tools needed to adopt a strategic leadership role that will enable them to look at issues from new perspectives and generate a wider range of possible solutions. |
|
training@doeal.gov
http://www.ksg.harvard.edu/smg-sef/program.htm
|
GS 14-15 |
|
SES Candidate Development Program |
A 13-month program during which candidates are provided with opportunities to build competence in the OPM Executive Core Qualifications. Successful completion of the program provides eligibility for appointment to the DOE SES without competition. Participation is based on a competitive selection process restricted to individuals with at least 1 year of leadership experience in a position at the GS-14/15 level or equivalent. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Distance Learning
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Mentoring
- Team Projects
|
training@doeal.gov
|
GS 14-15; SES |
|
Senior Executive Service Development Seminars (via USDA Graduate School) |
This program consists of 5 Senior Executive Service (SES) seminars designed to help position participants for selection into the SES. Each seminar reflects different key components of OPM's Executive Core Qualifications. |
|
training@doeal.gov
http://www.grad.usda.gov/index.php?option=com_dcontent&id=7
|
GS/GM-15; SES |
|
Leadership for a Democratic Society
(via OPM Federal Executive Institute) |
A 4-week program that brings together managers and executives from 25 to 30 Federal agencies for a unique, residential learning experience. The objective is to help agencies in the development of their career executive corps, linking individual development to improved agency performance. Within an overarching emphasis on our government's constitutional framework, themes dealt with in the program are personal leadership, organizational transformation, policy, and global perspectives. |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Site Visits
- Team Projects
|
training@doeal.gov
http://www.leadership.opm.gov/programs/Executive-Leadership-Development/LDS/Index.aspx
|
All Levels |
|
Departmental Mentoring Program |
A program featuring members of the Senior Executive Service and employees at the GS-13 to 15 levels serving as mentors.
The program prepares high-potential employees for leadership positions by providing professional development guidance in the workplace. |
- Coursework
- Individual Development Plan
- Mentoring
|
training@doeal.gov
|
All Levels |
|
Energy On-line Learning Center |
A web-based training and knowledge management system that provides all DOE employees with access to over 500 business management and leadership courses and over 800 information technology courses. In addition, DOE-specific courses are available on the system. |
|
training@doeal.gov
https://olc2.energy.gov/elms/learner/login.jsp
|
Department of Energy/National Nuclear Security Administration (DOE/NNSA) |
GS 12-14 |
|
Mid-Level Leadership Development Program |
A 12-month program during which participants are provided with opportunities to build competence in creativity/innovation, external awareness, financial management, influencing/negotiating, political savvy, service motivation, technical credibility, technology management, and media/public communications. Participation is based on a competitive selection process restricted to NNSA employees at the GS 12-14 levels or equivalent. |
- Coursework
- Developmental Assignment(s)
- Interviews
- Mentoring
- Rotational Assignment(s)
- Shadowing Assignment(s)
|
training@doeal.gov
|
Department of Energy/Office of Security and Safety (DOE/OSS) |
GS 13-15 |
|
Leadership Development Institute
(via National Training Center) |
An institute designed for high-performing executives in GS 13-15 positions at OSS and NNSA. The program develops competencies through workshops presented by DOE and other Federal agency experts, senior managers, and industry leaders in management and leadership positions. Specific opportunities for agency improvement are identified by the senior manager and addressed by a "think tank" of student attendees. An 80-hour (2-week) kick-off session serves as the planning portion of the chosen agency improvement project. After this session ends, the project team continues working together using an on-line forum. |
- Coursework
- Distance Learning
- Individual Development Plan
- Individual Needs Assessment(s)
- Team Projects
|
http://www.ntc.doe.gov/PDP/adapt.aspx
|
All Levels |
|
Advanced Development and Professional Training Program
(via National Training Center) |
A program designed primarily for OSS personnel who have been reassigned to a new position or who have had additional responsibilities added to their existing duties. Tailored career counseling establishes individuals' current levels of competency (including leadership), which are matched against those required by the new or expanded positions. |
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Shadowing Assignment(s)
|
http://www.ntc.doe.gov/PDP/adapt.aspx
|
All Levels |
|
Professional Enhancement Program
(via National Training Center) |
A program that formally recognizes training in each of the six Safeguards & Security disciplines. Professional and Masters certificates are offered for completion of selected core, technical, and elective courses. The program minimizes disruption of participants' work routines by relying on distance-learning technology to accelerate core training. Because experience is as valuable as education, students can apply for an equivalency or credit transfer for training content they already know. Through this program, combinations of training, experience, competence, and performance are validated and made applicable to professional certificates. |
- Coursework
- Distance Learning
|
http://www.ntc.doe.gov/PDP/pepguide/
|
Environmental Protection Agency (EPA) |
GS 7-9 |
|
EPA Intern Program |
A comprehensive entry-level, professional career development program designed to recruit and nurture the next generation of EPA leaders. To foster both their personal and professional growth, interns participate in a 2-year EPA familiarization and career development program. Each intern has a "home base" at EPA headquarters or a regional office. |
- Individual Development Plan
- Orientation
- Rotational Assignment(s)
- Site Visits
- Team Projects
|
smith.kents@epa.gov
monroe.charlene@epa.gov
|
GS 7-14 |
|
Mid-Level Development Program |
Six 3-4-day workshops to prepare mid-level employees for leadership, management, and supervisory vacancies that will occur in EPA during the next 5-10 years. The coursework is designed to develop participants’ core leadership competencies as identified by OPM and the EPA Workforce Assessment Project. |
|
thompkins.constance@epa.gov
|
GS 12-15 |
|
Stepping Up to Supervision |
A 2-day workshop providing valuable information to individuals who wish to apply for a supervisory position. Participants engage in hands-on activities that address the specific skills identified as critical to be a successful supervisor and leader. |
- Coursework
- Individual Development Plan
- Mentoring
- 360° Feedback Assessment
|
rodriguez.edna@epa.gov
|
GS 12-15 |
|
Successful Leaders Program |
A 1-year program required of new managers and supervisors, which provides skills in building effective relationships, setting performance expectations, understanding supervisory roles, monitoring performance outcomes, providing effective feedback, building productive and collaborative partnerships, and overseeing the development of high quality products and services. |
- Coaching
- Coursework
- Distance Learning
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
|
ridings.sharon@epa.gov
rodriguez.edna@epa.gov
|
GS 14-15 |
|
SES Candidate Development Program |
An 18-month program, during which the candidate is provided with opportunities to build competence in
the OPM Executive Core Qualifications. Participation in this program is based on a competitive selection process restricted to individuals with at least 1 year of leadership experience in a position at the GS-14/15 level or equivalent. Successful completion of the program provides eligibility for appointment to the SES at EPA without competition. |
- Coaching
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- On-the-job Training
- Interagency Rotational Assignment(s)
- Team Projects
|
smith.susan@epa.gov
|
GS 1-11 |
|
Administrative Leadership |
EPA offers a number of development activities that support the professional development of our individual contributors. The activities focus on the core competencies outline for success and are delivered in a variety of venues. Primary competencies cover topics such as building effective relationships, self-leadership, mentoring, rotations, and detail opportunities that focus on each individual's skill enhancement needs. |
- Coursework
- Developmental Assignment(s)
- Distance Learning
- Individual Development Plan
- Mentoring
- Self-development Activities
|
thompkins.constance@epa.gov
|
General Services Administration (GSA) |
GS 5-15 |
|
Leadership for New Supervisors |
A 1-week residential course focusing on helping new supervisors build skills consistent with the 14 GSA Leadership Competencies. The course includes modules which help the participants develop skills in conflict resolution, delegation, building leadership relationships, performance management, and workforce engagement. |
|
Rosalind Bailey rosalind.bailey@gsa.gov 202-501-4737
|
GS 9-15 |
|
The Leading Edge Program |
The program provides a menu of opportunities for individuals seeking to improve their leadership capacity. It offers the 360° Feedback Assessment with professional guidance, executive coaching, and leadership workshops. Individuals may select to participate in one or more of the components of this program. |
- Coaching
- Coursework
- 360° Feedback Assessment
|
Elizetta Williamson elizetta.williamson@gsa.gov 202-501-0167
|
GS 13-15 |
|
Advanced Leadership Development Program |
A 12-month program offering high-level managers learning experiences designed around the 14 GSA Leadership Competencies. These experiences include coursework, developmental assignments, and coaching. Participation in this program is based on a competitive selection process limited to individuals with at least 1 year in a GSA position at the GS 13-15 levels or equivalent. |
- Coaching
- Coursework
- Rotational Assignment(s)
- Shadowing Assignment(s)
|
Elizetta Williamson elizetta.williamson@gsa.gov 202-501-0167
|
GS 11-15; SES |
|
GSA External Leadership Programs |
A program overseeing GSA-funded participation in USDA leadership programs, OPM residential seminars, college/university courses, professional seminars and conferences, etc. |
|
Elizetta Williamson elizetta.williamson@gsa.gov 202-501-0167
|
All Levels |
|
GSA Online University (OLU) |
GSA OLU houses several learning functions, such as online courses, e-books, links to other reference sources, testing, and performance planning. GSA OLU also offers a variety of communication tools to foster the exchange of knowledge and information (e.g., calendars & bulletin boards). |
|
http://www.olu.gsa.gov
http://www.olu.gsa.gov/courses/custom/GSA_OLU/GSA_OLU_Mgmt&Leadership_Course_Catalog_Aug06.xls
|
Department of Health and Human Services (HHS) |
GS 6-12 |
|
Emerging Leaders Program |
A 2-year program intended for the best recent university/college graduates who are eager to make contributions to HHS. The program allows participants to explore diverse career fields related to their educational background, within HHS, while providing them with the skills and experience needed for a career with the Federal Government. Each participant is hired by one of the HHS Operating Divisions for a conditional GS-9 position with promotion potential up to GS-12. Upon successful completion of the program, the participant is appointed to a permanent HHS position without competition. |
- Coursework
- Mentoring
- On-the-job Training
- Rotational Assignment(s)
|
http://www.hhs.gov/careers/elp.html
|
GS 9-11 |
|
Presidential Management Fellow (PMF) Program |
This two-year program was established to attract outstanding individuals from a variety of academic disciplines who have a clear interest in, and commitment to, excellence in the leadership and management of public policies and programs. At HHS, the Program has helped meet workforce and succession planning goals by attracting masters, law, and doctoral students to federal service. HHS has hired over 1,000 PMFs since the program was established and averages 38 hires annually, with a retention rate of approximately 90%. |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
|
Vickie Baldwin HHS-wide Agency PMF Coordinator HHS University 6010 Executive Blvd Suite 400 Rockville, MD 20852 Vickie.Baldwin@psc.hhs.gov 301-443-9901
|
GS 14-15 |
|
SES Candidate Development Program |
A 6-18 month department-wide competitive program designed to develop GS-14 and 15 employees at HHS with high potential for the SES ranks. During the program candidates create an Executive Development Plan and undergo developmental experiences and formal training to prepare them for SES certification by OPM. |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- On-the-job Training
|
http://learning.hhs.gov/development/sescdp.html
|
All Levels |
|
Mentoring Program |
A program designed to connect employees across HHS in order to foster career development. The connections should enable mentors to share their expertise and knowledge and provide mentees with the opportunity to gain broader perspectives of government in general and of HHS in particular, enchancing their ability to achieve their career goals. |
|
http://learning.hhs.gov/development/mentoring.html
|
Department of Health and Human Services/Centers for Disease Control and Prevention (HHS/CDC) |
GS 14-15; SES |
|
National Public Health Leadership Institute |
A 12-month leadership development program funded by CDC and offered through the Center for Creative Leadership and the University of North Carolina at Chapel Hill. The goal of the Institute is to strengthen the leadership competencies of senior public health officials and to build inter-organizational teams so that communty health status will improve. |
- Coaching
- Coursework
- Distance Learning
- Individual Development Plan
- Networking
- Team Projects
|
http://www.phli.org/aboutPHLI/index.htm
|
Department of Health and Human Services/Centers for Medicare and Medicaid Services (HHS/CMS) |
GS 14-15 |
|
Leadership in Context (LinC) |
A 12-day Program conducted over a 4-month period, designed to develop and enhance the leadership skills of new CMS managers focusing on five competencies: managing change, leading people, producing results, managing resources, and partnering/building coalitions.
The program emphasizes specific day-to-day behavioral leadership skills, rather than theoretical concepts, within the context of the CMS culture. Actual CMS management and organizational issues are dealt with. |
- Coursework
- Distance Learning
|
Lonni Kint
410-786-4175
|
Department of Health and Human Services/Indian Health Services (HHS/IHS) |
SES |
|
Executive Leadership Development Program |
A leadership program for Indian healthcare executives in Federal, Tribal or Urban settings, which consists of three 4½-day sessions presented over a 12-month period. The goal of the program is to provide a forum in which participants learn new skills and different approaches to reduce barriers, increase innovation, ensure a better flow of information and ideas, and lead change. |
- Coursework
- Networking
- Team Projects
|
http://www.ihs.gov/NonMedicalPrograms/ELDP/index.asp
|
Department of Health and Human Services/National Institutes of Health (HHS/NIH) |
GS 9-12 |
|
Management Intern (MI) |
This two-year program is intended to take outstanding individuals within the NIH and develop them into leaders for the organization. |
- Coursework
- Mentoring
- Rotational Assignment(s)
|
NIH Training Center
301-496-6211
|
GS 14-15; SES |
|
NIH Senior Leadership Program |
A 10-day program divided into 5 sessions, to assist senior scientists and administrators in developing the leadership competencies necessary to meet leadership challenges at NIH. |
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
|
http://learningsource.od.nih.gov/Sr-Leadership.html
|
Department of Homeland Security/Coast Guard (DHS/USCG) |
GS 5-7 |
|
Aspiring Leader Program (via USDA Grad School) |
A 3 month program designed to strengthen basic competencies in oral and written communication, problem solving, leadership, interpersonal skills, self-direction, flexibility, customer service, and decisiveness. |
- Residential Coursework
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
CG133TrainingCourses@uscg.mil
http://www.uscg.mil/leadership/training
|
GS 7-11 |
|
New Leader Program (via USDA Grad School) |
A 6 month program designed to strengthen the employee’s leadership competencies and to teach them how to apply the skills they learn in real-world situations. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
CG133TrainingCourses@uscg.mil
http://www.uscg.mil/leadership/training
|
GS 11-13 |
|
Executive Leader Program (via USDA Grad School) |
A 9 month program designed to strengthen the employee’s leadership competencies and to teach them how to apply the skills they learn in real-world situations. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
CG133TrainingCourses@uscg.mil
http://www.uscg.mil/leadership/training
|
GS 13-15 |
|
Executive Potential Program (via USDA Grad School) |
1 year competency-based leadership program designed to develop senior-level public service employees into more effective leaders. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- Interviews
- Shadowing Assignment(s)
- Team Projects
|
CG133TrainingCourses@uscg.mil
http://www.uscg.mil/leadership/training
|
Department of Housing and Urban Development (HUD) |
GS 11-13 |
|
Emerging Leaders Program |
A 1-year competency-based program that focuses on the Executive Core Qualifications. The program is open to high-performing HUD employees who desire to transition into leadership positions. |
- Coursework
- Distance Learning
- Interviews
- Rotational Assignment(s)
- Shadowing Assignment(s)
- Team Projects
|
William Johnson william_p._johnson@hud.gov 202-708-3368 x4356
|
GS 14-15 |
|
Council for Excellence in Government Fellows Program |
A 12-month program, during which the fellows build the skills to lead people, communicate effectively, form partnerships, remain focused and flexible in changing work environments, and achieve important results. Participants remain in their current positions and attend program activities when scheduled. |
- Benchmarking Site Visits
- Coaching
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Team Projects
|
William Johnson william_p._johnson@hud.gov 202-708-3368 x4356
|
GS 14-15 |
|
SES Candidate Development Program |
A 1-year program designed to develop a cadre of leaders for the Senior Executive Service of HUD. The program provides a series of intensive developmental/training assignments which will enhance the candidates’ leadership skills and broaden their understanding of overseeing programs and operations at the executive level. Participation in this program is based on a competitive selection process restricted to individuals with at least 1 year of leadership experience in a position at the GS-14/15 level or equivalent. Successful completion of the program provides eligibility for appointment to the HUD SES without competition. |
- Benchmarking Site Visits
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- On-the-job Training
- Rotational Assignment(s)
- Shadowing Assignment(s)
- Team Projects
|
William Johnson william_p._johnson@hud.gov 202-708-3368 x4356
|
Department of Interior (DOI) |
GS 5-7 |
|
Government-wide Acquisition Management Intern Program |
A 3-year program designed to recruit and develop procurement professionals and government business leaders of the future. |
- Coursework
- Mentoring
- Rotational Assignment(s)
|
http://www.doiu.nbc.gov/intern.html
|
GS 5-7 |
|
Office of the Secretary Management Intern Program |
A 2-year program designed to recruit and develop future leader’s for DOI’s management functions |
- Coursework
- Mentoring
- Rotational Assignment(s)
|
http://www.doiu.nbc.gov/intern.html
|
GS 7 |
|
Financial Management Career Intern Program |
A 3-year program designed to recruit and develop future financial leaders at DOI. |
- Coursework
- Mentoring
- Rotational Assignment(s)
|
http://www.doiu.nbc.gov/intern.html
|
GS 9-12 |
|
Foundations in Leadership Program |
An 80-hour certificate program designed to develop leadership skills and technical competence in mid-level administrative and support staff. |
|
Rebecca Rabuck Rebecca_L_Rabuck@nbc.gov 202-208-3446 http://doilearn.doi.gov
|
GS 12-13 |
|
Pathways to Leadership |
Specifically designed for the Bureau of Indian Affairs and the Office of Special Trustees, this 12-month program focuses on critical leadership competencies needed to meet the challenging and complex environment of Indian Programs. |
|
Bonnie Stewart Bonnie_L_Stewart@nbc.gov 303-969-5425
|
GS 9-15 |
|
Leadership Competency Series |
Eleven on-site courses lasting 1 to 5 days, all of which are designed to meet the leadership competency requirements of supervisors, managers, and executives in the Federal Government. |
- Coursework
- Individual Needs Assessment(s)
|
http://www.doiu.nbc.gov/lcsfy06.html
|
GS 15 |
|
SES Candidate Development Program |
An 18-month executive development program designed to prepare candidates for the Senior Executive Service at DOI. |
- Coursework
- Individual Needs Assessment(s)
- Mentoring
- Rotational Assignment(s)
|
http://www.doiu.nbc.gov/sescdp.html
|
Department of Interior/Bureau of Land Management (DOI/BLM) |
GS 5-15 |
|
BLM National Training Center Leadership Challenge Course |
A 1-week self-development course whose primary target audience is non-supervisory employees. The course is intended to provide participants with the tools for developing a plan of action to improve their leadership skills. The course is framed around the OPM Leadership Competencies and is focused on BLM’s belief that all employees have leadership capabilities and can make a difference. |
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
|
http://www.ntc.blm.gov/leadership/employee_challenge.html
|
GS 7-13 |
|
BLM National Training Center Emerging Leaders Program |
A 14-month training program whose goal is to develop the core leadership competencies of employees interested in expanding their leadership capabilities and preparing themselves for higher levels of leadership in the organization. A competitive process is used to select participants. |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
|
http://www.blm.gov/nhp/efoia/ntc/2006/ib/06ib-42p.html
|
GS 12-14 |
|
BLM National Training Center Leadership Academy Program |
A 1-year program whose goal is to develop the finest managers possible for the BLM. The primary target audience for the Leadership Academy is existing high potential managers. A competitive process is used to select participants for the Leadership Academy, during which applicants are carefully screened by their State Directors, Center Directors, or WO Assistant Directors. |
- Coursework
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- Mentoring
- Team Projects
|
http://www.ntc.blm.gov/leadership/employee_academy.html
|
Department of Interior/U.S. Fish and Wildlife Service (DOI/USFWS) |
GS 9-12 |
|
National Conservation Training Center (NCTC) Supervisory Skills Development Program |
A program intended to help new supervisors become more effective leaders. It is made up of two Phases. Phase I includes a minimum of 40-hours of basic training in human resources management, equal employment opportunity, diversity, and ethics. Phase II training supports development of supervisory leadership skills, with a goal of 40 hours of training during the second year of service in a supervisory position. For each topic in Phases I and II, NCTC provides on-line and/or residential training, or identifies other available training that teaches required supervisory skills. |
- Residential Coursework
- Distance Learning
- Individual Needs Assessment(s)
|
http://training.fws.gov/led/supvdevlprogram/index.htm
|
GS 11-12 |
|
National Conservation Training Center (NCTC) Stepping Up to Leadership Program |
A 6-month program offering mid-level managers the chance to improve their leadership skills through a variety of learning experiences. The program includes a 2-week session targeting leadership competencies and 1 follow-up week after a 6-month interim. The interim requires a commitment to work on an Individual Development Plan through developmental assignments, coaching, and work on team projects. Areas to be covered include interpersonal skills, communication skills, team process techniques, and balancing work and personal life. |
- Coaching
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Shadowing Assignment(s)
- Team Projects
|
http://doilearn.doi.gov/training/classscheduler/index.cfm
http://training.fws.gov/led/courses/led6072.html
|
GS 13-14 |
|
National Conservation Training Center (NCTC) Advanced Leadership Development Program |
An 11-month program offering participants an opportunity to explore leadership in the USFWS and to assess and develop themselves as leaders. The program includes three phases focusing on self, group, and the organization. Although there are 4 weeks of residential instruction, the primary learning environment is within the organization itself. Developmental assignments and USFWS coaches are used to explore leadership in the day-to-day environment of the Service. Emphasis is placed on the development of awareness of self as a leader through extensive assessment and feedback. |
- Coaching
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Team Projects
|
http://doilearn.doi.gov/training/classscheduler/index.cfm
http://training.fws.gov/led/courses/led6078.html
|
GS 9-15 |
|
National Conservation Training Center (NCTC) Leadership and Employee Development Courses |
Various 2 to 5-day leadership development courses related to the following topics:
Administrative Training
Instructional Skills
Interpersonal Skills
Leadership Training
Orientation Training
Supervisory Training
Team Training |
- Coursework
- Individual Needs Assessment(s)
|
http://training.fws.gov/led/training.html
|
Department of Interior/U.S. Geological Survey (DOI/USGS) |
GS 1-15 |
|
USGS Leadership Program |
The USGS Office of Employee Development offers basic supervisory courses, customized management training, and leadership learning experiences designed around the OPM Leadership Competencies, USGS Guiding Principles, and results of OPM/DOI/USGS surveys. Courses of 2 to 5 days are offered throughout the United States/across the USGS organizational hierarchy. Employee and organizational development consultation is provided by internal/external consultants. |
- Coaching
- Coursework
- Mentoring
- Team Projects
- 360° Feedback Assessment
|
http://training.usgs.gov
|
United States International Trade Commission (USITC) |
GS 12-15 |
|
The USITC Human Capital Strategic Plan Output |
This program provides skill-building opportunities by leadership level. Each participant creates an IDP which may include: USITC-funded coursework at other Federal agencies, colleges or private sector companies, professional activities, and on-the-job training. |
- Conferences
- Coursework
- Distance Learning
- Individual Development Plan
- On-the-job Training
- Seminars
|
Paula.Chandler@usitc.gov
|
GS 12-15 |
|
The USITC Strategic Human Capital Initiative |
A mandatory program consisting of three 2-day modules (Leading for High Performance, Leadership Challenge, and Leading through Collaboration) which offer skills analysis and training for leaders at three levels of responsibility: first-line supervisors, second -line supervisors, and members of the Senior Executive Service. |
- Coursework
- 360° Feedback Assessment
|
Paula.Chandler@usitc.gov
|
GS 2-15; SES |
|
New Employee Orientations |
I - During the first year of employment there are monthly training activities for all new employees.
II – In the Office of General Council, new attorneys are teamed with senior attorneys to work on and participate in moot court sessions to develop oral advocacy skills.
III – In the Office of Investigations, new employees are trained by senior staff. |
- Distance Learning
- Mentoring
- On-the-job Training
- Seminars
- Site Visits
|
Paula.Chandler@usitc.gov
|
Department of Justice (DOJ) |
GS 14-15 |
|
SES Candidate Development Program (SES CDP) |
The 18 month OPM-SES CDP program is designed to train, develop and certify individuals who exhibit outstanding executive potential for SES positions. |
- Coursework
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- Mentoring
|
Mary R. Jones (202) 616-3619 Mary.R.Jones@usdoj.gov
|
GS 13-15 |
|
Leadership Excellence & Achievement Program (LEAP) |
LEAP is a 12 month program that provides training in the foundations of management and developmental experiences. Its purpose is to prepare high potential employees for higher level management and leadership positions within the DOJ. |
- Coursework
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- Mentoring
|
Mary R. Jones (202) 616-3619 Mary.R.Jones@usdoj.gov
|
Department of Justice/Bureau of Alcohol, Tobacco, Firearms and Explosives (DOJ/ATF) |
GS 13 |
|
Leadership Enhancement Program |
This one year training is offered to special agents only. It was implemented in an effort to develop a larger cadre of leaders and to identify and train qualified special agents who are interested in developing leadership and supervisory skills. |
- Coaching
- Developmental Assignment(s)
- Mentoring
|
Kimberly Guay Kimberly.R.Guay@usdoj.gov 202-927-1946
|
GS 14 |
|
Leadership Skills for Experienced Supervisors |
This one week course provides additional training for experienced first-line supervisors to keep them current on the latest leadership and management concepts and techniques. |
|
Denise Stanford Denise.M.Stanford@usdoj.gov 202-927-0256
|
GS 14 |
|
Leadership Skills for New Supervisors |
This two week course is a mandatory course designed for all new supervisors to complete within their first year of supervision. It is a structured course that blends management principles and theory with practical application based on ATF’s first-line supervisory leadership competencies. |
- Coursework
- Distance Learning
- Individual Needs Assessment(s)
|
Denise Stanford Denise.M.Stanford@usdoj.gov 202-927-0256
|
GS 15 |
|
Leadership Skills for New Managers |
A mandatory 1-week course for all new managers, designed to assist the new manager in the transition from first-line supervisor to a mid-level manager. |
|
Kimberly Guay Kimberly.R.Guay@usdoj.gov 202-927-1946
|
GS 15 |
|
SES Candidate Development Program (SES CDP) |
The 18 month OPM-SES CDP program is designed to train, develop and certify individuals who exhibit outstanding executive potential for SES positions within ATF. |
- Coursework
- Developmental Assignment(s)
- Individual Needs Assessment(s)
- Mentoring
|
Denise Stanford Denise.M.Stanford@usdoj.gov 202-927-0256
|
Department of Justice/Drug Enforcement Administration (DOJ/DEA) |
GS 14 |
|
Group Supervisor Institute |
GSI is a mandatory school for all newly-promoted, first-line supervisors. The core curriculum provides the students with 40 hours of specific leadership development training, provided by the University of Virginia, and incorporates leadership training into many of the blocks of instruction. Additional core materials include employee and career development, DEA policies, management, ethics, and DEA strategic planning. The Special Agent's also receive enforcement related training. |
|
Office of Training Craig Williams, Acting Chief, Leadership Unit: 703-632-5053 Craig.X.Williams@usdoj.gov
|
GS 14 |
|
Supervisor In-Service Program (SIS) |
The Supervisor In-Service (SIS) Program is a one-week school for first-line supervisors who have completed the GSI at least 24 months prior. The SIS provides 36 hours of instruction, including a block of leadership development. The goal of the in-service program is to provide relevant refresher training to all supervisors every 24 to 36 months. |
|
Office of Training Craig Williams, Acting Chief, Leadership Unit: 703-632-5053 Craig.X.Williams@usdoj.gov
|
GS 14-15 |
|
Drug Unit Commanders Academy (DUCA) |
This two week course establishes and provides crucial leadership training to DEA’s state and local counterparts, second-line supervisors to executive level commanders of state, local, and federal drug enforcement units in direct support of DEA’s mission. |
|
Office of Training Craig Williams, Acting Chief, Leadership Unit: 703-632-5053 Craig.X.Williams@usdoj.gov
|
GS 15 |
|
Executive Leadership Institute |
This one week program is necessary to provide crucial and up-to-date leadership training for DEA’s second-line supervisors. |
|
Office of Training Craig Williams, Acting Chief, Leadership Unit: 703-632-5053 Craig.X.Williams@usdoj.gov
|
Department of Justice/Federal Bureau of Investigation (DOJ/FBI) |
GS 11-14 |
|
Supervisors Development Institute |
One-week course designed to expose new field Supervisory Special Agents and Support Supervisors to a variety of essential leadership theories and practical applications. |
- Residential Coursework
- Self-development Activities
|
Jeff Green, Ph.D. jlgreen@fbiacademy.edu 703-632-3157
|
GS 12-14 |
|
Navigating Strategic Change |
Designed to help FBI leaders implement the dramatic transformation that the Bureau is going through with regard to integrating intelligence and investigative operations. |
|
Jeff Green, Ph.D. jlgreen@fbiacademy.edu 703-632-3157
|
GS 13-15 |
|
Executive Development Institute |
A 2-week course designed for mid-level Agent and Support Managers. |
- Residential Coursework
- 360° Feedback Assessment
|
David S. Corderman dcorderman@fbiacademy.edu 703-632-3159
|
GS 14-15 |
|
Leading Analysis of Crime and Terrorism (LeadACT) |
Leadership school comprising of leaders from the intelligence community at the middle manager level. |
|
Charles E. Robb, Jr. crobb@fbiacademy.edu 703-632-1925
|
GS 15 |
|
Emerging Executives |
Northeastern University and the FBI have partnered to provide a customized Mid-Manager leadership course to prepare future executives in the Bureau. |
|
Jeff Green, Ph.D. jlgreen@fbiacademy.edu 703-632-3157
|
GS 15; SES |
|
Leading Strategic Change |
LSC is a highly customized, five-day executive development program designed for SES level employees, ASACs, and AOs. |
|
Jeff Green, Ph.D. jlgreen@fbiacademy.edu 703-632-3157
|
GS 15; SES |
|
Law Enforcement Executive Development Seminar |
Executives are provided instruction in social issues, leadership, and police programs. This program targets the CEOs of agencies with 50 to 499 sworn law enforcement officers. |
|
Charles E. Robb, Jr. crobb@fbiacademy.edu 703-632-1925
|
GS 15; SES |
|
Leadership in a Counter-Terrorism Environment |
Designed to put strategic level personnel from various agencies together to solve macro issues regarding terrorism. |
- Residential Coursework
- Developmental Assignment(s)
- Team Projects
|
Charles E. Robb, Jr. crobb@fbiacademy.edu 703-632-1925
|
GS 15; SES |
|
National Academy Program |
A 10-week, residential program that provides training to law enforcement leaders throughout the world. All courses, regardless of the topic, are presented in the context of leadership. |
|
Greg Cappetta gcappetta@fbiacademy.edu 703-632-3101
|
GS 15; SES |
|
Domestic Security Executive Academy (DSEA) |
A one week executive school designed to partner and share best practices between the FBI and private industry. |
|
Charles E. Robb, Jr. crobb@fbiacademy.edu 703-632-1925
|
SES |
|
National Executive Institute |
The NEI provides strategic leadership development, current affairs, and liaison at the highest levels of the FBI and the largest U.S. and international law enforcement agencies. |
|
Charles E. Robb, Jr. crobb@fbiacademy.edu 703-632-1925
|
GS 12-15; SES |
|
Sabbatical Programs |
Provides a structured venue for workforce sabbatical training and education that are aligned with the Bureau's primary missions. |
- Coursework
- Distance Learning
|
Jeff Green, Ph.D. jlgreen@fbiacademy.edu 703-632-3157
|
Department of Justice/Federal Bureau of Prisons (DOJ/BOP) |
GS 9-15; WS-9; SES |
|
Leadership Enhancement and Development Program (LEAD) |
This three year curriculum requires participants to attend Bureau-sponsored and national executive development training programs, as well as to pursue self-directed activities and experiential training at local institutions and offices. Specifically, the program objective is to provide proactive leadership training to ensure the development and continuity of the Bureau’s leadership and supervision but it is also open to members of the Public Health Service at equivalent grade levels.
At the beginning of the program, all program participants are required to complete an on-line 360-degree-assessment, which measures leadership skills and traits of managers. |
- Coaching
- Coursework
- Self-development Activities
- 360° Feedback Assessment
|
Robert D. Brooks rdbrooks@bop.gov 202-514-8758
|
Department of Justice/National Drug Intelligence Center (DOJ/NDI) |
GS 13-15; SES |
|
National Drug Intelligence Center Training Unit |
Courses offered range from 3 days to 7 weeks in duration. This program identifies training for the initial and continual development of employees in executive, managerial and supervisory positions. It addresses the Office of Personnel Management’s Leadership Competencies for GS-13 through Senior Executive Service (SES) executives, managers or supervisors. It is suggested that employees attend at least one professional development course annually for the life of their career at NDI. |
- Coursework
- Distance Learning
|
Cheryl Leleck Training Unit Supervisor Cheryl.A.Leleck@usdoj.gov 814-532-4940
|
GS 13-15; SES |
|
Leadership Development Plan |
Courses offered range from 3 days to 7 weeks in duration. This plan indentifies training that provides for the initial and continual development of employees in executive, managerial, and supervisory positions. It addresses the Office of Personnel Management's Competencies for General Schedule 13 through Senior Executive Service (SES) executives, managers, or supervisors. It is suggested that employees attend at least one professional development course annually for the life of their career. |
- Coursework
- Distance Learning
|
Cheryl Leleck, Training Unit Supervisor Cheryl.A.Leleck@usdoj.gov
|
Department of Justice/Office of Juvenile Justice and Delinquency Prevention/National Institute of Corrections (DOJ/OJJDP/NIC) |
GS 12-14 |
|
OJJDP/NIC Correctional Leadership Development |
In this 70-hour individual, competency-based leadership development training program, participants focus on their current leadership practices as a means to develop and enhance leadership skills needed in juvenile justice. The program, which uses an interactive, experiential format, is designed as an intensive process to enhance participants' ability to manage current and emerging challenges effectively.
Participants complete assignments prior to the training program, including working with their agencies' chief executive officers to identify trends and issues that challenge the agencies' leadership.
Aside from federal employees, this program is appropriate for juvenile justice professionals with senior-level leadership and management responsibility for a state or local juvenile correctional agency, facility, detention center, community corrections/diversion program, or district or regional office who have been identified as leaders of the future by their home agencies. Deputies of these administrators will be considered if recommended by their chief executive officers. This developmental program format is also available for adult correctional administrators. |
- Residential Coursework
- 360° Feedback Assessment
|
Robert M. Brown, Jr. rbrown@bop.gov 1-800-995-6429, ext.111
|
Department of Justice/Office of Legal Education (DOJ/OLE) |
GS 9-15 |
|
Office of Legal Education Leadership Program |
A number of single residential courses are offered, which are generally three to four days long. They include the Attorney Supervisors course which provides leadership training for attorney managers; the 360 Leadership course by Warren Blank which provides leadership technique training for all managers. Additional courses teach leadership skills to support staff supervisors. A number of leadership courses will be offered to employees via satellite broadcast, including a quarterly topic from the JTN Executive Leadership Series which features presentations by renowned leadership experts such as Ken Blanchard and Peter Senge. |
- Coaching
- Coursework
- Residential Coursework
- Distance Learning
- 360° Feedback Assessment
|
Mike Bailie Director of OLE 803-705-5100 Mike.Bailie@usdoj.gov
|
Department of Justice/US Marshals Service (DOJ/USMS) |
GS 12-13 |
|
Introduction to Management and Leadership |
This one week program offers a blend of training by the USMS Division with instruction from management experts contracted to address leadership techniques, management concepts and supervisory responsibility. |
|
Vernon Johnson Chief Professional Development 912-267-2792 Vernon.Johnson@usdoj.gov
|
GS 13-14 |
|
Managing for Success |
This one week program focuses on leadership skills, situational leadership and their practical application while avoiding common pitfalls. Additionally, participants are presented case studies involving Internal Affairs Investigations. |
|
Vernon Johnson Chief Professional Development 912-267-2792 Vernon.Johnson@usdoj.gov
|
GS 14-15 |
|
Leadership Development Program (LDP) |
This one week LDP is designed to increase self awareness and leadership behaviors by learning one's behavioral strengths, areas for development and impact on leadership behaviors. Develop an understanding of purposeful leadership behaviors by understanding the change process and coaching. Learn to effectively analyze and synthesize feedback and developmental leadership planning. |
- Coursework
- 360° Feedback Assessment
|
Vernon Johnson Chief Professional Development 912-267-2792 Vernon.Johnson@usdoj.gov
|
Department of Labor (DOL) |
GS 1-7 |
|
Career Enhancement Program |
A 12-month program designed to provide current DOL employees with the opportunity to expand their career and promotion potential through a systematic, planned approach to career progression. |
- Coursework
- Mentoring
- On-the-job Training
- Orientation
|
Karen Stallion stallion-karen@dol.gov
|
GS 5-15 |
|
USDA Graduate School:
-Aspiring Leader Program
-New Leader Program
-Executive Leadership Program
-Executive Potential Program |
Four programs that vary in length from 3 months to 1 year, the duration of each expanding as the leadership responsibilities of the audience to which a program is directed expand. Overall, these programs develop public service employees' leadership competencies by providing needs assessments, experiential learning, and individual development oppportunities. |
- Residential Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Interviews
- Mentoring
- Shadowing Assignment(s)
- Team Projects
|
http://www.grad.usda.gov/lda
|
GS 9-12 |
|
DOL MBA Fellows Program |
A 2-year comprehensive, entry-level career program designed to attract outstanding individuals who have the business skills, acquired through graduate education and/or related equivalent experience, to implement a business approach to managing DOL. The program provides Fellows with the opportunity to prepare for future leadership positions through formal training, rotational assignments, and shadowing experiences. |
- Coursework
- Individual Needs Assessment(s)
- Rotational Assignment(s)
- Shadowing Assignment(s)
|
Drucilla Simms simms-drucilla@dol.gov
|
GS 11-13 |
|
DOL Mentoring Program |
A 12-month program that matches employees at the GS 11-13 levels with mentors in higher-level positions at DOL. It is designed to foster the mentee's career development, expand his/her knowledge, skills and abilities, and broaden his/her understanding of DOL and its programs. It also aims to develop a diverse high-performing workforce capable of adapting to a rapidly changing workplace environment. |
- Coursework
- Distance Learning
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
|
Drucilla Simms simms-drucilla@dol.gov
|
GS 12-14 |
|
DOL Management Development Program |
An 18-month management development program designed to develop future leaders for DOL. It is based on the 5 Executive Core Qualifications adjusted to the GS 12-14 levels. The program includes skills assessments and a variety of developmental assignments. Acceptance into the program is based on a competitive selection process; upon successful completion of the program participants can, at the discretion of management, receive a certificate good for one non-competitive promotion to the next higher grade. |
- Coursework
- Developmental Assignment(s)
- Interviews
- On-the-job Training
- Orientation
- Shadowing Assignment(s)
- 360° Feedback Assessment
|
Charles Gonzalez gonzalez-charles@dol.gov
|
GS 14-15 |
|
Senior Executive Fellows Program (via Harvard University's John F. Kennedy School of Government) |
A 4-week program designed to help senior executives develop integrated skills of strategy and leadership. It provides participants with effective tools needed to adopt a strategic leadership role that will enable them to look at issues from new perspectives and generate a wider range of possible solutions. |
|
http://www.ksg.harvard.edu/execed/sef
|
GS/GM 14-15 |
|
Senior Executive Service Candidate Development Program |
A 12-18 month program designed to develop future candidates for the SES within DOL. The goal of the program is the candidates’ mastery of each of the OPM Executive Core Qualifications by offering a series of intensive learning experiences that will accomplish the following: develop the competencies necessary for leadership; provide knowledge of DOL operations at executive levels; broaden understanding of DOL programs, missions, and issues so as to promote mobility among DOL agencies; and prepare candidates to acquire OPM certification for noncompetitive appointments to SES positions. |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Seminars
|
Debra Camphor camphor-debra@dol.gov
|
GS/GM-15; SES |
|
Leadership for a Democratic Society (via OPM Federal Executive Institute) |
A 4-week program that brings together managers and executives from 25 to 30 Federal agencies for a unique, residential learning experience. The objective is to help agencies in the development of their career executive corps, linking individual development to improved agency performance. Within an overarching emphasis on our government's constitutional framework, themes dealt with in the program are personal leadership, organizational transformation, policy, and global perspectives. |
- Residential Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Site Visits
- Team Projects
|
http://www.leadership.opm.gov/programs/Executive-Leadership-Development/LDS/Index.aspx
|
All Levels |
|
DOL Supervisory and Managerial Training Program |
A program offering a systematic, holistic, and competency-based approach to leadership development. It provides three levels of training for team leaders, supervisors and managers:
Phase I: Pre-Supervisory Awareness Series, consisting of eight briefings on various leadership topics.
Phase II: New Supervisor Training, consisting of 80 hours of mandatory leadership training over a 2-year period.
Phase III: Continuous Development, consisting of 24 hours of leadership development activities per fiscal year. |
- Coursework
- Developmental Assignment(s)
- Seminars
|
Linda Nivens nivens-linda@dol.gov
|
National Aeronautics and Space Administration (NASA) |
GS 11-12 |
|
NASA Foundations of Influence, Relationships, Success, and Teamwork (FIRST) |
NASA FIRST is a one-year long-term development program that provides individual contributors and influence leaders the opportunity to develop foundational leadership skills in the areas of Personal Effectiveness, Business Acumen, and Leading and Managing Others. This takes place in the context of working from an Agency perspective in service of the Agency’s Succession Management Strategy. |
- Coursework
- Individual Development Plan
- Mentoring
- Networking
- Self-development Activities
- Team Projects
|
http://www.leadership.nasa.gov/nasa_first/home.htm
|
GS 13-15 |
|
Business Planning and Execution Simulation |
A 4-day workshop designed to develop a broad understanding of strategy, organizational effectiveness, teams, and bottom-line results. It uses a computer simulation of a NASA-like organization to focus on strategic execution – the planning, resource allocation, teamwork, and financial management, needed to make strategy work in a program management environment. |
|
http://www.leadership.nasa.gov/Development/NASA_Programs.htm
|
GS 13-15 |
|
Leadership Development Program (LDP) |
A 12-month program designed to develop effective leaders who align with NASA’s mission and vision of the future, and who are dedicated to creating measurable results that matter to the American people. All participants work on a NASA project during the program. |
- Benchmarking Site Visits
- Coaching
- Coursework
- Developmental Assignment(s)
|
http://ldp.nasa.gov
|
GS 13-15 |
|
Fellowship Program |
The Fellowship Program funds the education of NASA employees at fully accredited institutions of higher learning. The program is designed to ensure: that the most qualified candidates are selected for the right education at the right time in their career, that individual development is aligned with NASA’s vision and mission, that the funded education addresses NASA needs, and that the knowledge gained is quickly applied and shared upon return to NASA. |
|
http://fellowship.nasa.gov
|
GS 13-15; SES |
|
Strategic Business Management |
A 6-day program for graduates of the following NASA programs: LDP, MEP, MIP, and SES CDP. The course is taught by instructors from inside and outside of NASA. A computer-simulated organization is used to teach participants strategic and tactical management skills. Lectures deal with strategic planning, coordinating, and trade-off decision making. |
|
http://www.leadership.nasa.gov/Development/NASA_Programs.htm
|
GS 14-15 |
|
Leadership Alignment for Managers (LAM) |
A 5 1/2 day course that targets people with significant leadership responsibility and impact across the Agency. It focuses on providing leaders knowledge and skills that better prepare them to align their leadership style and impact, as well as their organizations with NASA’s Vision and Mission. |
- Discussions
- Individual Needs Assessment(s)
- Lectures
- Networking
- Team Projects
- 540° Feedback Assessment
|
http://www.leadership.nasa.gov/Development/NASA_Programs.htm
|
GS 14-15; SES |
|
Business Education Program |
A 6-day program covering areas related to NASA’s current environment including the Space Act, Congressional mandates, other activities on Capital Hill related to the current administration, strategy formulation and execution, partnerships and alliances, finance for non-financial leaders, and communication and advocacy. |
|
http://www.leadership.nasa.gov/Development/NASA_Programs.htm
|
GS 14-15; SES |
|
Finance for Non-Financial Managers |
A 6-day course covering the fundamentals of finance from both a business school and Government/NASA perspective. The business school finance session addresses the fundamental terminology and rules of basic accounting, financial statements and full-cost accounting. The remainder of the class addresses NASA’s financial environment, the accountabilities of the Chief Financial Officer, an explanation and status of the financial initiatives that constitute the President’s Management Agenda, the budgeting process, and accounting services and reports. |
|
http://www.leadership.nasa.gov/Development/NASA_Programs.htm
|
GS 15 |
|
SES Candidate Development Program (SES CDP) |
A 12 to 24-month executive development program designed for mid to senior level GS-15s who aspire to be part of the NASA Senior Executive Service (SES). Successful completion of the program qualifies participants to be certified by OPM as members of the SES. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Individual Needs Assessment(s)
- On-the-job Training
- Shadowing Assignment(s)
|
http://nasapeople.nasa.gov/training/devprogs/sescdp.htm
|
GS 15; SES |
|
Executive Coaching Program |
Business coaching that focuses on aligning organizational with individual goals to improve individual performance
and mission results. |
|
http://nasapeople.nasa.gov/Training/coachmentor/default.htm
|
National Gallery of Art (NGA) |
GS 7-12 |
|
Supervisory Development Program |
A program consisting of various courses based on the OPM leadership competency model and designed to provide front-line supervisors with a full range of skills needed to effectively supervise staff, manage their organizations, enhance their leadership potential, and successfully deal with the challenges and responsibilities of their supervisory role. The program addresses the requirements for succession planning, encourages continuous learning, and helps participants build a network of strong working relationships. |
|
Judy Frank j-frank@nga.gov
|
National Labor Relations Board (NLRB) |
GS 9-14 |
|
New Supervisor Mentoring |
Mandatory pairing of new supervisors with experienced supervisors for 6-12 months of on-the-job training |
- Mentoring
- On-the-job Training
|
Tom Cristman Tom.Cristman@nlrb.com
|
GS 9-15 |
|
New Supervisor Training |
Mandatory 1-week program dealing with the supervision of lawyers, relationship between headquarters and field offices, and critical human resources management. |
|
Tom Cristman Tom.Cristman@nlrb.com
|
GS 9-15; SES |
|
Management Development Program |
A competency-based management development program for supervisors through senior executives, which requires 2 developmental activities per year for the duration of the employee’s career. |
- Conferences
- Developmental Assignment(s)
- Distance Learning
- Individual Development Plan
- Individual Needs Assessment(s)
- Seminars
|
Tom Cristman Tom.Cristman@nlrb.com
|
Office of Personnel Management (OPM) |
GS 9-13 |
|
Presidential Management Fellows Program |
A 2-year fellowship, at the beginning of which the fellow is hired by a Federal department/agency for a conditional GS 9, 11, or 12 position with promotion potential up to GS-13. Participation in this program is based on a competitive selection process limited to individuals completing their last year of studies at an accredited graduate school. While working for the Federal government, the fellow participates in developmental activities designed to enhance leadership potential. Upon successful completion of the program, the fellow is appointed to a permanent position at the hiring agency/department without competition. |
- Coursework
- Developmental Assignment(s)
- Mentoring
- On-the-job Training
- Interagency Rotational Assignment(s)
|
http://www.pmf.opm.gov
|
GS 9-15; SES |
|
Federal Executive Institute and Management Development Centers (via the Center for Leadership Capacity Services)
|
These centers offer supervisors, managers, and executives learning experiences designed around the OPM Leadership Competencies by providing them with interagency residential training, customized courses, and consulting. Check the OPM web-site for a listing of all that these centers offer. |
- Coaching
- Consulting
- Coursework
- Individual Needs Assessment(s)
|
http://www.leadership.opm.gov
|
GS 15 |
|
SES Federal Candidate Development Program |
A 12-month program through which selected participants are hired by various Federal agencies for GS-15 positions and are given extensive training based on the Executive Core Qualifications. Participation in this program is based on a competitive selection process restricted to individuals with at least 1 year of leadership experience in a position at the GS-15 level or equivalent. Successful completion of the program provides eligibility for appointment to the SES of the hiring agency without competition. |
- Coaching
- Coursework
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- On-the-job Training
- Interagency Rotational Assignment(s)
- Team Projects
|
http://www.opm.gov/ses/fedcdp
|
SES;Political Appointees |
|
SES and Schedule C Briefings |
One-day programs which inform attendees of the President’s vision and mission, key Executive Branch initiatives and priorities, and the relationship between agency activities and domestic and foreign policy issues. |
|
http://www.leadership.opm.gov/Planning/SESBriefings/index.aspx
|
Securities and Exchange Commission (SEC) |
GS 9-15 |
|
Leadership Development Program |
A program of modular-based full-day and half-day courses that address the key competencies relevant to SEC executives, managers, and supervisors. |
|
Training Registrations TrainingRegistrations@sec.gov 202-252-SECU
|
GS 9-15 |
|
SEC E-Learning |
A website offering over 2000 free courses to SES employees, 24 hours a day, 7 days a week. Subjects taught include communicaton, human resources, knowledge management, leadership, management, project management, strategic planning, and teamwork. |
|
Training Registrations TrainingRegistrations@sec.gov 202-252-SECU
|
GS 9-15 |
|
Summer Seminar Series |
A series of half-day courses for managers, executives, and team leaders. |
|
Training Registrations TrainingRegistrations@sec.gov 202-252-SECU
|
GS 9-15 |
|
Supervisory Foundations |
A program made up of three 3-hour modules which explain the "nuts and bolts" of supervisory positions. New supervisors learn about leadership responsibilities, authority, administrative requirements, and effective relationships with employees. |
|
Training Registrations TrainingRegistrations@sec.gov 202-252-SECU
|
Social Security Administration (SSA) |
GS 9-12 |
|
Agency-wide Leadership Development Program (LDP) |
An 18-month program designed to prepare high potential employees at the GS-9 through 12 levels (or equivalent) to become future leaders in the SSA. Those selected to participate in the program partake in learning experiences geared toward developing their leadership competencies. During the program the participants receive a conditional promotion to the next grade level, which becomes permament with successful completion of the training. |
- Coursework
- Distance Learning
- Mentoring
- Networking
- Rotational Assignment(s)
- Shadowing Assignment(s)
|
Diane Scribner diane.scribner@ssa.gov 410-965-1847
|
GS 5-14 |
|
Component-level and Regional Leadership Development Programs |
These programs, which vary in length from 12 to 24 months, are modeled after the Agency-wide leadership development programs (ALP and LDP). They are designed to prepare high potential employees at the GS-5 through 14 levels (or equivalent) to become future leaders in the SSA Component and Regional offices. Those selected to participate in the program partake in learning experiences geared toward developing their leadership competencies. During the program most participants receive a conditional promotion to the next grade level, which becomes permament with successful completion of the training. |
- Coursework
- Distance Learning
- Mentoring
- Rotational Assignment(s)
- Shadowing Assignment(s)
|
Diane Scribner diane.scribner@ssa.gov 410-965-1847
|
GS 13-14 |
|
Agency-wide Advanced Leadership Program (ALP) |
An 18-month program designed to prepare high potential employees at the GS-13 and 14 levels (or equivalent) to become future leaders in the SSA. Those selected to participate in the program partake in learning experiences geared toward developing their leadership competencies. During the program the participants receive a conditional promotion to the next grade level, which becomes permament with successful completion of the training. |
- Coaching
- Coursework
- Distance Learning
- Mentoring
- Networking
- Rotational Assignment(s)
- Shadowing Assignment(s)
|
Diane Scribner diane.scribner@ssa.gov 410-965-1847
|
GS 13-15 |
|
Agency-wide Leadership Symposiums |
A series of 3-day workshops which focus on developing leadership competencies. They are geared toward mid-level mangers who want to improve their ability to lead by developing key skills. |
- Coursework
- Distance Learning
- Networking
|
Jim O’Neill jim.oneill@ssa.gov 410-965-5257
|
GS 15 |
|
SES Candidate Development Program |
A program designed to develop the executive skills of high-potential GS-15 or equivalent Federal employees so that they will be prepared to assume senior executive-level responsibilities at SSA. The program is conducted over a 12 to 18 month period, depending on the development schedule of each candidate. |
- Coursework
- Distance Learning
- Individual Development Plan
- Individual Needs Assessment(s)
- Mentoring
- Networking
- Interagency Rotational Assignment(s)
- Shadowing Assignment(s)
|
Diane Scribner diane.scribner@ssa.gov 410-965-1847
|
Department of State/Bureau of Human Resources/Career Development and Assignments (DoS/HR/CDA) |
FS 05-01 |
|
Foreign Service Mentoring Program |
A program created to familiarize new officers and specialists with the culture of the Foreign Service through direct contact with experienced Foreign Service colleagues. |
|
Bernadette Cole ColeBS@state.gov 202-647-4047
|
GS 12-15; FS 03-01 |
|
Long-term Training Opportunities |
An array of outstanding long-term training opportunities to enhance performance and long-term career goals. Training may occur through the War Colleges, Command and Staff Colleges, universities, exchange programs with foreign ministries, and corporate placement programs. Participation in this program is based on a competitive selection process. |
- Coursework
- Developmental Assignment(s)
- Fellowship
- Individual Needs Assessment(s)
|
Maryanne Thomas ThomasMF@state.gov 202-647-3822
|
FS 04-05 |
|
Foreign Service Opportunities outside the Department of State |
Assignments offering significant opportunities for Officers to develop professionally and acquire the management skills and breadth of experience for advancement to the senior ranks. Opportunities include Congressional fellowships, rotations to other federal agencies, NGOs, state and local government agencies, the White House, and international organizations. |
- Coursework
- On-the-job Training
- Rotational Assignment(s)
- Self-development Activities
|
Maryanne Thomas ThomasMF@state.gov 202-647-3822
|
Department of State/Bureau of Human Resources/Civil Service Personnel (DoS/HR/CSP) |
GS 5-7 |
|
Career Entry Program |
A 2-year Federal intern program designed to entice highly qualified, motivated individuals to careers at the Department of State and to foster their professional development. |
- Coursework
- On-the-job Training
- Rotational Assignment(s)
- Self-development Activities
|
Pamela Mills-Edmonds CSPAPPS@state.gov 202-663-2176
|
GS 1-15 |
|
Civil Service Mentoring Program |
A 1-year program which includes regular development seminars and monthly meetings with a DoS mentor to foster participants’ professional growth. |
- Mentoring
- Seminars
- Team Projects
|
Paul Lawrence LawrencePN@state.gov 202-663-2136
|
Department of State/Foreign Service Institute (DoS/FSI) |
GS 1-15; FS 06-01 |
|
Managing Change |
This one-day workshop is designed to increase participants’ awareness of change and transition process and how it impacts both personal and organizational life. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 1-15; FS 06-01
|
|
Productively Managing Stress |
This one-day course provides current research on the nature of stress and its detrimental effects on your body and health. Participants learn to better manage stress by practicing relaxation techniques and by developing plans to live lives that are more balanced. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 5-15; FS 05-01 |
|
External Training Program |
A program which manages DoS-funded participation in USDA leadership programs, OPM residential seminars, Congressional and CEG fellowships, college/university courses, professional seminars and conferences, etc. |
- Conferences
- Coursework
- Distance Learning
- Networking
- Interagency Rotational Assignment(s)
- Team Projects
|
Laura Bravery BraveryLD@state.gov 703-302-7145
|
GS 5-9; FS 06-03 |
|
Managing Up: Linking Support and Supervision |
This one-day course is designed to provide skills that will help you meet the evolving challenges employees encounter in developing interpersonal relationships and organizing responsibilities in a diversified, team oriented workplace. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9; FS 05
|
|
Managing Up: Working Effectively With Your Manager |
This one-day course will help you reflect and analyze the dynamics of your relationship with your manager, suggest steps to take to strengthen it, provide ways of better understanding your own motives and tendencies when working with authority figures and improve your communication techniques. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 11; FS 04
|
|
Effective Feedback Skills for Managers and Supervisors |
This two-day course will develop skills and techniques to make the student a more effective giver and receiver of effective feedback to subordinates, peers and superiors. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 11-14; FS 05-02 |
|
Powell Fellows Program |
Sponsored by the Secretary, this 1-year mentoring and career development program brings 12-15 participants together several times a year to meet prominent persons in government, politics, academia and the private sector to discuss policy, leadership, and other issues. |
- Discussions
- Lectures
- Networking
- Site Visits
|
Mary Ann Fisher FisherMA2@state.gov 703-302-6703
|
GS 13-15; FS 03-01 |
|
Mandatory Leadership Training Initiative |
Three 1-week mandatory leadership courses: Basic Leadership Skills Intermediate Leadership Skills Advanced Leadership Skills. |
- Coursework
- Individual Needs Assessment(s)
- Team Projects
|
Alyce Hill HillAP@state.gov 703-302-7178
|
GS 9-15; FS 06-01
|
|
7 Habits of Highly Effective People |
This four-day course requires participants to put significant effort into personal assessment and introspection. The focus is on improving employees’ effectiveness in their personal and professional lives. Participants will examine their attitudes and behaviors and use this awareness to build habits that support greater personal effectiveness. |
- Coursework
- Discussions
- Individual Needs Assessment(s)
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; FS 06-01
|
|
Managing Your Time Effectively |
This one-day workshop emphasizes the skills necessary for employees to practice effective time management skills so they can accomplish more with less effort by working smarter instead of harder. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; FS 06-01
|
|
Team Building |
This one-day workshop applies key concepts like team development, roles and responsibilities, decision making, inclusive leadership and effective communication to work teams. Participants will be actively engaged in teambuilding activities throughout the workshop. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Coaching |
This two-day course is designed for supervisors, managers and team leaders who are responsible for accomplishing results through other people. The participants will learn and practice techniques that will help them bring about performance achievements through a one-on-one coaching relationship based on good will, trust and mutual respect. This course is about helping good people reach their full potential. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Creative Problem Solving |
This two-day workshop presents a variety of problem-solving techniques that lead to creative solutions. Participants will apply creative problem-solving tools to their own workplace challenges. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Four Roles of Leadership |
A three-day course for managers and supervisors, based on the work of Stephen Covey. Succeeding in a world of change and competition can be challenging. Leadership provides the critical advantage between those who succeed exceptionally and those who merely get by. This course focuses on key elements of success demonstrated by effective leaders. |
- Coursework
- Discussions
- Individual Needs Assessment(s)
- Self-development Activities
- 360° Feedback Assessment
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Influence by Design |
This two-day workshop presents principles and techniques for influencing others effectively and ethically and shows you how to apply them on the job. it answers the questions: How can you be a better advocate for good ideas? How can you influence others to achieve important work goals? |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Leading a Diverse Workforce |
Starting with the diversity present in the classroom, the workshop uses a variety of exercises and discussions to explore the impact of diversity on the work environment. It identifies the key attitudes needed for true inclusion and the actions managers can take to make a difference in performance and teamwork with their diverse work groups. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Manage to Motivate |
This two-day workshop introduces key motivational factors that are conducive to high levels of motivation. It also introduces a practical method for dealing with specific motivational problems by identifying causes and involving the person with the problem in the search for solutions. Practical tools are provided for diagnosing problems and developing effective solutions. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Managerial Problem Solving and Decision Making |
This two-day course for supervisors and managers will teach you proven techniques for step-by-step rational problem solving and decision making. You will also learn methods for minimizing the risks inherent in decision making and tips for managing group decision making. During the seminar you will have a chance to apply practical tools to your own workplace challenges. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM
|
|
Managing Conflict Productively |
This two-day seminar, for managers and supervisors, teaches a variety of styles in dealing with interpersonal and work-related conflicts. |
- Coursework
- Discussions
- Individual Needs Assessment(s)
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM
|
|
Managing People Problems |
This three-and-half-day seminar addresses the real life issues experienced supervisors face on the job. The content is built on the specific problems and challenges the participants bring to the course. This format allows for lively and insightful individual coaching and consultation in a group setting. By the end of the course, participants see new solutions to their individual challenges, have creative ideas for issues they may face in the future and develop a peer support network for on going consultations. |
- Coursework
- Discussions
- Individual Needs Assessment(s)
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM
|
|
Running Effective Meetings |
This two-day workshop presents a variety of methods you can use to conduct meetings that are focused and results-oriented. Participants will use practical case studies to experience planning, conducting and concluding effective meetings. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Starting Right: Seminar for Program Directors |
This three-day seminar provides executives who are in new positions the tools they need to align their staff around their agendas and establish cooperative working relationships with other offices. |
- Coursework
- Discussions
- Individual Needs Assessment(s)
- Self-development Activities
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 9-15; SES; FS 09-FECM |
|
Team Leadership |
This two-day workshop will enhance the participant’s ability as an experienced or new team-leader to manage and facilitate both on going and temporary teams. Participants will practice identifying and resolving typical problems encountered in teams. They will develop a team charter and address difficult issues that often surface in team meetings. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 10-12; FS 06-04 |
|
Performance Management Seminar |
This two-day workshop will help acquaint NEW supervisors with the requirements, tools and skills needed to supervise the performance of others at the Department of State environment. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 11-15; FS 04-01 |
|
Negotiation Skills for Managers |
This two-day course emphasizes the skills necessary to be effective negotiators, in everyday workplace situations. Once learned, these skills will help participants become more effective in managing work and people. |
- Coursework
- Discussions
- Team Projects
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 12-15; FS 04-01 |
|
Employee Relations Seminar |
During this two-day seminar, through discussions and case studies, supervisors and/or managers gain confidence in their abilities to handle employee conduct and performance problems within official guidelines. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 13; FS 03 |
|
Basic Leadership Skills |
A mandatory five-day course that focuses on the skills, behaviors and attitudes that contribute to effective leadership and management. Through self-assessments, lectures, case studies and role-plays, students strengthen their knowledge and skills in communicating, motivating, managing performance, valuing diversity, and building effective working relationships. |
- Coursework
- Discussions
- Individual Needs Assessment(s)
- Team Projects
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 14; FS 02 |
|
Communicating with Congress: Briefing and Testifying |
A two-day professional development session helps senior professionals prepare and deliver effective Congressional briefings and testimony. Course speakers – including Hill staffers – will discuss Congressional committees, the hearing process, as well as communication dynamics needed to successfully brief and testify before Congress. The course also provides a simulated Congressional hearing before a panel of experts who will provide appropriate questions and a follow-up critique. On-camera practice in testifying is a course highlight. |
- Coursework
- Discussions
- Lectures
- Networking
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 14; FS 02 |
|
Influence Strategies for Achieving Interagency Results |
This one-day workshop presents principles and techniques to increase your persuasiveness with other senior leaders, with a view toward organizational goal achievement. Participants will learn how to build and leverage influence through practicing a range of communication skills, tools for situational analysis, and techniques for discerning others’ negotiation room. |
- Coursework
- Discussions
- Lectures
- Networking
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 14; FS 02 |
|
Intermediate Leadership Skills |
A mandatory five-day course that focuses on a range of people leadership skills including coaching, motivating, managing performance and handling conflict. Through a review of current people leadership practices and theories, self-awareness inventories, case studies, role-plays and discussions, you will strengthen your insights and skills. |
- Coursework
- Individual Needs Assessment(s)
- Team Projects
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FS 01 |
|
Advanced Leadership Skills |
A mandatory five-day seminar which focuses on three levels: intrapersonal (self-awareness), interpersonal (relationships between individuals) and group (teamwork). Topics addressed include transformational leadership; managing change; strategies for managing up, down and laterally; resolving differences and principled negotiation. The student also participates in a 360-degree feedback process, in which they receive feedback from their subordinates, peers and bosses, and perform a self-assessment on current use of the skills covered in the course. |
- Coursework
- Individual Needs Assessment(s)
- Team Projects
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FS 01 |
|
Crisis Leadership |
A two-day course that explores and puts into practice the skills Foreign Service leaders need to influence effectively their staff, team members and colleagues in overseas crisis situations. Its goal is to help each individual achieve his/her potential and improve his/her performance in a crisis. |
- Coursework
- Discussions
- Lectures
- Self-development Activities
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FS 01 |
|
Executive Overview to Employee Relations |
Designed for senior level managers, this one-day course provides an overview of the rules and regulations governing conduct and performance issues. Emphasis is placed on the role and responsibilities of senior level managers in supporting their subordinate managers as they handle employee relations issues. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FO 01 |
|
Leadership Speaker Series |
In this quarter-day course, participants will be exposed to a high-profile leader’s leadership philosophy: how it was developed and how the leader has applied it in real life. A small number of invited participants will then have an hour-long directed discussion on leadership issues with the speaker. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FO 01 |
|
National Security Executive Leadership Seminar |
NSELS is a series of monthly two-day training and networking sessions for State Department and interagency senior officials. The seminar’s policy focus is the National Security Strategy of the United States. Participants explore critical challenges to American interests and the leadership skills needed for success in the interagency policy implementation process. |
- Lectures
- Networking
- Seminars
- Site Visits
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FO 01 |
|
Navigating Transitions |
This one-day workshop is specifically designed to help senior leaders adapt their organizations to personnel and policy change, and use such changes to empower the work of their offices. |
- Coursework
- Discussions
- Lectures
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FS 01 |
|
Presenting Effectively to the Media |
This two-day senior executive course covers extemporaneous speaking, non-verbal communications, dealing with unfriendly audiences, giving dynamic oral presentations, personal presence and ways of handling the media. Its goal is to help you engage media representatives with greater confidence and better control of your message. |
- Coursework
- Discussions
- Lectures
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FS 01 |
|
Transformational Diplomacy Seminars |
A series of one-two day seminars on Transformational Diplomacy to provide an opportunity for senior leaders to apply leadership skills to a specific global challenge. Participants will be invited from the bureaus and foreign affairs agencies that have program and/or policy objectives in the subject area. Participation is by invitation only. |
- Discussions
- Lectures
- Team Projects
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
GS 15; FS 01; SES/SFS |
|
Senior Policy Seminars |
Various 1 to 3-day courses providing advanced professional development, policy discussions, and networking opportunities to senior leaders in the foreign affairs/national security community. |
|
Jack Zetkulic ZetkulicJM@state.gov 703-302-7178
|
SES; FO 01 |
|
The Ultimate 360: Comprehensive Feedback Instruments for Senior Executives |
This one-day program is designed specifically for senior foreign affairs community executives. Participants will independently complete an extensive battery of instruments designed to assess leadership preferences, capabilities, strengths and weaknesses. Experienced faculty will analyze the data and provide confidential individual feedback to the participants. Participants then will receive executive coaching to empower their continued professional development and increase their personal effectiveness. All data collected, as well as the feedback given to the participant, will be held as strictly confidential and used only for their professional development. |
- Coaching
- Coursework
- 360° Feedback Assessment
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
SES; FEOC; FEMC
|
|
Senior Executive Threshold Seminar |
This mandatory two-and-a-half week seminar prepares newly promoted senior Foreign Service officers and senior Civil Service employees who are in the foreign affairs community, for the challenges they will face in leading across agency and national boundaries. The focus is on the specific skills necessary to successful performance at the most senior levels of government: vision/values; team leadership; influence/negotiation; collaborative relationships; strategic/critical thinking and emotional intelligence. |
- Coaching
- Coursework
- Discussions
- Individual Needs Assessment(s)
- Lectures
- Team Projects
- 360° Feedback Assessment
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
SES/SFS |
|
Executive Consulting Services |
This program typically lasts for 3 to 6 months and is specifically designed for senior foreign affairs community executives to increase their personal effectiveness. |
- Coaching
- Individual Needs Assessment(s)
|
Alyce Hill HillAP@state.gov
703-302-7178
|
SES/SFS |
|
Senior Executive Threshold Seminar |
A mandatory 2 ½-week seminar designed to prepare newly promoted senior Foreign Service officers and senior Civil Service employees in the foreign affairs community for the challenges they will face in leading across agency and national boundaries. |
- Coaching
- Individual Needs Assessment(s)
|
Carol Wzorek WzorekCA@state.gov 703-302-7195
|
All Levels |
|
EEO/Diversity Awareness for Managers and Supervisors |
This seminar emphasizes supervisory responsibilities in equal employment opportunity and diversity issues. Lectures, discussions and group activities focus on the Department of State’s EEO and affirmative action regulations and how they can be implemented in a diverse workplace. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
All Levels |
|
Floor Wardens and Monitors |
This distance learning course provides you with information and resource material to prepare you for dealing with emergencies and disasters to ensure your preparedness for effectively responding to and managing emergency events at work. It also directs you to resources that specify the emergency protocols for your facility or post. This is the minimum training required for Floor Wardens and Monitors as members of the Emergency Personnel Team. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
All Levels |
|
Valuing Diversity in the Workplace |
Effective communication, teamwork and productivity all depend on mutual understanding and appreciation across the many dimensions of diversity. This workshop will introduce participants to information and skills that will improve their ability to work well with colleagues from diverse backgrounds and experiences. |
|
FSI Office of the Registrar FSIREGISTRAR@state.gov
|
Department of the Treasury (USTreas) |
GS 15; SES |
|
Leadership Training Program |
A 12-18 month program providing progressive learning opportunities that develop future leaders in alignment with Treasury's strategic mission. The program includes a 1-week residential course at one of OPM's Management Development Centers. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Mentoring
|
veronica.stover@do.treas.gov
|
GS 13-14 (first level supervisors) |
|
Leadership Development Program |
Individual development courses from various sources to train first level supervisors how to be leaders and includes SES core competencies to prepare employees for second level supervisory positions. Participation is competitive for courses from OPM, Skillpath, Learningtree, CCL, Brookings Institute and others. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Mentoring
|
charles.brockman@ttb.gov
|
GS 14-15; SES (second level supervisors) |
|
Management Development Program |
Individual development courses from various sources to train second level employees in management skills including the SES core competencies and prepares employees for management and SES positions. Participation is competitive for courses from OPM, FEI, CCL, Brookings Institute, and others. |
- Coaching
- Coursework
- Mentoring
- 360° Feedback Assessment
|
charles.brockman@ttb.gov
|
Department of the Treasury/Bureau of Public Debt (USTreas/BPD) |
GS 12 |
|
Management Candidate Development Program |
A 12 to 18-month program designed to create a well-trained group of Bureau of Public Debt personnel who wish to seek careers in supervisory and management positions. |
- Residential Coursework
- Individual Development Plan
- Mentoring
|
training@bpd.treas.gov
|
GS 14-15 |
|
Senior Executive Service Candidate Development Program |
A formal, structured 2-year program, during which candidates are provided with opportunities to build competence in the OPM Executive Core Qualifications. Successful completion of the program provides eligibility for appointment to the SES of the Bureau of Public Debt without competition. Participation is based on a competitive selection process restricted to individuals with at least 1 year of leadership experience in a position at the GS-14/15 level or equivalent. |
- Coursework
- Developmental Assignment(s)
- Individual Development Plan
- Mentoring
|
training@bpd.treas.gov
|
GS 12 and above |
|
Management Exchange Program |
A 5-day (40-hour) program designed to provide management participants the opportunity to experience first hand other organizational entities during the course of day-to-day busienss. This experience will entail not only exposure to the programs and functions of these entities, but also the related business management practices, philosophies, and organizational culture. |
- Mentoring
- On-the-job Training
|
training@bdp.treas.gov
|
Department of the Treasury/Internal Revenue Service (USTreas/IRS) |
GS 7-14 |
|
Front-Line Manager Readiness Program |
A 4-week program for IRS employees with no more than 6 consecutive months of management experience, who aspire to transition into a front-line management position. Training is provided in the six Front-Line Leadership Competencies needed to effectively manage at the front-line level. The course is designed to appeal to a variety of adult learning styles. Week one explores the 6 Front-Line Leadership Competencies, the 21 IRS Leadership Competencies, individual behavior styles (DISC), remote management (managing in geographically disbursed areas), effective leadership transition, and other elements of introductory leadership skills. The remaining three weeks of the program focus on the following concepts: Discovering and experiencing your personal mandate to lead; Developing increased awareness of self and others; Developing skills in effective communication and feedback. By graduation, each participant should meet the eligibility requirements for a management position. |
- Coaching
- Coursework
- On-the-job Training
|
b.lin.green@irs.gov
|
GS 12-13 |
|
Department Manager Readiness Program |
A 1-year program for IRS front-line managers interested in advancing to department management positions, it provides training in the key elements of being a successful manager of an IRS Department. The program includes a two-week session of coursework, intervening developmental activities at the participant's home office, and a subsequent one-week session of coursework. |
- Coaching
- Coursework
- On-the-job Training
|
Ivy.savoy@irs.gov
|
IR 14-15 |
|
Senior Manager Readiness Program |
A 3-week program providing high potential managers interested in applying for senior management positions, with training in the Leadership Competencies needed to effectively perform at the senior level. The course is designed to appeal to a variety of adult learning styles. Week one explores leadership, ethical and decision making theories, while weeks two and three consist of highly experiential programs that explore the impact of individual behavior on team success. Participants interact in a variety of experiential activities that demonstrate the critical role they play in implementing strategic plans through effective leadership skills. |
- Coaching
- Coursework
- 360° Feedback Assessment
|
Kathy.s.cox@irs.gov
|
GS 14-15 |
|
Executive Readiness Program |
A 24-month program providing high-level managers who aspire to an executive position, with training in the Executive Leadership Competencies needed to effectively perform at the executive level. The program is divided into a 12-month phase of coursework and coaching and a 12-month phase of functional development. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Distance Learning
- Mentoring
- Networking
- 360° Feedback Assessment
|
Robert.fanelli@irs.gov
|
GS 14-15; B915 |
|
Senior Executive Service Candidate Development Program |
A 2-year program designed to create a pool of qualified candidates for SES positions in the IRS. Participation is based on a competitive selection process restricted to IRS employees with at least 1 year of leadership experience in a GS 14/15 position. Over the course of the program, candidates attend 17 weeks of Executive Development classes and undertake developmental assignments. Graduates of the program are eligible to become members of the IRS Corps of Executives and are expected to advance from their entry level developmental assignments to key executive positions within the IRS. |
- Coaching
- Coursework
- Developmental Assignment(s)
- Mentoring
- Interagency Rotational Assignment(s)
- Seminars
|
carolyn.rhynes@irs.gov
evelyn.d.armstrong@irs.gov
|
Department of Transportation/ Federal Aviation Administration (DOT/FAA) |
SES |
|
FAA Executive Series |
The series of half-day sessions held at FAA Headquarters and is webcast to executives in the field. Each seminar features a prominent speaker who provides critical success strategies and best practices for leaders. Topics focus on one or more of the FAA leadership dimensions and associated competencies. |
- Distance Learning
- Seminars
|
Kerry M. Lange Kerry.Lange@faa.dot.gov 202-267-3272
|
SES |
|
Forum for Executive Excellence (FEE) |
A 20-hour series of seminars that addresses an important phase of development for FAA executives:
understanding and carrying out responsibilities in the context of today’s workplace reality. Participants receive tangible tools, and experience opportunities to make influential connections within
their peer group. The interactive format encourages thinking strategically, communicating powerfully, and interacting positively. |
|
Jeff DePeiza 202-267-3403
|
All Levels |
|
FAA Center for Management and Executive Leadership (CMEL) |
CMEL provides non-technical training for team leaders, managers, and executives in the FAA, emphasizing interpersonal, management, and leadership skills. CMEL also works in collaborative partnership with FAA organizations and other government agencies to develop additional customized opportunities for their personnel. |
|
http://www.faa.gov/about/office%5Forg/headquarters%5Foffices/arc/programs/academy/cmel/
|
GS 14-15 |
|
Senior Leadership Development Program |
1-2 year program designed to enhance the pipeline of highly qualified senior managers who could fill projected executive vacancies. |
- Coaching
- Individual Development Plan
- Rotational Assignment(s)
- 360° Feedback Assessment
|
Sheila D. White 202-267-3417
|
Department of Transportation/ Federal Aviation Administration/Flight Standards Training Division (DOT/FAA/AFS) |
GS 14-15 |
|
Flight Standards Front-Line Manager’s Course |
A 60-hour course required of new AFS front-line managers within their first year on the job. It is designed to follow the course
Fundamentals of Front-Line Management (CBI-FMC-1) |
|
Lisa Gallahan lisa.gallahan@faa.dot.gov 703-464-1816
|
Department of Transportation/Federal Aviation Administration/Air Traffic Organization (DOT/FAA/ATO) |
Pay Bands J-L |
|
Creating Value: The Art of Leading Performance and Building a Productive Work Environment |
This program consists of two workshops:
1. Art of Leading Performance,
a 2.5-day workshop based on 5 ATO scenarios designed to move participants through a performance management cycle. The workshop explains the relationship between FAA/ATO goals, the Strategic Management Process, and Line-of-Sight.
2. Building a Productive Work Environment,
a 1.5 hour workshop that educates managers on how to make ATO objectives relevant to their work environment. Participants practice behaviors and communication skills needed to handle leave abuse, overtime, scheduling and staffing decisions. |
|
Mike Patsfall Michael.patsfall@faa.dot.gov 202-267-5848
|
Pay Bands J-L, S, S-4; SES |
|
Senior Leadership Development Program - Pilot |
A pilot program designed to build the leadership capabilities of those who aspire to be directors and vice presidents in the ATO. Participation in the program is based on a competitive selection process limited to individuals who have completed their supervisory probation period. The duration of the program depends on the participant’s Leadership Development Plan. |
- Coaching
- Coursework
- Individual Development Plan
- Team Projects
|
Mike Patsfall Michael.patsfall@faa.dot.gov 202-267-5848
|
Department of Transportation/Federal Aviation Administration/Aviation Safety (DOT/FAA/AVS) |
All Levels |
|
Aviation Safety Leadership and Enhancement Program (LEAD) |
The program is a vehicle used to identify and develop employees for supervisory, managerial, or leadership positions. It provides opportunities for employees to demonstrate their skills while participating on assignments that will enhance their qualifications and experience. |
- Developmental Assignment(s)
|
Janette Ramos Janette.Ramos@faa.dot.gov 202-267-9802
|
Department of Transportation/Federal Aviation Administration/Office of Airports (DOT/FAA/Airports) |
SES; Pay Bands K-L |
|
Airports Leadership Development Program (ALDP) |
A 3-year program that provides training and continuing education opportunities as well as tools and techniques to help new managers develop management skills and more experienced managers adapt to a changing organization and aviation environment. |
- Coaching
- Consulting
- Coursework
|
Margarete Berrios 202-267-8757 http://intranet.faa.gov/arp/aldp/guides.htm
|
Department of Transportation/Federal Aviation Administration/Security and Hazardous Materials (DOT/FAA/ASH) |
GS 13; Pay Band I |
|
Making Opportunities to Develop Employees for Leadership (MODEL) |
An 18-month management development program to prepare non-supervisory employees for consideration for future management vacancies. It is designed around the FAA Leadership Success Competencies for managers. Participation in the program is based on a competitive selection process. |
- Coursework
- Individual Needs Assessment(s)
- Mentoring
- Rotational Assignment(s)
- Shadowing Assignment(s)
|
Jesse R. Bennett Jesse.R.Bennett@faa.dot.gov 202-493-5441
|
Department of Transportation/Federal Highway Administration (DOT/FHWA) |
GS 4-7 |
|
The Support Staff Development Certificate Program |
The Certificate Development Program provides for the development of basic competencies including oral and written communication, interpersonal skills, decisiveness, problem solving, self-direction, technical credibility, and customer service. Emphasis is placed on development of competencies through courses in the DOT Electronic Learning Management System (ELMS). |
- Distance Learning
- Individual Needs Assessment(s)
- Team Projects
|
Joseph Ramseur 202-366-6517 Joe.Ramseur@dot.gov
|
GS 12-13 |
|
Building a Foundation for Visionary Leadership |
A 6-day, project-based course addressing a variety of "problem statements". Through group work, speaker sessions, and round table discussions, participants develop basic leadership competencies such as emotional intelligence, strategic planning, and communication skills. |
- Coursework
- Individual Needs Assessment(s)
- Mentoring
|
Nicole Hicks 202-366-1202 Nicole.Hicks@dot.gov
|
All Levels |
|
Federal Lands Highways Leadership Development Academy |
A 2-week program with project follow up for employees to improve their leadership skills by developing competencies related to working effectively with others to achieve intended results. The primary focus of the Academy is developing emotional intelligence, self-awareness, self-management, and building relationships. |
- Coursework
- Individual Needs Assessment(s)
|
Ann Crouch-Rowland Ann.Crouch@dot.gov 202-366-9492
|
All Levels |
|
The Support Staff Advanced Certificate Program |
The Advanced Certificate program supports written communication, personal development, administration, human resources, and finance. The 18 courses will be completed in the DOT Electronic Learning Management System (ELMS). |
- Distance Learning
- Individual Needs Assessment(s)
- Team Projects
|
Joseph Ramseur Joe.Ramseur@dot.gov 202-366-6517
|
Department of Transportation/Federal Highway Administration/Maryland Division (DOT/MD-FHWA) |
All Levels |
|
Maryland Division Leadership Development Program |
A program designed to develop employee skills in alignment with the mission of the Maryland FHWA. Such alignment requires technical credibility as well as other leadership attributes such as communication, creativity, problem solving, partnering, and strategic thinking. |
- Individual Needs Assessment(s)
- Seminars
- Team Projects
|
Nelson J. Castellanos Nelson.Castellanos@fhwa.dot.gov 410-962-4440
|
Department of Transportation/Federal Highway Administration/Washington Division (DOT/WA-FHWA) |
All Levels |
|
Washington Division Leadership Development Program |
A 2-year program designed to facilitate the development of Washington FHWA employees’ leadership skills and to provide opportunities to exercise their leadership talents at the local and national levels. |
- Individual Needs Assessment(s)
- Seminars
|
Daniel M. Mathis Daniel.Mathis@fhwa.dot.gov 360-753-9413
|
Department of Transportation/Federal Motor Carrier Safety Administration (DOT/FMCSA) |
GS 12-14 |
|
Introduction to Supervision |
This is a 5-day course for first time supervisors, and is part of a new progression that FMCSA is implementing to build a supervisory progression of training. |
|
Judith Williams Judith.Williams@dot.gov 703-235-0513
|
GS 14-15; SES |
|
Supervisory Leadership Program |
Biannual 4 ½-day mandatory course training for all supervisors. |
- Coaching
- Coursework
- 360° Feedback Assessment
|
Judith Williams Judith.Williams@dot.gov 703-235-0513
|
Department of Transportation/Federal Transit Administration (DOT/FTA) |
GS 5-7 |
|
Competitive Edge Program |
This is a progrm that is designed for employees who are moving from clerical and paraprofessional positions to professional positions. A Learning Plan is developed but most courses are taken outside of the FTA. |
- Coursework
- Individual Development Plan
|
Pamela Bell-Payton 202-366-2228
|
Department of Transportation/Office of the Secretary of Transportation (DOT/OST) |
GS 11-12 |
|
So You Want to Be a Leader |
This is a 9-week program offering non-supervisory employees the opportunity to participate in leadership activities prior to applying for supervisory positions at DOT. |
|
Cora McVey 202-366-7958
|
GS 13-15 |
|
Leaders for Tomorrow |
This is a 10-month program designed to engage its participants in heightened levels of learning and organizational development. The program adds value to DOT by enhancing professional leadership skills within the organization, increasing employee job satisfaction and transferring institutional knowledge and corporate expertise, thus establishing a cadre of trained professionals who are prepared to meet the future goals of DOT. Program objectives include management skills development, creating a career plan and networking opportunities. |
- Coursework
- Individual Development Plan
- Mentoring
- Team Projects
|
Cora McVey
202-366-7958
|
GS 15; SES |
|
Executive Pipeline |
A series of 2-hour programs that target competency gaps identified through organizational needs assessments. Examples include Ethics & Conflict Management Training. |
|
Cora McVey 202-366-7958
|
SES |
|
Executive Coaching |
Executive members can request to be assigned a coach who assists them with building leadership competencies and addressing career issues. This service is purchased from FEI. |
|
Maria Hernandez 202-366-6939
|
All Levels |
|
Learning Management System |
e-LMS is DOT’s learning management system. The course catalog contains Skillsoft (off-the-shelf) training. |
|
Cora McVey 202-366-7958
|
Department of Transportation/Research and Innovative Technology Administration/Volpe Center (DOT/RITA/VOLPE) |
GS 12-13 |
|
Pre-Leadership Development Program |
This 12-month program is designed to broaden and deepen leadership skills in high potential staff. The Program supports the Department’s and the Volpe Center’s objectives for workforce succession planning. |
- Coursework
- Individual Needs Assessment(s)
- Mentoring
- Team Projects
|
Elaine Lyte Lyte@volpe.dot.gov 617-494-2555
|