Department of Homeland Security: Strategic Management of Training Important for Successful Transformation

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DIANE Publishing, 2006 - 51 pages
 

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Page 27 - Standards for Internal Control in the Federal Government, GAO/AIMD-00-21.3.1 (Washington, DC: November 1999).
Page 8 - Effective training and development programs are an integral part of a learning environment that can enhance the federal government's ability to attract and retain employees with the skills and competencies needed to achieve results for the benefit of the American people. Training and developing new and current staff to fill new roles and work in different ways will be a crucial part of the federal government's endeavors to meet its transformation challenges. Ways that employees learn and achieve...
Page 17 - First, they developed measures that were (1) tied to program goals and demonstrated the degree to which the desired results were achieved, (2) limited to the vital few that were considered essential to producing data for decision making, (3) responsive to multiple priorities, and (4) responsibility-linked to establish accountability for results. Second...
Page 10 - Administration protects the Nation's transportation systems to ensure freedom of movement for people and commerce.
Page 33 - Levels) conceived a commonly recognized four-level model for evaluating training and development efforts. The fourth level is sometimes split into two levels with the fifth level representing a comparison of costs and benefits quantified in dollars.
Page 37 - Feb. 1, 2005); 21st Century Challenges: Transforming Government to Meet Current and Emerging Challenges, GAO-05-830T (Washington, DC: July 13, 2005); and 21st Century: Addressing LongTerm Fiscal Challenges Must Include a Re-examination of Mandatory Spending, GAO06-456T (Washington, DC: Feb.
Page 44 - We have issued guidance that introduces a framework, consisting of a set of principles and key questions that federal agencies can use to ensure that their training and development investments are targeted strategically and are not wasted on efforts that are irrelevant, duplicative, or ineffective.
Page 18 - Officer Office of the Inspector General Office of the General Counsel Office of the...
Page 30 - Forum: Mergers and Transformation: Lessons Learned for a Department of Homeland Security and Other Federal Agencies, GAO-03293SP (Washington, DC: Nov. 14, 2002).
Page 34 - ... gradation of the extent to which an agency could use the various levels of evaluation to assess its training and development programs. For example, an agency may decide to evaluate participants' reactions for all (100 percent) of its programs, while conducting an ROI analysis for 5 percent of its programs. Factors to consider when deciding the appropriate level of evaluation include estimated costs of the training effort, size of the training audience, management interest, program visibility,...

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