Department Of Veterans Affairs Essays and Research Papers

Instructions for Department Of Veterans Affairs College Essay Examples

Title: HRM and the Department of Veterans Affairs

  • Total Pages: 6
  • Words: 2219
  • Works Cited:0
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: HR Change Management Plan Approach Paper
Using the HR Change Management Plan Overview found on your rEsourceSM course page as a guide, prepare an action plan to include key tasks (what you will do and how you will do it) and due dates. Be sure to include key resources such as people, data, reports, and articles, among others to be used.
The key word is Approach. The assignment is asking you to identify how you will approach doing the assignment. The term action plan means what steps you will take to complete the assignment.
When preparing the assignment, for each part of the HR Change Management Plan you will need to discuss the following:
a. Types of information and data you plan to review
b. Types of analysis you might perform on the data that you collect
c. Deadline dates
d. Any challenges that you perceive in completing the part

With three parts to the plan, and four questions above, you will present 12 pieces of information about your approach. While there is no minimum length for this assignment, a one- or two-paragraph response will most likely not provide the reader with sufficient detail to demonstrate that you have (a) thought in depth about the assignment and (b) have in place a work plan that will allow you to begin work on the project starting in Week Three and that will ultimately allow you to succeed.

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HR Change Management Plan Overview
This overview discusses the HR change management plan, which is the final individual assignment in HRM 590. It will cover the following:
1. What is a change management plan?
2. Why create a change management plan?
3. Tips and cautions for preparing a change management plan.
4. Components of a change management plan, and the final assignment.
WHAT IS A CHANGE MANAGEMENT PLAN?
Many leaders are in the process of attempting to introduce cultural change to their organizations. The cultural change may be driven by a major, large-scale change that the organization is trying to implement (e.g. cultural transformation, lean manufacturing, TQM, becoming a learning organization, building an innovative culture) or may be the result of a major ?organizational event,? such as mergers/acquisition, top leadership changes, or restructuring/downsizing. According to Jennifer LaClair and Ravi Rao (2002), the ability for an organization to make big changes is directly related to ?employees? capacity to adapt to a new order? (p. 17). Thus, a key strategic role for Human Resources involves creating an appropriate change management plan that increases employees? capacity to embrace and implement the change. While it is possible that HR may be the primary leader of the change. More often, however, HR works with an executive who is championing the change, and HR?s role is to help develop and implement the change plan (as opposed to creating it and implementing it by itself).

In Week One, students considered the value of HR as a strategic business partner. This project will demonstrate a specific strategic role that HR plays ? and will illustrate the ways in which HR can be instrumental in the organization?s ability to achieve its business objectives. This change management plan should be prepared for the student?s own organization, or an organization with which the student is very familiar, and for which the student can obtain the information necessary to complete the assignment.
WHY PREPARE A CHANGE MANAGEMENT PLAN?
?Would you tell me, please, which way I ought to go from here??
?That depends a good deal on where you want to get to,? said the Cat.
?I don?t much care where?? said Alice.
?Then it doesn?t matter which way you go,? said the Cat.
?As long as I get somewhere,? Alice added as an explanation.
?Oh, you?re sure to do that,? said the Cat, ?if you only walk long enough.?
(Lewis Carroll, Alice in Wonderland)
Statistics suggest that as many as 80 percent of all major change initiatives fail to achieve their objectives (Stebel, 1996, cited in Dobson, 2001). While there are many reasons for these failures, one of the key reasons is that inadequate change management plans were created on the front-end. A good change management plan includes a well-thought out process that enables the organization to consider where it wants to go ? and guides it through the process of arriving at that destination.
TIPS AND CAUTIONS FOR PREPARING A CHANGE MANAGEMENT PLAN
In considering what type of major, large-scale change you, as a student, want to use for your change management plan, keep the following in mind:
1. How can I use my own organization for this plan without violating confidentiality agreements?
2. There will be elements of an HR change management plan that may be more difficult to develop without specific information about current policies. In some cases, organizations may be reluctant to share that information. In these cases, you may describe what you believe to be the current policies ? along with recommendations for how these policies might need to change to support the new initiative.
COMPONENTS OF THE CHANGE MANAGEMENT PLAN
Note: This is a ?typical? list of components in many change management plans. Organization or industry circumstances may dictate that items be added or deleted.
1. Executive Summary (required for final change management plan)
2. In preparing the executive summary, keep in mind that the summary will probably be the only part of the plan top management will review. It will be assumed that the full document provides all the support needed to reinforce both your conclusions and recommendations. For that reason, it is imperative that any recommendations you make in the summary be fully documented in the full plan, and that no conflicts exist between the summary and the plan. As you plan the summary, decide which conclusions and recommendations you consider the most important for management to accept.
3. Your summary should be 700-1,400 words that highlight the conclusions from each section of the plan. Key findings and supporting data can be in bullet format. Conclude with a summary of recommended future action.
4. Table of Contents (required for final change management plan)
5. Organizational Analysis
a. Proposed Change?What is the proposed change? Why is this change of value to the organization?
1) What performance opportunities or enhancements will result from this change?
2) Why is it important to achieve these performance improvements?
3) What has been done in the past to address these performance issues?
4) Who are the stakeholders who will be affected (directly or indirectly) by this change?
5) How does the change proposed align with the overall strategy?
6) What are the time frame and key hurdles for the change?
b. HR?s Role?What role should HR play in your organization with regards to leading a large-scale organizational change?
1) What role has HR played in other organizational changes?
2) How is HR structured, and where does it currently report?
3) How is HR viewed within the organization?
4) What issues, if any, might the answers to these questions create for this change?
c. Organizational and Individual Resistance?What type of organizational and/or individual resistance to change might you expect to see?
1) Be specific ? with examples of the interdependencies that exist in the organization, and how resistance to change may manifest itself.
2) What will you do to reduce organizational and/or individual resistance to change?
3) Do employees have the skills and knowledge required to implement this type of change successfully? If not, how will you address the lack of skills and/or knowledge?
4) What motivational or attitude issues might arise? How will you address them?
d. Costs and Benefits?What are the costs and benefits of the proposed change? How do you know?
e. Measuring Success?How will you evaluate the success of the change process? How will you know when the change is ?completed? from the perspective of various stakeholders?
f. Exit Strategy?How will you end the change process and institutionalize the change?
6. Plan and Timetable
a. Target Group?Who is the target of this change (group or groups of people)? How will you achieve buy-in from each of these groups, as well as any other affected stakeholders? What are the needs of each of the stakeholder groups (how they will evaluate whether the change is successful)?
b. Objectives?What are the clearly defined objectives for the change process? Are they consistent with corporate mission statement and objectives? Are they measurable? Attainable?
c. Strategies?What change management strategies will you use to implemented the change? Why is each of these strategies important? How do these support your organization?s business strategies?
1) Identify all change activities in which targeted groups will participate (e.g. skill training programs, organizational restructuring, information system upgrade, business process reengineering, etc.).
2) How might disciplines of the learning organization support the desired change?
d. Steps?What specific steps will you take to implement these strategies? What is the timeline for these steps?
e. Develop action steps, responsibilities, due dates, deliverables, and so on, for each intervention.
f. Organization?Are there clear lines of responsibility for all activities, including the role of HR? Does one individual have clear responsibility for leading the change effort? Who else should be involved in the change process? Are there adequate communications planned for the organization? How will the change affect other areas of the organization? Should the organizational structure be changed? Why or why not?
g. Communication ? How will you communicate the changes? Will your communication be different for those groups who are directly affected versus those who are tangentially affected?
h. Project Management ? How will you monitor, control and report status as the project progresses?
7. HR Policies and Practices
a. Recruitment practices?How will the organization?s recruitment and selection practices change after this plan is implemented? Why?
b. Retention practices?How will this change aid in the retention of employees? What will you have to pay attention to during the change in order to retain those employees whom you wish to retain? Why?
c. Reward practices?Will your organization?s current reward system and practices support the change? If so, why? If not, what will need to change? Why?
d. Training and development practices?What new skills and competencies will employees need in order to be successful after the change is implemented? Why? How will they obtain these skills and competencies?
e. Supervisory training?What new skills will managers and supervisors need after the change is implemented? Why? How will they obtain these skills and competencies?
f. Employee relations policies and procedures?What, if any, HR policies and procedures will need to change? Why? What are the implications of not changing these policies and procedures?
8. Sources
Include a list of sources used to prepare this plan, including at least 10 peer-reviewed, current sources from the UOP library.
REFERENCES
Dobson, D.M. (2001). Big change programmes: Increasing the likelihood of success. Journal of Change Management, 2(1), 7-22. Retrieved December 16, 2003, from EBSCOhost database
LaClair, J.A. & Rao, R.P. (2002). Helping employees embrace change. McKinsey Quarterly, 4, 17-21. Retrieved December 16, 2003, from EBSCOhost database

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Recruit, develop, and retain a competent, committed, and diverse workforce that provides high quality service to veterans and their families.

Purpose and Outcomes:
Employees are the foundation of the Department of Veterans Affairs and the key to its success. The purpose of this objective is to ensure that VA has the workforce it needs to serve veterans and their families, today and in the future. The 21st Century presents VA with an unprecedented set of human capital challenges ? an aging workforce, a shifting and expanding mission, a tight and competitive labor market, and the emergence of profound new echnologies that present both risks and opportunities. VA?s ability to capitalize on these challenges willdetermine the extent to which the goals and strategies laid out in this strategic plan are achieved. Each of the major themes incorporated
in this plan ? enhanced health care delivery, expedited claims processing, expansion of memorial and burial programs, partnerships,accountability ? can come to life only through the efforts of a workforce with the capabilities, competencies, commitment, and compassion to
make it happen. Investing in, cultivating, and
valuing employees is one of VA?s highest
priorities.

Strategies and Processes:
VA will recruit, support, and retain a knowledgeable, diverse, engaged, and continuously learning workforce. We will develop a comprehensive and coherent workforce development plan that incorporates the High Performance Development Model (HPDM), succession planning, diversity
training, and Alternative Dispute Resolution
(ADR) orientation.

*Human Capital Planning
VA is institutionalizing a national workforce planning system to facilitate the strategic management of its human resources. VA?s workforce planning strategies include:
? Implementation of Departmental policy prescribing objectives, roles, and the process for the development of
workforce and succession plans for each VA organizational component, inclusion of diversity and leadership analyses, and alignment of the workforce planning system with other key management processes;
? Development of a Strategic VA Human Management Capital Plan;
? Implementation of measures to assess progress on program goals identified in organizational workforce plans;
? Integration of workforce planning accountability measures in performance plans of VA senior executives and
managers; and ? Enhancement and/or establishment of management information systems to support the workforce planning function.

Diversity
VA will address issues of under-representation and promote efforts to ensure that its workforce reflects the diversity of the customers we serve.

68 FY 2003 - 2008 STRATEGIC PLAN
Objective E.1
Diversity is essential to building a creative and innovative environment to address the needs of the veterans and their families. To foster this type of environment, VA will:
? Establish a One VA diversity business model based on effective workforce and succession planning, comparisons to the Relevant Civilian Labor Force (RCLF), targeted recruitment, and management tracking of progress;
? Establish a VA Diversity Advisory Council to examine and monitor VA?s Employee Diversity Profile;
? Establish and communicate a diversity scorecard and competencies to VA leaders; and
? Reward VA leaders for crosscutting diversity accomplishments.

Professional Development
To foster world-class service to veterans and their
families, VA must maintain a workforce with the
needed capabilities, competencies, and commitment. VA has a wealth of valuable leadership and development programs, from elearning to Senior Executive Development. To further advance learning and performance throughout the Department, VA will adopt the High Performance Development Model (HPDM)
as its framework for employee development. The model guides the employee development activity by directing management practices and policies to ensure:
? Core competency development;
? Continuous learning;
? Continuous assessment;
? Coaching/mentoring;
? Linkage with performance management; and
? Performance-based hiring.

Further, VA will evaluate the relevance, impact,
and capacity of leadership development programs to ensure that they are aligned with mission requirements and establish Career Intern Programs to meet future workforce needs.

Alternative Dispute Resolution (ADR)
VA will continue to develop an effective way for
measuring the success of the Alternative Dispute
Resolution (ADR) Program. VA recently
developed an ADR web-based tracking system
to collect data that will be annually analyzed so
that benchmarks can be identified and
accomplishments measured.
VA will conduct ADR/Mediation Awareness
Training sessions for all employees to ensure that
employees are aware of the ADR and mediation
tools that can be used to effectively resolve
workplace conflicts and disputes. By employees
being aware of and using these tools, VA
anticipates that this will effectively help reduce
EEO complaints activity and workplace
disputes, which is costly to VA. VA also expects
to derive intangible benefits such as improved
morale and productivity, reduction in future
disputes, repaired relationships, improved
customer service, and employee trust.
Recruitment and Marketing
VA must remain competitive with the private
and non-profit sectors in recruiting qualified
candidates if it is to achieve our strategic goals.
VA is a key employer in the Federal Government,
has one of the most distinguished and unique
missions, has nationwide job opportunities, can
provide numerous opportunities for growth, and
offers many appealing benefits and work-life
programs. VA will fully capitalize on these
assets to market career opportunities. Having a
presence in the job market, whether or not
currently hiring, is essential to cultivating and
maintaining relationships that benefit VA now
and in the future. VA will:
? Develop a recruitment and marketing
plan that includes provisions for an
assessment of current efforts throughout
the Department and maximizes use of
student intern and Presidential
Management Intern programs;
69 FY 2003 - 2008 STRATEGIC PLAN
Objective E.1
? Enhance outreach efforts to colleges,
universities, military discharge centers,
and other potential recruitment sources
with a strong emphasis on targeted
recruitment aimed at minority
populations underrepresented in the
Department;
? Explore the use of automated application
and staffing tools to simplify and
streamline the hiring process;
? Develop an automated entrance interview
for newly appointed employees to
determine why they chose VA and use
such information to drive VA?s
recruitment and marketing business
decisions;
? Develop an automated and consistently
used exit interview process to help
identify why employees leave the
Department, and use the information
gathered to address and rectify retention
issues;
? Support government-wide efforts to
streamline and simplify the Federal hiring
process; and
? Work with DoD to develop methods to
facilitate recruitment, retention, and
potential sharing of personnel in positions
critical to the Departments?
complementary missions.
Performance Culture
Employee performance is integral to VA?s ability
to accomplish its mission. To ensure that VA
has a results-oriented and high-performing
workforce, that it differentiates between high
and low performance, and that individual and
team performance are linked to organizational
goals, VA will implement a Department-wide,
multi-tiered performance appraisal system and
institute a performance awards program. VA
will also enhance its current Senior Executive
Performance Review Board process to ensure
that Executives are held accountable for
achievement of strategic goals and workforce
management.
External Factors:
In conjunction with the economy (job-market/
competitive salary issues) and labor force
growth rates, VA recognizes that funding to
implement HR strategies will be the key to
recruiting and retaining a highly skilled
workforce.
70 FY 2003 - 2008 STRATEGIC PLAN
Objective E.1
Professional
Development
75% Percent of VA organizational components that have
implemented the High Performance Development Model
Workforce Planning
Service Delivery Measures
Objective E.1
Outcome Measures
FY 2004 FY 2008
Performance Targets
100%
Percent of VA employees who will be trained in ADR as an
option to address workplace disputes
Percent of employees who respond favorably when surveyed
about their job satisfaction
80% 100%
65% 75%
Percent reduction in the average time it takes to recruit and
fill vacancies in mission-critical positions from the FY 2003
baseline
10% 60%
Performance Measures
Alternative Dispute
Resolution (ADR)
One VA Employee
Satisfaction Survey
Percent increase in the number of VA job announcements for
which applications are accepted online
100% 38%

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References

Batt, R., Colvin, A.J.S. & Keefe, J. (July 2002). Emplyee voice, human resource practices, and quit rates: Evidence from the telecommunications industry. Industrial & Labor

Relations Review, 55(4), 573. Retrieved January 25, 2005 from EBSCOhost.

Dubois, D. & Rothwell, W. (April 2004). Competency-Based or a Traditional Approach to Training? T+D, 58(4), 46-58. Retrieved January 26, 2005 from EBSCOhost.

Find War Heroes Online. (July/August 2004). Information Management Journal, 38(4), 7.

Retrieved January 26, 2005 from EBSCOhost.

Franchising is Attractive Career Path for Veterans. (March 2004). Franchising World, 36(2),

57. Retrieved January 25, 2005 from EBSCOhost.

Godard, J. (July 2001). High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work. Industrial & Labor

Relations Review, 54(4), 776-801. Retrieved January 26, 2005 from EBSCOhost.

Lehrer, E. (July 2004). Grading D.C.'s Report Cards. American Enterprise, 15(5), 57.

Retrieved January 26, 2005 from EBSCOhost.

Ramsay, C. (1995). U.S. health policy groups: Institutional profiles. Westport, CT:

Greenwood Press.

Seidler, M.P. (July/August 2003). Developments in Alternative Dispute Resolution.

Franchising World, 35(5), 11-3. Retrieved January 26, 2005 from EBSCOhost.

Veterans' Hospital under Investigation. (2003). Nutrition Health Review: The Consumer's

Medical Journal, 87, 14. Retrieved January 26, 2005 from EBSCOhost.

Viscidi, L. (March 2003). Gulf War Veterans, Families of Serving Troops Oppose Iraq War.

Washington Report on Middle East Affairs, 22(2), 75. Retrieved January 26, 2005 from EBSCOhost.

Wilkinson, T. (September/October 2003). Thinning the ranks. National Parks, 77(9/10), 30.

Retrieved January 26, 2005 from EBSCOhost.

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Title: Leading Change and Leading People

  • Total Pages: 4
  • Words: 1107
  • Bibliography:0
  • Citation Style: MLA
  • Document Type: Research Paper
Essay Instructions: Leading Change and Leading People
Leading Change-continual learning, creativity and innovation, external awareness, flexibility, resilience, service motivation, strategic thinking, and vision
? This core qualification encompasses the ability to develop and implement an organizational vision that integrates key national and program goals, priorities, values, and other factors. Inherent to this ECQ is the ability to balance change and continuity; to continually strive to improve customer service and program performance within the basic government framework; to create a work environment that encourages creative thinking; and to maintain focus, intensity and persistence, even under adversity.

Leading People, Leveraging Diversity, Integrity/Honesty and Team Building
? This core qualification involves the ability to design and implement strategies that maximize employee potential and foster high ethical standards in meeting the organization's vision, mission, and goals.

(please use the information below this line for 4 page paper 1100 words)
I have been a leader in government and the private business environment for more than 20 years. My leadership experience encompasses service to my Nation as a noncommissioned officer in the United States Army and as a senior civilian manager within the Department of Veterans Affairs and the Department of Defense. I have learned that leading a change initiative requires more than just envisioning the future. It [To what does "it" refer? If a pronoun is used without first identifying for what it stands, the reader might be confused.] requires staying on top of people, budgets, materials, vendors, and others, while at the same time [Redundancy, consider either "while" or "at the same time."] making sure that necessary day to day [spelling -- (requires hyphen)] business activities continue. In today?s environment, change is the norm. Before an organization can finish getting adjusted to one change, it [What is "it"? Avoid use of undefined pronouns. ] gets hit with several others. We?re [contractions are not appropriate in academic writing, e.g., don't should be do not] living in a constant period of transition, and the shelf life of our solutions keeps getting shorter. ?What works? becomes history in a hurry.
In the course of development of my career in public service (military and civil service), I have had the privilege of learning from and being mentored by several outstanding senior officials.

During my career I have been promoted 10 times to attain my current grade of GS-15, which serves as an example of my ability to lead change and people, garner support for ?people programs?, build relationships, influence resources, and get results. As a result of my leadership contributions I have received the following honors for my performance:

? 2004 Secretary of Veterans Affairs (SECVA) Special Contribution Award (1999-2004)
? 2004 Selected for the VA SES Candidate Development Program (186 applicants, 33 selected)
? 2003 Secretary of Veterans Affairs Commendation for the Task Force on Women?s
Employment and Advancement (committee member and subcommittee leader)
? 2003 Deputy Secretary of Veterans Affairs Honor Award for Performance (2001-2003)
? 2003 VA Quality Step Increase (GS-15, step 3-4)
? 2003 Selected for Leadership VA Executive Development Program LVA-2003
? 2002 VA Quality Step Increase (GS-15, step 1 to 3)
? 2001 Secretary of Defense Certificate of Recognition for support of 2001 Attack on
America (survivor)
? 2001 Secretary of Defense Meritorious Service Award
? 2000 Highlighted in Ebony Magazine w/Secretary of Defense (Nov)
? 1997 Selected by the Women in Service for America Memorial
Foundation (WIMSA) to represent the Department of the Army on a U [word choice -- "an U"] .S. Post Office commemorative postage stamp recognizing the contributions of women in military service
? 1997 Certificate of Retirement, Department of the Army
? 1982-1997 Awarded 7 honor awards by the United States Army, to
include: The Legion of Merit, Meritorious Service Medal; Good Conduct Medal; Army Staff Badge; Army Achievement Medal; Army Commendation Medal; National Defense Service Medal; Army Safety Award; Superior Unit Award; Air Force and Organizational Excellence Award

Example 1-Leading Change and Leading People:
Although a cabinet level organization since 1989, the Department of Veterans Affairs (VA) did not have an effort focused on protocol services. The organization needed an effort that directly advised, assisted, and supported development activities for the Secretary, Deputy Secretary, and the Chief of Staff on official matters of national and international protocol, and in the planning, hosting, and officiating of related events and activities for visiting heads of state, members of Congress, senior Veteran Service Organizations (VSO?s), and diplomats. This was a challenge during the first year of the 2001-2004 administration when the department received visits from senior U.S. and foreign dignitaries to include the Vice President of the United States and Minister of Veterans Affairs for The Republic of Korea.

After learning of several challenges with VA events with high-level emissaries, I conceived, developed, and submitted a proposal to establish the Department of Veterans Affairs, Office of Protocol, while I [no comma before "while" -- the following is not a stand-alone clause] was employed at the Department of Defense. This was an opportunity for me to demonstrate my skills in leading change (continual learning, creativity and innovation, external awareness, flexibility, resilience, service motivation, strategic thinking, and vision); and leading people (leveraging diversity, integrity/honesty and team building).

The Secretary of Veterans Affairs, Deputy Secretary of Veterans Affairs, and Chief of Staff reviewed my proposal, interviewed me (with 10 members of the SECVA staff), and approved my proposal and directed the creation of a centralized office responsible for planning, leading, organizing, and controlling of national and international events befitting of a cabinet-level organization. In October 2001, I was selected to establish the Office of Protocol. The purpose of my position was to lead the protocol services for the department (260,000 employees). At this level of the Department, projects or problems assigned are not clear cut and solutions are often nebulous. Getting buy-in from staff is a crucial piece in finding answers to difficult problems. I have a track record of taking on the hard tasks in my organization and developing a plan, getting buy-in from experienced staff, and producing results. I stood up the first Office of Protocol and opened a new territory in managing events and programs from a ?Systems Thinking? perspective. Immediately upon my appointment, I met with senior leaders and managers, which included senate confirm personnel (offices of the Deputy Secretary of Veterans Affairs, Under Secretary for Health, Under Secretary for Benefits, Under Secretary for Memorial Affairs, Chief of Staff, Inspector General, Chairman, Board of Veterans Appeals, General Counsel, Assistant Secretary for Public and Intergovernmental, Assistant Secretary for Information and Technology, Assistant Secretary for Policy and Planning, Assistant Secretary for Congressional Affairs, Assistant Secretary for Human Resources [human resources is not capitalized unless it is part of a title, e.g., XYZ Corp. Human Resources Department ] and Administration, Assistant Secretary for Management, Chairman, Board of Contract Appeals Director, Center for Women Veterans, Director, Center for Minority Veterans, Director, CARES Commission, Counselor to the Secretary, Special Assistant to the Secretary, Special Assistant, CARES, Deputy Chief of Staff, Special Assistant to the Deputy Secretary, Senior Advisor to the Deputy Secretary, Executive Secretary, and the Special Assistant) to determine their perspectives on VA?s protocol needs and to discuss how the program could be structured to best meet their needs and organizational requirements as customers. I was the person responsible for researching, benchmarking and developing an implementation plan for the new structure. Next I had the challenge to motivate and build relationships with program officials (100+), to devote significant resources to projects to ensure success. To do this I instituted weekly meetings, which I invited program officials to discuss various elements of the project, their concerns regarding the project, specific challenges their programs are facing, ideas for meeting challenges and how the office of protocol could help them meet requirements. This candid exchange of ideas gave key players in the process some control over their early commitment. I directed all aspects of the Office of Protocol, to include program administration, resource management, human resource management, communications, customer service, and work plan accomplishment.

A major part of establishing the office of protocol was finding a balance between traditional (military) protocol and providing protocol services that support VA?s mission and its culture. I learned to integrate the essential components of an organization: human capital, financial , and technological resources to standardize protocol service delivery. I again seized opportunity to demonstrate my skills in leading people, emphasizing the area of team building and planned the selection of a team of 5 highly skilled professionals. In addition, I supervised the actions of more that 100 program partners who together executed delivery of cabinet level protocol related services. To date this includes high profile events, national programs of significance such as the Presidential Rank Awards, Robert F. Carey Award for Quality, Annual Observance of Veterans Day, Chaplains Awards, Carey Awards, and etc ["etc" is an abbreviation for the Latin "and the rest," and since it already contains "and," that word is redundant] . I developed the infrastructure essential to the Department?s success in protocol related activities within VA to support the following activities:
Ceremonies & [Do not use an ampersand except in citations and on the sources page.] Events (Routine)
? Events (Top 5-High Profile):
o 2002 Vice President Cheney Presentation to Korean War Veterans
o 2004 Secretary of Veterans Affairs (SECVA) Dedication iho The Honorable Sonny
Montgomery Veterans Conference Ctr
o 2004 Secretary of Veterans Affairs (SECVA) & [Do not use an ampersand except in citations and on the sources page.] Secretary of the Smithsonian Institution
Dedication Ceremony iho Price of
o Freedom: Americans at War Exhibit (Reception)
o 2005 Farewell Ceremony iho 4th Secretary of Veterans Affairs
o 2005 Swearing-In Cremony iho 5th Secretary of Veterans Affairsat the US Chamber
of Commerce
? Swearing in ceremonies for all Senior Officials (political appointees) (as required)
? Advisory Committee Appointments (as required)
? Award ceremonies for all SES' (as required)
? Retirement ceremonies for all SES' (as required)
? Annual Observances (as required: MLK Birthday, Hispanic Heritage, etc.)
? Annual VA Awards (as required)

o Presidential Rank Awards
o Labor Management Awards
o Robert F. Carey Awards
o Olin Teague Awards
o Veterans Day Observance
o Equal Employment Opportunity Award (EEO)
o Excellence in Nursing Awards
o Holiday Activities (Employee Sing Along, VA Employee Walk Thru, and VSO Reception)
o Employee recognition ceremonies (award, retirements, swearing-ins, appreciation, etc.)
o Ethnic Observances
o Organization ceremonies (dedication, signings, task force recognitions)



Courtesy Calls
? Visits of foreign officials (22 to date: Minister of Veterans Affairs for the United Kingdom, Korea, Tawain, Vietnam, Jordan, etc.)

Routine Misc meetings:
? VA Executive Board (Qtrly Mtgs)
? BoB Mtgs-Business Opportunity Boards (Qtrly Mtgs)
? JPEC Joint Executive Committee Mtg (Qtrly Mtgs)
? Senior Mgt Council (SMC) (Qtrly Mtgs)
? VA Off-Site Mtgs-2-3 yrly *location: misc


FY 01 FY02 FY03 FY04 FY05 Totals
Breakfasts Meetings Presentations 0 0 26 23 1 50
Award & [Do not use an ampersand except in citations and on the sources page.] Retirement Ceremonies 6 22 60 41 1 130
Education Series 0 1 1 1 0 3
Foreign Visits 2 9 8 4 0 23
Misc (Pres/Recep/CCs) 1 8 1 60 8 78
Luncheon Meetings/Presentations 4 15 40 18 4 81
Observances (annual, ethnics) 4 10 11 15 0 40
Adv Committees Presentations 4 0 8 3 0 15
Ribbon Cutting Ceremonies 1 1 1 1 1 5
Signing Ceremonies 0 2 4 3 0 9
Swearing-in Ceremonies 5 2 3 7 0 17
Visits (misc) 5 5 8 6 0 24
Total 32 75 171 182 15 475

As there are a myriad of tasks to complete a ceremony usually 300, and a team of professionals to support the following services:

? Sequence of events
? Program scripts, agenda
? General Administration
? Site Search/Selection
? Guest List maintenance
? Letters of Invitation
? Signage
? On Site Support Services
? Social correspondence (invitations, programs, etc.)
? Security
? Venue Setup and preparation walk thrus
? photographer
? presentation of colors

I led an elite cadre of hand-picked staff to provide protocol services for related activities. Each staff member was new to VA, and new to the type of services we would be delivering. As such, I ?personally? trained each member of my staff and ensured their [pronoun agreement: since the antecedent (each) is singular, the pronoun (their) must be singular {his or her}] efforts were in accordance with VA?s mission, ?To care for him whom have borne the battle, and his widow, and orphan, by former President Abraham Lincoln?. I have mentored my employees, and successfully nominated them to hold positions on several activities within the organization to include:
? Vice Manager, VA Federal Women?s Program (2003-2004)
? Member of the Office of Administration Quality Council (2004-present)
? Member of the Customer Service Initiatives Work Group
? Member of the 2004 Women Veterans Summit
? Member of the OPIA National Special Events Planning Team (2002-pres)

As one who values diversity, half of my employees are women, minorities, and veterans. They too have unique roles in their lives which range from being parents, spouses, and a single parent, balancing the demands of work and homelife and providing top notch services to the department. I transformed this group of talented employees into a cohesive ?high achieving team?. This office is on the cutting edge [Clich? -- your writing will be much better if you do not use this phrase] of activities throughout the department (at the highest level). I created a vision: ?To provide premier protocol services throughout the department?; mission: ?To provide worldclass protocol via special events, read aheads, gift program, foreign visits, and meeting management? for the Office of Protocl, set high goals, developed performance measurements and positioned the office to be the focal point for movement toward excellence throughout the organization. I recognize and maximize individual strengths creating a synergy for personal and office accomplishments. I strengthen the skills of my staff and subordinates through concrete learning experiences, performance coaching and counseling, and by involving them and their ideas in my decision-making process. This small office clearly outstrips normal output for an office of its size. Each member of my staff has received promotions for 3 consecutive fiscal years (FY02, FY03, and FY04) and special contribution awards, of significant amounts directly from the Secretary of Veterans Affairs, in recognition of their outstanding performance and their ability to meet the challenges of increased levels of responsibility and complexity of work. I have personally received from the Secretary of Veterans Affairs and the Chief of Staff a promotion, several Special Contribution Awards and a Quality Step Increase (QSI) from 2001 until present.

As leader of this office, I am called on constantly as a Go To person and I am asked to take on the ?impossible? tasks. In the last year alone, incredibly short suspensed taskings directly from the Secretary of Veterans Affairs, Deputy Secretary, and Chief of Staff Offices were very common place and all were successfully accomplished. My office is recognized for its agility and hard charging character and has been singled out by a myriad of senior leaders. My proactive leadership in the Office of Protocol contributes immeasurably to the overall success of the Department of Veterans Affairs. Daily, the office of protocol provides viable services, which had not previously been available, and prevents embarrassing situations on a national and international level. My office is an indispensable tool for developing relationships with the VA?s stakeholders, preparing and executing events appropriate for high-ranking officials, while maintaining [no comma before "while" -- the following is not a stand-alone clause] a positive impact on the organization?s image and working environment are all part of my less-than-average day. The Office of protocol has grown to provide major services to include: ceremonies and special events; daybooks for the Secretary of Veterans Affairs (SECVA) (dictating his movements for an entire day), gift and presentations program, and meetings management.

The impact of my contribution established and defined the Office of Protocol for the Department of Veterans Affairs. My efforts and the efforts of my staff have ensured the stature of the Department of Veterans Affairs is functioning appropriately at the Cabinet level and is in the highest interest of the United States of America?s most precious jewels, its ?Veterans?..

Example 2-Leading Change and Leading People:

Throughout my career, I have become recognized by leaders and staff as an advocate of ?continuous learning?. In lieu of all the roles I have lived simultaneously as: a working professional, student, wife, mother, and soldier, I have always been driven to enhance my skills and the skills of others by embracing continuous learning. As a lifelong advocate of continuous learning, I have completed several formal educational programs to enhance my contribution as a leader and set the example for peers and staff. These have prepared me for the challenges of tomorrow by being knowledgeable and supporting my organization today. They have also assisted greatly me in becoming a better mentor to others.

I am committed to improving my skills in the area of leading change. I set the example as a continuous learner daily. I recently completed, the Master of Business Administration [do not capitalize] with a concentration in Human Resource [human resource is not capitalized unless it is part of a title, e.g., XYZ Corp. Human Resources Department ] Management from the University of Phoenix, March 2005. This degree will provide me with the most current techniques and tools which will assist my contribution to my organization. The skills I have learned will assist me by defining and solving problems, assessing information, considering alternatives, and choosing the best solution. I have enhanced my report writing, oral reporting, and group process skills. The program emphasized for me the identification, analysis, and solution of complex human resource management problems that require technical understanding and balanced decision making [spelling -- (requires hyphen)] . I am developing an additional expertise in the solution of persistent management problems. Thus far, in the program the courses I have completed have greatly assisted in the development of my skills in the area of ?leading change and leading people?. They include: Fundamentals of Executive Management; Human Relations and Organizational Behavior; Legal Environment of Business; Information Management [do not capitalize] in Business; Advanced Marketing Management; Strategy, Formulation, and Implementation; International Business Management [do not capitalize] ; Applied Management Science [do not capitalize] Project; Management of The Total Enterprise; Managerial Communication; and Human Resources [human resources is not capitalized unless it is part of a title, e.g., XYZ Corp. Human Resources Department ] Management.


In particular, MGT 512, Fundamentals of Executive Management, a course designed for high-potential managers who wish to accelerate their development as an executive and a leader, provided me key concepts, frameworks and tools essential to career success. The course stretched my ability through simulations, case discussions, workshop activities and exercises that apply ideas to actual business challenges. I was provided with sophisticated assessment and feedback tools to identify and address opportunities for improving leadership communication and individual and organizational performance.

In several positions, I have held, I have applied buiness concepts such as best practices and benchmarking, which I learned in my formal education.
? As the Director of Protocol, to which I established the Department of Veterans Affairs, Office of Protocol. Using Systems Thinking models, I directed all aspects of the organization, to include program administration, resource management, communications, customer service, and work plan accomplishment, team of 4 and 100+ program partners.
o Through the best practice of Teamwork, I lead the planning, organizing, controlling, and execution for cabinet level activities, special events (250, valued at $150k) and executive actions 2000 (actions annually).
o Ensuring proper usage of resources, I led the organization in saving more than 50% of reception fund budget (FY02, FY03, FY04). I lead the national level events of significance include: Annual Observance of Veterans Day; Presidential Rank Awards, Nursing Awards, Ethnic Observances, Chaplains Award, Socioeconomic Awards, CVE Awards, Ceremonies (Swearing-Ins, Signing, Retirement, Award) and Visits of Foreign Dignitaries.
o Using leverage of my position within the Office of the Secretary, I was requested by the Deputy Assistant Secretary for Human Resources [human resources is not capitalized unless it is part of a title, e.g., XYZ Corp. Human Resources Department ] to participate as a member of the Secretary of Veterans Affairs Task Force for Women Employment and Advancement; VHA VA Learning University Marketing Committee; and the LVA Alumni 2004 Planning Committee. My efforts resulted in my receiving a promotion and The Secretary of Veterans Affairs Commendation Medal, Deputy Secretary Honor Award, Deputy Assistant Secretary for Human Resource [human resource is not capitalized unless it is part of a title, e.g., XYZ Corp. Human Resources Department ] Management Honor Award.

? While at the Department of Defense as the USO Liaison Officer for the Secretary of Defense, my application of best business practices helped me to provide assistance in leading the USO team in contributing to more than 100 in standing-up the DoD Family Crisis Center for Sep 11th Attack on The Pentagon at 6:00am on November 12th, 2001. As a survivor of September 11th Attack on the Pentagon, and a key developer of the crisis response team, I assisted a myriad of injured pentagon employees. I developed coordinated and negotiated legislative strategy for the Secretary of Defense (SECDEF), prepared testimony and USO program briefings for the Senate Armed Services Committee (SASC) and House Armed Services Committee (HASC) and provided oversight for the $6 million dollar USO congressional budget allocation (largest to date). My efforts resulted in receiving an honor and performance award the Secretary of Defense Certificate of Recognition for efforts on Sep 11th Attack on America.

? During my tenure as the Special Assistant to the Secretary of Defense and Deputy Secretary of Defense for Quality of Life Issues. I built consensus and a team of 50+ to create and establish the USO Exhibit located in the Pentagon, valued at $50k, and viewed by more than 100,000 tourists per year. During this period I also assisted in creating and executing the Secretary of Defense?s 1st Family Forum for servicemembers, and conceptualized a partnership with the U.S. Chamber of Commerce for spouse employment. I coordinated and streamlined staff policy, developed consensus positions and maintained focus on current goals and objectives for the Secretary of Defense. I facilitated timely flow of information between DOD and other federal agencies required for critical decision making [spelling -- (requires hyphen)] processes. My efforts resulted in me receiving the Secretary of Defense Meritorious Service Award

The business concepts I have learned, enabled me to have a positive impact one each of my organizations, the Department of the Army; Department of Defense, and the Department of Veterans Affairs. My continuous learning over the past 20 years is demonstrated by the results of my performance of duty. The return on investment I have received is the preparation of me to be a better contributing employee and leader. This has led me to share my knowledge with others and become a mentor to a myriad of employees. In summary, the total essence of my character has been enhanced in the areas of performance of duty, work ethic, customer service, and leadership.

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Title: Results Driven principi and task force

  • Total Pages: 4
  • Words: 1129
  • Sources:0
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: I would like the following writer: dmurray

Results Driven (accountability, customer service, decisiveness, entrepreneurship, problem solving, technical credibility)
? This core qualification stresses accountability and continuous improvement. It includes the ability to make timely and effective decisions and produce results through strategic planning and the implementation and evaluation of courses and policies.

(pls use the below information for the 4 page paper 1100 words)

EXAMPLE 1:
My organization, the Department of Veterans Affairs, values my ability to get results. On December 30, 2004, I was tasked directly by the Department of Veterans Affairs, Deputy Secretary of Veterans Affairs and Chief of Staff to plan and execute the department?s Farewell Ceremony in honor of the 4th Secretary of Veterans Affairs, The Honorable Anthony J. Principi, on January 19, 2005.

The event would be held at the G.V. Sonny Montgomery Veterans Conference Center at the VA Headquarters in Washington, DC. This was a notable project as there were a myriad of members of the President?s Cabinet which were departing the administration. The impact of a ceremony at this level was a direct reflection on the stature of the Department of Veterans Affairs as a cabinet level organization and the United States of America. As such, I had approximately 3 weeks to pull together a team of professionals that could execute the ceremony, production of a video (historical fottage of SECVA?s life and tenure), sequence of events, and ceremony befitting the major efforts of the 4th Secretary of Veterans Affairs, The Honorable Anthony J. Principi,.

In providing services for this event, I thought it important to not only think out of the box, but also to create the box by redefining services and partnering with other organizations such as the VA Employee Education System. The goal was to ensure a cabinet level agency and a grateful nation paid its respect for the tireless efforts of the 4th Secretary of Veterans Affairs, The Honorable Anthony J. Principi, United States Naval Reserve, Retired.

With 3 weeks to successfully execute this event, I pulled together a team and created a vision for the event. I designed the sequence of events in 3 parts which included the department?s reception of the Guest of Honor, the program, and reception. My staff and I coordinated the participation of the program participants: master of ceremonies, chaplain, singer, Military District of Washington (MDW) joint colorguard, host, and guest of honor. By continuing positive relationships and building the confidence of participants regarding their contribution efforts. I had to personally hold meetings with each program participant and convince them to participate and the need for their particular skill to the overall program. Next I wrote the script for the program for the master of ceremonies, coordinated related content for the speeches of the host of the event and guest of honor, and coordinated the presentation items for the host (VA 30 year Service Award (signed by members of the senior staff), Charcoal Sketch, Nameplate, U.S. Flag, Waterford Eagle, SECVA Flag, and Presidential Cabinet Chair). The sequence of events included the following:
Part I -Courtesy Call-Deputy Secretary Mansfield, Secretary Principi family mbrs (3 sons)
Part II -Welcome & Acknowledgements by The Honorable Tim S. McClain, General Counsel
Presentation of Colors by Military District of Washington Joint Color Guard
National Anthem sung by Aaron Lee, Office of Human Resources Management
Invocation by Chaplain Hugh Maddry, Director, National Chaplain Center
Video Presentation: Tenure of the Secretary of Veterans Affairs
Remarks by The Honorable Gordon H. Mansfield, Deputy Secretary of Veterans Affairs
Presentations by The Honorable Gordon H. Mansfield, DEPSECVA
o VA 30 year Service Award (signed by members of the senior staff)
o Charcoal Sketch, with engraved brass plate
o Nameplate, with engraved brass plate
o U.S. Flag, with engraved brass plate
o Waterford Eagle
o SECVA Flag, presented on staff
o Presidential Cabinet Chair, with engraved brass plate
Remarks by The Honorable Anthony J. Principi
Closing by The Honorable Tim McClain
Benediction by Chaplain Hugh Maddry
America the Beautiful by Aaron Lee
Part III-Reception
My goal was to hold a ceremony which could accommodate 500 guests. This meant printing 1500 invitations for 3000 guests (in-house) and sending invitations via all forms of communications (US mail, fax, email, and telephone) to 1000+ guests (within 1 week) whom were stakeholders of the event and the guest of honor; which included: personal guests of The Honorable Principi?s; White House Staff; VA Senior Staff members (political appointees), VA (HQ) Senior Executive Service (SES?), Members of Congress, Officials form Mississippi State University; Judges of the US Court of Veterans Appeals; Title 38 employees; members of the Senate Veterans Affairs Committee (SVAC), members of the House Veterans Affairs Committee.
Next I assembled a top notch team to work the content of the ceremony and event. I met with and selected a team of 12 professionals for this project which included personnel from the VA Employee Education System (video); office of administration; media relations; congressional and legislative affairs; office of the executive secretary; and the office of protocol. Team members were highly enthused and energetic about this event. I discussed with the team the Vision of the event, beginning with the production of the video. The video was important for 2 reasons: 1-Ceremony-to honor and educate guests of the event today and 2-to serve as a source of education to support the legacy of The Honorable Principi as a notable public servant and 4th Secretary of veterans Affairs.
I directed the video team to focus on 5 areas of The Honorable Principi?s life to ensure we honored his legacy appropriately. The areas were: 1- generation of service to our Nation, followed steps of his father; whom retired as an E-9 in the United States Navy; 2. Service to our Nation as a: US Naval Academy grad, class of 1967, Vietnam veteran, and military service for 14 years; 3-Service as staff leader for the Senate Armed Services Committee(SASC); directed assisted Chairman Montgomery with legislation for the Montgomery GI Bill (MGIB); and its impact on the 2.5 million service men and women that used the educational benefits; 4-family legacy of 2 sons currently serving USAF; wife retired USN Nurse; and 5-The impact of his tenure as Secretary of Veterans Affairs in 5 areas:
1. VHA-CARES, Capital Realignment of Enhanced Services
2. VHA-Reduction in waiting times for medical services
3. VBA-claims processing reduction, from 500,000 to 250,000 within 4 years
4. NCA-greatest expansion of NCA since the Civil War
5. Staff-Fought for and won increases in Budgets four consecutive years
I held team meetings 3 times per week, for a total of 9, conducted site visits, and pre-ceremonial walkthroughs with my team, the SECVA, DEPSECVA, and Chief of Staff. My team and I successful planned and executed this event and ensured it was appropriate for the guest of honor. There were more than 350 guests, whom attended the ceremony; guests included the Chairman of the Veterans Affairs Committee, former VA Secretaries and Deputy Secretaries, members of Congress, and military officials. The Deputy Secretary of Veterans Affairs was pleased, the guest of honor, The Honorable Anthony J. Principi was very pleased, and we are still receiving favorable comments about this event today.
In addition this major event held on January 19, 2005, my staff and I continued to provide our day to day services to the Office of the Secretary. Simultaneously we planned other notable events, of equal stature to include, VA Holiday Activities (department-wide sing along; employee reception, VSO Reception); DEPSECVA Award and Retirement Ceremony iho The Honorable William Campbell, Principal Deputy Assistant Secretary for Human Resources and Administration; SECVA Award and Retirement Ceremony iho Counselor to the Secretary of Veterans Affairs; DEPSECVA OCLA Brief for SECVA Designate; SECVA Award and Retirement Ceremony iho Mark Catlett; SECVA Lakeside Leasing Signing Press Conference; SECVA Senior Staff Meeting; SECVA Award Presentation to Jim Mayer; SECVA Award and Farewell Reception iho The Honorable Nicholson, Under Secretary for Benefits; SECVA Recognition Ceremony iho Seamless Transition Task Force; VA Observance of Dr. Martin L. King Jr. Birthday (hb The Honorable Pittman, Assistant Secretary for Human Resources and Adminsitration); SECVA Photo Opp w/Snr Staff Deputy Secretary, Under Secretaries, and Assistant Secretaries; and SECVA Appreciation Ceremony iho Employees for the 51st Veterans Day Observance.

EXAMPLE 2:
In 2002, I was asked to be a participant in the Secretary?s Task Force for the Employment and Advancement of Women. The Secretary directed the establishment of a Secretary?s Task Force on the Employment and Advancement of Women to develop a comprehensive plan that would correct the imbalances. The Secretary mandated the following:
? Expand the Women?s Executive Leadership Forum to include field facilities.
? Obtain information from other agencies and the private sector on best practices.
? Work with professional organizations?Executive Women in Government, Federally Employed Women, National Association of Female Executives, and others?to enhance VA?s ability to recruit and retain highly skilled women and prepare them to become future VA executives.
? Identify strategies to recognize and publicize the accomplishments of
women in government.

In December, the Task Force met in Washington, DC, to begin its work and identified the following major categories that the comprehensive plan would address the current situation; data collection and analysis; business case; and the implementation plan linked to the department?s strategic plan.

The Task Force collected and analyzed voluminous data and obtained feedback regarding its efforts from a variety of sources. To ensure consistency with the Secretary?s mandate, Task Force members briefed the Chief of Staff on its plan. After receiving approval, the Task Force met in January 2003 in Baltimore, MD, to develop the draft report and refine data collection efforts to ensure accuracy, validity, and relevancy to VA.

In keeping with the Secretary?s expressed desire that the Task Force conduct focus groups as part of its deliberations, in March 2003, an independent contractor conducted focus groups in Los Angeles, California; New York, New York; Washington, DC; and Little Rock, Arkansas. The Task Force selected these cities to ensure representation, to include men and women, from as many Departmental organizational elements as possible. The focus group results validated the concerns raised to the Secretary during the October 2, 2002, meeting and further assisted the Task Force in developing strategies for success.

This report details the Task Force?s efforts. The members have worked diligently against a tight deadline to thoroughly assess VA?s current situation and outline strategies that will bring about meaningful change. These strategies establish a foundation of effective processes that will serve to institutionalize diversity as an integral part of VA?s framework, now and in the future.

I personally led the subcommittee on researching best practices for the report. I led focus groups, researched relevant information, and developed the best practices section for the final report. The committee had been in existence for one year. The SECVA was pleased and accepted the report to use as a blueprint throughout the department. The Secretary presented each member of the committee with an award. I received the Secretary of Veterans Affairs Commendation for my efforts on the committee for their efforts.

The Task Force report provides meaningful and effective strategies for success that are feasible, cost effective, cross-functional to other minority groups, and linked to VA?s organizational goals and objectives. Implementing these strategies will produce measurable improvements and achievable results by December 2004 to assess their own behaviors and identify other approaches they might take.

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A second example of this results driven issue was my participation in the Secretary's task force for the employment and advancement of women in 2002. This was designed to develop a comprehensive plan that would help to correct some of the imbalances that were seen between men and women in their employment opportunities and the advancements that they were able to make. In December 2002 the task force met in Washington D.C. In order to begin work and identified that there were several major categories that the comprehensive plan would need in order to address the current situation. These included data collection and analysis, business case, and an implementation plan that was related to the Department's strategic plan. A great deal of data and feedback was collected and analyzed by the task force from many different sources regarding the task force efforts.

The task force met again in January 2003 to help develop a draft report and refine the efforts for data collection in order to ensure not only accuracy and validity but relevance to the VA as well. Focus groups were conducted in March 2003 in Los Angeles, New York, Washington D.C., and Little Rock. These cities were selected to ensure representation of both men and women from as many departmental organizational elements as was possible. These focus groups helped to validate the concerns that were raised during the first meeting that took place in 2002 with the Secretary and helped to assist the task force further in developing strategies that would succeed.

Personally, I led the subcommittee on researching best practices for the report that was ultimately created by the task force. I led focus groups, researched relevant information, and developed the best practices section that went in the final report. At that time, the committee had been in existence for one year. The report was accepted as a blueprint throughout the Department and this indicated that the task force report provided meaningful and effective strategies for success that were not only feasible but were cost-effective and cross-functional to other minority groups as well. The report also helped to link this information to the VA's organizational goals and objectives. By implementing these strategies, measurable improvements and results will be seen which will help individuals assess their behaviors and identify different and better approaches that they might take in the future.

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Title: Results Driven

  • Total Pages: 2
  • Words: 639
  • References:0
  • Citation Style: MLA
  • Document Type: Research Paper
Essay Instructions: Results Driven (accountability, customer service, decisiveness, entrepreneurship, problem solving, technical credibility)
? This core qualification stresses accountability and continuous improvement. It includes the ability to make timely and effective decisions and produce results through strategic planning and the implementation and evaluation of courses and policies.
(please use the information below this line for the 2 page 550 words)

My organization, the Department of Veterans Affairs, values my ability to get results. In 2002, I was asked to be a participant in the Secretary?s Task Force for the Employment and Advancement of Women. I personally led the subcommittee on researching best practices for the report. I led focus groups, researched relevant information, and developed the best practices section for the final report. The committee had been in existence for one year. The SECVA was pleased and accepted the report to use as a blueprint throughout the department. The Secretary presented each member of the committee with an award. I received the Secretary of Veterans Affairs Commendation for my efforts on the committee for their efforts.

Example 1-Results Driven

My experiences and achievements, especially in the area of protocol, have been the focal points of success in two cabinet level organizations, the Department of Veterans Affairs and the Department of Defense. While working at the Department of Defense, Office of the Secretary, I developed a proposal for the creation of an organization with a focused effort on protocol at the Department of Veterans Affairs. I shared this vision with the top leaders of the organization, The Secretary of Veterans Affairs, Deputy Secretary of Veterans Affairs, and Chief of Staff. In August 2001, I forwarded the proposal which ultimately led to a meeting with these officials.

With the spirit of an entrepreneur, I had envisioned creating my own protocol office since 1989. My ability to communicate my vision for the Department of Veterans Affairs, Office of Protocol, allowed me to garner the support of the department?s senior leaders. As a professional, the opportunity to be a part of the VA Team was a superb occasion for me to present my proposal to the department?s leadership as a ?solution? to one of many organizational challenges.

Although a cabinet level organization, the Department of Veterans Affairs did not have an effort focused on protocol services that directly advised, assisted, and supported the Secretary, Deputy Secretary, and the Chief of Staff on official matters of national and international protocol, and in the planning, hosting, and officiating of related events and activities for visiting heads of state, members of Congress, senior Veteran Service Organizations (VSOs), and dignitaries.

After learning of several challenges with VA?s visits from high-level dignitaries, I prepared a proposal to establish the Department of Veterans Affairs, Office of Protocol, while I [no comma before "while" -- the following is not a stand-alone clause] was employed at the Department of Defense. Within 90 days, I successfully convinced VA?s senior leaders to establish the Office of Protocol. I was interviewed and hired by the Chief of Staff. Immediately upon my appointment, I met with senior leaders and managers to determine their perspectives on VA?s protocol program and to discuss how the program could be structured to best meet their needs and organizational requirements. I am the single-person responsible for researching, bench marking and developing an implementation plan for the new structure. I directed all aspects of the organization, to include program administration, resource management, communications, customer service, and workplan accomplishment. I hired and supervised a team of 4 employees and 100+ program partners; and led the execution for cabinet level protocol related activities. To date this includes more than 250 special events (Veterans Day, Chaplains Awards, Carey Awards, and etc ["etc" is an abbreviation for the Latin "and the rest," and since it already contains "and," that word is redundant] .), and 2000 services, valued at more than $100k. I developed the infrastructure essential to the Department?s success in protocol related activities.

My vision for the Office of Protocol, including its mission, policies, and administrative structure, was adopted within the Department of Veterans Affairs. Within six months, I had established the Office of Protocol as an integral component of the Department of Veterans Affairs; assembled a strong staff, and established relationships with 100+ program partners for national cabinet-level events and activities.

Since 2001, under my leadership the Office of Protocol has been established as a major effort within the Department of Veterans Affairs and the Office of the Secretary. Working with more than 200 external customers annually (program leaders), the organization's performance has continually improved. During FY03, productivity increased by 40 percent [Use the % sign with numerals.] and is at an all-time high. From a management perspective, the Office of Protocol has accomplished a remarkable level of production. We have attracted and hired competent and energetic staff, and they are working as a cohesive group. In short, the Office of Protocol is a well run, proactive and productive organization. In the last fiscal year, we produced a record number of requirements (more than 2000), planned a record number of events (180+), to include annual national events for the Department, SECVA and DEPSECVA. I have led my office to superbly, plan, organize, control, and execute the department?s premier high-level events for the past 3 years, to include:


1. VA National Veterans Day Ceremony Observance at Arlington National Cemetery (4000-7000 guests)
(POTUS Breakfast, POTUS Wreath Laying, and Observance)
2. Visits with Foreign Dignitaries (heads of state, cabinet members,22 to date etc.)
3. Chaplains Award for Excellence
4. Carey Award Ceremony
5. Champions of Veterans Enterprise Awards Ceremony
6. Presidential Rank Award Ceremony
7. Nursing in Excellence Award
8. Socioeconomic Achievement Awards
9. Ethnic Observances (Black History, Women History, Asian, Native American, Hispanic)
10. EEO Award
11. CFC Awards
12. Labor Management Awards
13. Ceremonies (awards, retirements, swearing-ins, official signings, and check presentations)


I have always sought to make a significant difference as demonstrated by my performance of duty in my organizations. I have used authority appropriately to accomplish goals and achieve results. I have expanded my participatory management style by teaching subordinates ?planning, problem solving, and decision making skills, and delegating authority?. I have inspired others to work towards the appropriate use of authority by personal example. I have guided my organization in developing a culture of collaboration and delegation. I have shared my experience using authority appropriately to help others improve in this area. I have worked with others to assess their own behaviors and identify other approaches they might take.

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