Focus on TSA's Core Values: Innovation
Who We Are
TSA seeks to be constantly flexible and resilient. Soliciting recommendations from employees at all levels and strategically evaluating and implementing them helps TSA accomplish its mission. Innovation – a core TSA value – says:
- We are a people who embrace and stand ready for change.
- We are a people who are courageous and willing to take on new challenges.
- We are a people with an enterprising spirit, striving for innovations, who accept the risk-taking that comes with it.
"One of the benefits of being a young agency is that we can work together to create our own culture and traditions," said Gale Rossides, deputy administrator. "Creating programs that capture the innovative spirit and constructive ideas of our employees will help us build TSA together."
Innovation is initiated throughout TSA at all levels, including the use of state-of-the-art technology, access to national programs that are available to all TSA employees, and the availability of local programs such as employee advisory councils. These sources of innovation are used to help TSA senior leadership make decisions, improve policies, processes, and standard operating procedures, and launch new initiatives and programs. Some other examples are:
- National Advisory Council (NAC) POC Network. The POC Network provides an opportunity for front-line employees to send national-level issues and concerns to, and receive feedback from, TSA senior leadership through the NAC member assigned to their airport. It also provides a mechanism for information sharing directly to the workforce.
- Information Sharing Technology. Programs such as Sharepoint, the Online Learning Center and TSA senior leadership Web casts help us all share, learn and communicate information. Increased collaboration and information sharing will enable us to leverage our strengths and operate at peak performance.
- Integrated Conflict Management System (ICMS) Knowledge Management System. The ICMS Knowledge Management System contains innovative ICMS practices submitted by ICMS coordinators, reviewed by their peers, and approved for posting by the Model Workplace Program Office. These practices, documented and available to ICMS coordinators nationwide, show the creative efforts across the country to tackle workplace and operational issues by using ICMS principles, cooperative problem solving practices, and processes that are fair, inclusive and transparent.
"I encourage every person at TSA to get engaged and involved in their local advisory councils..." said Rossides. "We want to hear your thoughts and ideas!"
