Training and Professional Development Catalog 2012

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90yearsofcontinuingeducationthatrespondstoyourneedsandpriorities

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YEARS

C E l E b R A t i n g A h E R i t A g E o f E x C E l l E n C E

July 2011–September 2012 Training and Professional DeveloPm

enT


The federal workplace is unique: The challenges are as vast as the possibilities. Keeping it all going requires the drive and talent of a

huge, dedicated workforce. Since 1921, Graduate School USA has been educating staff at every level and providing the tools to excel, from the agency mission level to the individual career level.

Our curricula grow and adapt to suit the needs of the nation and sometimes the world. Our instructors have built names for themselves outside the classroom, ensuring that course content and topics are dynamic, relevant, and practical. And as the world pulls closer, we offer innovative learning options for managers, teams, and staff that let them develop solutions when they’re needed, wherever they’re needed.

We invite you to look through our expanded catalog and discover the breadth of our courses and the depth of the impact career training and education can have.

Meeting the challenges of government for

90 years.

1920s

1930s

1940s

1950s

1960s

1970s

1980s

1990s

2000s

Celebrating a Heritage of Excellence

❚❚ Graduate School USA opens the Information Technology Center, offering computer training and educational and support services for Department of Agriculture employees. The School also opens the Educational Technology and Learning Center in the Department of Agriculture Building.

❚❚ On July 1, 1990 the Office of Personnel Management (OPM) transfers many of its training units to Graduate School USA. The School assumes operation of training centers in Atlanta, Chicago, Dallas, Philadelphia, San Francisco, and Arlington, VA, creating a nationwide network of training facilities. The School also acquires OPM’s National Independent Study Center (career-related self-study courses) and Career Development Programs (residential leadership training programs and training needs assessment).

❚❚ In 1961, the School is approached by the Agency for International Development (USAID) for assistance in training government officials from the newly independent government of the Congo. Classes for Congolese officials begin in July and launch the School’s International Institute.

❚❚ In response to the Government Employees Training Act (GETA), the Special Programs department opens with courses taught during working hours and designed to meet the specific needs of an agency or group of agencies.

❚❚ October 17, 1921: Graduate School USA offers its first classes to USDA employees. Soil Physics, Plant Genetics, and Animal Genetics are featured. Cost: $15 for one course, and $25 for two courses.

❚❚ With Elements of Personal Administration and Executive Management and Supervision, Graduate School USA becomes the first school to offer leadership and management training to all government employees.

❚❚ The School takes over the Interagency Auditor Training Program from the U.S. Department of Commerce. This program provides training for federal, state, and local government auditors.

The department later becomes the Government Audit Training Institute.

❚❚ During World War II, Graduate School USA establishes seven war training courses. Over 1,400 students register. The School also teaches thousands of new federal employees who are arriving in Washington to aid the war effort.

❚❚ Graduate School USA signs an agreement to establish a Center for Education and Training at The Wharf, the new mixed-use waterfront development in southwest Washington, DC. The Center for Education and Training will be a quality, convenient resource for residents seeking career preparation for federal, state, and local positions, as well as offering training for a variety of vocations and job readiness.

OUR COURSES CAN BE CUSTOMIZED AND DELIVERED AT YOUR LOCATION 1

This year, Graduate School USA celebrates our 90th anniversary with

a look at our past and a vision for our future.

In our 10th decade we reaffirm our commitment to the communities we

serve—the federal workforce worldwide, the private and nonprofit sectors, and

residents of the Washington, DC, area—with programs and services that meet

the varying requirements of the public and private sectors. We are dedicated to

serving the business of government and to providing individuals with tools for

building successful careers.

As Graduate School USA moves into this banner year, we are pleased to introduce an expanded curriculum that

includes degree programs and new certificates offered through our Academic Programs, with more to come

throughout 2012 and in the years to follow. We continue to add new, relevant courses to our curriculum, already

exceptional in its breadth and depth. And we’re always expanding and refining our distance education services

to meet your changing needs.

We still believe, as we did in 1921, that an educated workforce benefits everyone, and that an education is never

“complete,” but ongoing. Our dedication to promoting and enabling lifelong learning through innovation

remains as strong as it was when Graduate School USA was founded.

This 2012 catalog contains a complete list of services available through our Government Training and

Professional Development division as well as information about other programs and services offered by

Graduate School USA. Here’s where you will find the courses and programs you’re looking for, available

with formats and schedules that provide maximum flexibility.

We look forward to working with you this year, and we wish you success.

Jerry Ice, Ed.D.

CEO and President

FROM THE CEO AND PRESIDENT

2 2012 Graduate School uSa n 888.744.Grad n FaX 866.329.4723 n graduateschool.edu

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2 2012 Graduate School uSa n 888.744.Grad n FaX 866.329.4723 n GRADUATESChOOL.EDU


TABLE OF CONTENTS

FROM THE CEO AND PRESIDENT . . . . . . . . . . . . . . 1

LOCATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

CAPABILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

ACCREDITATION AND APPROvALS. . . . . . . . . . . . . 6

WHAT’S NEW IN 2012 . . . . . . . . . . . . . . . . . . . . . . 7

CERTIFICATE PROgRAMS . . . . . . . . . . . . . . . . . . . 8

BUSINESS ANALySIS . . . . . . . . . . . . . . . . . . . . . . 10

COMMUNICATION AND PROFESSIONAL SkILLS . . 16General Skills . . . . . . . . . . . . . . . . . . . . . . . . . .21Presentation Skills . . . . . . . . . . . . . . . . . . . . . . .33Interpersonal Skills . . . . . . . . . . . . . . . . . . . . . . .36Communication Skills . . . . . . . . . . . . . . . . . . . . . .40Writing Skills . . . . . . . . . . . . . . . . . . . . . . . . . .46

FEDERAL ACqUISITION AND CONTRACTINg. . . . . 56

FINANCIAL MANAgEMENT . . . . . . . . . . . . . . . . . 74Federal Accounting . . . . . . . . . . . . . . . . . . . . . . .80Federal Appropriations Law . . . . . . . . . . . . . . . . . . .85Federal Budgeting . . . . . . . . . . . . . . . . . . . . . . .88General Financial Management . . . . . . . . . . . . . . . . .99Federal Travel Management . . . . . . . . . . . . . . . . . 103

HUMAN RESOURCES MANAgEMENT . . . . . . . . . 108Human Resources Management . . . . . . . . . . . . . . . 111Recruitment and Placement . . . . . . . . . . . . . . . . . 117Classification and Compensation . . . . . . . . . . . . . . . 127Employee and Labor Relations . . . . . . . . . . . . . . . . 132Employee Benefits Administration . . . . . . . . . . . . . . 138Equal Employment Opportunity . . . . . . . . . . . . . . . . 141Human Resources Development . . . . . . . . . . . . . . . 145Employee Retirement and Financial Planning . . . . . . . . . 147

gOvERNMENT AUDIT TRAININg INSTITUTE . . . . 158Foundation Courses . . . . . . . . . . . . . . . . . . . . . . 160Intermediate Courses . . . . . . . . . . . . . . . . . . . . . 165Advanced Courses . . . . . . . . . . . . . . . . . . . . . . 173Courses for All Levels . . . . . . . . . . . . . . . . . . . . . 178Exam Preparation Course . . . . . . . . . . . . . . . . . . . 184

gRANTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186

INFORMATION TECHNOLOgy . . . . . . . . . . . . . . 192Microsoft Applications . . . . . . . . . . . . . . . . . . . . 194Desktop/Internet Publishing . . . . . . . . . . . . . . . . . 205

Email and Collaboration Software . . . . . . . . . . . . . . 207Geographic Information Systems (GIS) . . . . . . . . . . . . 209Information Security . . . . . . . . . . . . . . . . . . . . . 210Cloud Computing . . . . . . . . . . . . . . . . . . . . . . . 214Industry Certifications . . . . . . . . . . . . . . . . . . . . 216Enterprise Architecture . . . . . . . . . . . . . . . . . . . . 217Project Management . . . . . . . . . . . . . . . . . . . . . 221

INTERNATIONAL INSTITUTE . . . . . . . . . . . . . . . . 224

PROjECT MANAgEMENT . . . . . . . . . . . . . . . . . . 228

LEADERSHIP AND MANAgEMENT . . . . . . . . . . . 242Transition Courses . . . . . . . . . . . . . . . . . . . . . . 248Skill Courses . . . . . . . . . . . . . . . . . . . . . . . . . 254

Leadership . . . . . . . . . . . . . . . . . . . . . . . . 254Performance . . . . . . . . . . . . . . . . . . . . . . . 261Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . 270Problem Solving/Decision Making . . . . . . . . . . . . 273Communication . . . . . . . . . . . . . . . . . . . . . . 276

FranklinCovey® Courses . . . . . . . . . . . . . . . . . . . 280Long-Term Leadership Development . . . . . . . . . . . . . 284Senior Level Courses and Seminars . . . . . . . . . . . . . 286Stanford Advanced Project Management Program . . . . . . 290Assessment Tools . . . . . . . . . . . . . . . . . . . . . . . 297

PROgRAM AND MANAgEMENT ANALySIS . . . . . 302

PERSONAL PROPERTy MANAgEMENT . . . . . . . . 312

OTHER PROgRAMS AND SERvICESAcademic Programs . . . . . . . . . . . . . . . . . . . . . 318Distance Education and Technology-Enabled Learning . . . . 328National Fair Housing Training Academy . . . . . . . . . . . 334On-site Training and Customized Services . . . . . . . . . . 336Customized Technology-Enabled Learning Solutions . . . . . 338Conference and Educational Services Center . . . . . . . . . 340Evening and Weekend Programs . . . . . . . . . . . . . . . 340GSA Schedule 874 (MOBIS) . . . . . . . . . . . . . . . . . . 340Training Center Management . . . . . . . . . . . . . . . . . 341

gENERAL INFORMATION . . . . . . . . . . . . . . . . . 342

REgISTRATION FORM . . . . . . . . . . . . . . . . . . . . 349

MAIL CARD . . . . . . . . . . . . . . . . . . . . . . . . . . . 353

COURSE TITLE INDEX . . . . . . . . . . . . . . . . . . . . 354

SUBjECT INDEX . . . . . . . . . . . . . . . . . . . . . . . . 361


CAPABILITIES

➲ graduateschool.edu

An active learning community for

nine decades, Graduate School USA

is a comprehensive educational

institution well-respected by the

community it serves. Our range of

programs and services includes

continuing education, academic

programs, career development, and

certificate programs—all designed

to serve the needs of organizations

and individuals in both government

and the private sector.

GRaDUatE sCHOOl Usa MIssIOnThe Graduate School is an independent, educational, not-for-profit institution headquartered in the nation’s capital with additional sites strategically located throughout the U.S. The School engages a diverse student population through innovative, as well as proven, approaches to teaching and learning that take advantage of its locations, its network of public and corporate leaders and practitioners, state-of-the-art technologies and connections with major employers. The School provides a broad array of learning opportunities in formats accessible to adult learners everywhere through affordable training programs, continuing education courses, executive and leadership development programs, and credit offerings at the certificate and associate degree levels.

By providing challenging education and training opportunities to aspiring and seasoned professionals, the Graduate School prepares individuals to enter and advance in careers in government, as well as related pursuits with private and not-for-profit organizations. Working adults enhance career skills and abilities, develop new competencies and qualifications, and expand their understanding of the ideals of a democratic society. Education, training and consulting services position governments and organizations to operate more effectively and efficiently in reaching mission-critical goals.

The School fosters individual and organizational success through a supportive, practitioner-centered environment where public service is revered and learners become leaders. With unparalleled access to developments in the workplace, the Graduate School maintains up-to-date curricula allowing learners to remain current at every stage of their career and personal development, be successful in meeting employment requirements, and contribute to organizational effectiveness.

GOvERnMEnt tRaInInG anD PROFEssIOnal DEvElOPMEntGraduate School USA’s Government Training and Professional Development division provides career-related courses and staff development programs to meet the unique needs of federal departments, agencies, and contractors. The courses and programs listed in this catalog are designed to improve individual performance and assist government agencies in operating more efficiently and effectively in achieving their goals. Our broad curricula include many government-focused topics, and any course can be customized to meet specific requirements.

Courses, certificate programs, and long-term leadership development programs position individuals for career advancement by helping them improve job performance. Course content and methodology address the core competencies required for many federal occupations and prepare learners for tasks they will perform on the job. As experienced practitioners in their fields, all Graduate School USA instructors bring real-world expertise to the classroom and provide learners with practical guidance.

Most of the daytime classroom courses listed in this catalog are available through GSA Supply Schedule 874 (MOBIS contract number GS-01F-0228P) for on-site delivery at any location in the world. By bringing Graduate School USA courses to your office or field site you can realize many benefits, as described on page 336. We will work with your organization to develop a performance-based solution focused on the achievement of your training objectives.

abOUt GRaDUatE sCHOOl Usa


DIstanCE EDUCatIOn anD tECHnOlOGy-EnablED lEaRnInGIn addition to the daytime classroom courses listed in this catalog, we offer many distance education and technology-enabled courses for individuals who prefer distance education courses or who cannot attend a classroom course due to time, travel or budget constraints. A complete listing of our distance education and technology-enabled courses and related services is found beginning on page 328.

aCaDEMIC PROGRaMsThe Academic Programs division of Graduate School USA offers degree programs, certificates, and courses designed to help working adults develop essential competencies for careers in the government, as well as private business and not-for-profit organizations. Personal development, social responsibility, ethical behavior, and leadership are areas of emphasis. Please see page 318 and visit graduateschool.edu/academic for additional information.

EvEnInG anD WEEkEnD PROGRaMs (WasHInGtOn, DC aREa)Our Evening and Weekend Programs provide continuing education in Washington, DC to individuals pursuing personal or professional interests. Over 300 different courses are offered annually, including beginning, intermediate, and advanced level courses in 15 foreign languages. To learn more, visit graduateschool.edu/evening.

IntERnatIOnal InstItUtEFor fifty years, the School’s International Institute has delivered courses, educational exchanges, and customized services to U.S. agencies, international organizations, and nations around the world. Additional information about the Institute is available on page 224 and also at graduateschool.edu/ii.

sPECIal sERvICEsGraduate School USA can manage mission-critical training centers, the implementation of professional development programs in government agencies, and perform other professional services. These services include instructional support, provision of course materials, student registration, customer service, logistical and travel administration, and conference planning and management. For an example of such services provided to a federal agency, please see page 334 for information on the Patricia Roberts Harris National Fair Housing Training Academy.

OUR PROMIsEOur mission, vision and institutional purpose are focused on positioning government departments and organizations to operate more effectively and efficiently in reaching mission-critical goals. We thank you for your interest in Graduate School USA’s courses and programs—we continuously strive to ensure we exceed your expectations.

GRaDUatE sCHOOl Usa InstItUtIOnal GOals n Develop and deliver high quality curricula, programs, and support services

that prepare learners for lifelong professional and personal success, particularly in government careers.

n Provide broad and varied learning experiences that develop career leadership potential in government organizations and other related entities that serve Washington, DC, the nation, and the world.

n Deliver to organizations training, education and consulting services which build a knowledgeable, skilled workforce to more effectively and efficiently meet mission critical goals.

n Teach public servants and other public sector related professionals the ethics and values appropriate to responsible governments serving the public good.

n Continually innovate to enhance the quality of the learning environment and the diversity of learning approaches to meet the needs of adult learners.

n Ensure that programs and services remain relevant to the communities, organizations and markets we serve.

n Continually and consistently assess and improve programs and services to assure desired learning outcomes.

n Provide and sustain a culture of exceptional customer service and responsiveness that meets the educational and business needs of those we serve.

n Ensure a sound fiscal environment and make strategic investments for a strong future.

n Attract, develop and retain highly qualified, diverse faculty and staff who are committed to our mission, who create a learning environment which is supportive, challenging and rigorous, and who value service to others.


Individuals who enroll in our non-credit courses are working professionals who come to us for relevant career-specific courses and

certificates that will advance their career and personal goals. To ensure we meet their needs, Graduate School USA has secured reputable

accreditation and approvals from recognized external organizations. These organizations are highlighted below and further explained on our

website at graduateschool.edu/AccreditationApprovals. We are committed to meeting the standards and requirements set by these

organizations to ensure the best possible learning outcomes for our students.

aCCREDItatIOnGraduate School USA is accredited by the Commission of the Council of Occupational Education (COE), www.council.org,

a national accrediting body recognized by the Department of Education. Communications and complaints should be addressed to the Council on Occupational Education, 7840 Roswell Road, Building 300, Suite 325, Atlanta, Georgia 30350; 800-917-2081.

aCE CREDItThe American Council on Education’s College Credit Recommendation Service (ACE CREDIT) has evaluated and recommended college credit for a number of

Graduate School USA courses. The American Council on Education, the major distance education coordinating body for all the nation’s higher education institutions, seeks to provide leadership and a unifying voice on key higher education issues and to influence public policy through advocacy, research, and program initiatives.

bUsInEss analysIsGraduate School USA is an Endorsed Education Provider of the International Institute of Business Analysis (IIBA), and is dedicated to serving business analysis professionals. We offer courses aligned with the IIBA’s Business Analysis Body of Knowledge (BABOK®) and grant continuing development units (CDUs).

DantEsAll credit-bearing distance education courses offered by Graduate School USA are featured in the Defense Activity

for Non-Traditional Education Support (DANTES) Catalog of Nationally Accredited Distance Learning Programs (NADLP). This catalog is available at all military education service centers and online at www.dantescatalogs.com/NADLP.aspx.

PROjECt ManaGEMEntGraduate School USA offers an extensive

curriculum in project management, including daytime, evening, and distance education courses. We are a Global Registered Education Provider (REP) of the Project Management Institute, Inc. (PMI®), and we offer courses with professional development units (PDUs).

nasbaGraduate School USA is registered with the National Association of State Boards of Accountancy (NASBA) as a

sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to: National Registry of CPE Sponsors, 150 Fourth Avenue, Suite 700, Nashville, TN 37219-2417. Website: www.nasba.org. In addition, Graduate School USA has sponsorship agreements with the New Jersey, New York, and Texas Boards of Accountancy, which recognize us as an approved source for continuing financial and auditing professional education. All of the NASBA-registered sessions listed in this catalog are instructor-led/group-live programs unless otherwise noted.

natIOnal COntRaCt ManaGEMEnt assOCIatIOnGraduate School USA is an education partner with the National Contract Management Association. NCMA was formed in 1959 to foster the professional growth and educational advancement of individuals in the contract management profession.

DEFEnsE aCqUIsItIOn UnIvERsItyGraduate School USA is an approved Equivalent Provider of the Defense Acquisition University. The partnership provides a continuum of coursework to support the consistent and continuous development of the Defense Acquisition Workforce’s capabilities as they relate to effectively and efficiently implementing the Defense Acquisition System.

aCCREDItatIOn anD aPPROvals


WHat’s nEW In 2012

ACqUISITION

ACQI9010D Planning and Managing Systems Acquisition

BUSINESS ANALySIS

PGMT8321D Business Analysis Planning Workshop

PGMT8322D Eliciting and Communicating Business Requirements

PGMT8323D Requirements Analysis, Solution Assessment and Validation

COMMUNICATION AND PROFESSIONAL SkILLS

ADMB9006D Instructional Design Essentials

WRIT9001D Executive Writing

FEDERAL FINANCIAL MANAgEMENT

ACCT9985D CMA Examination Prep Course-Part 1

ACCT9986D CMA Examination Prep Course-Part 2

BUDG8005D Public Sector Financial Systems and Policies

BUDG8006D Audit and Review Phase of the Federal Budget Process

HUMAN RESOURCES MANAgEMENT

BENE7630A FERS Orientation for New Employees

PMGT7215D Federal Hiring Reform for Supervisors and Managers

STAF8014D Category Rating

STAF9101D Advanced Suitability Adjudication

STAF7602D Calculating Service Computation Dates

INFORMATION TECHNOLOgy

ENTR7101T Introduction to Cloud Computing Architecture and Services

ENTR8101T Designing Cloud Computing Architectures

ENTR8102T Implementing Systems UsingCloud Computing Architecture

ENTR9101T Securing Systems UsingCloud Computing Architectures

Certificate of Accomplishment in Cloud Computing

SPRD8550T Microsoft Excel Budgeting Techniques

SPRD8888T Microsoft Excel 2007: Macros

SRTY8330T Cyber Security: A Technical Approach

STANFORD ADvANCED PROjECT MANAgEMENT PROgRAM

PROJ9510D Converting Strategy Into Action

PROJ9517D Mastering the Project Portfolio

PROJ9515D Managing Without Authority

PROJ9513D Leading Effective Teams

PROJ9514D Leveraging the Customer Relationship

PROJ9511D Financial Mastery for Projects

PROJ9516D Mastering the Integrated Program

PROJ9519D Strategic PMO – Projects to Enterprise

PROJ9512D Leadership for Strategy Execution


CERtIFICatE OF aCCOMPlIsHMEnt PROGRaMs

gOvERNMENT TRAININg AND PROFESSIONAL DEvELOPMENT

BUSINeSS ANALySIS . . . . . . . . . . . . . . . . . . . . 15FeDeRAL FINANCIAL MANAGeMeNT

Master Certificate in Federal Financial Management (MCFFM) . . . . . . . . . . . . . 107

HUMAN ReSoURCeS MANAGeMeNT . . . . . . . . . . . . 157GRANTS . . . . . . . . . . . . . . . . . . . . . . . . . . . 191INFoRMATIoN TeCHNoLoGy

Information Security Specialist Certification Program . . . . . . . . . . . . . . . . . . . 212Enterprise Architecture . . . . . . . . . . . . . . . . . . 222 Project Management . . . . . . . . . . . . . . . . . . . 223

PRojeCT MANAGeMeNT . . . . . . . . . . . . . . . . . . 241LeADeRSHIP AND MANAGeMeNT

Stanford Advanced Project Management Program . . . . 290Team Leader Certificate Program . . . . . . . . . . . . . 299Supervisor Certificate Program . . . . . . . . . . . . . . 300Manager Certificate Program . . . . . . . . . . . . . . . 301

PRoGRAM AND MANAGeMeNT ANALySIS . . . . . . . . . 311PeRSoNAL PRoPeRTy MANAGeMeNT . . . . . . . . . . . 317

ACADEMIC PROgRAMSFederal Accounting and Auditing . . . . . . . . . . . . . . . . . 323Internal Revenue Agent . . . . . . . . . . . . . . . . . . . . . . 324Contracting . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325Phlebotomy Technician . . . . . . . . . . . . . . . . . . . . . . 327

OTHER CERTIFICATE PROgRAMSPlease visit our website at graduateschool.edu/Certificatesfor a complete list of our certificate programs .


TABLE OF CONTENTS

(888) 744-GRAD graduateschool.edu

Letourclassescometoyou.

Thevalueofknowledgeismeasuredeveryday.No matter how much you’re stretched for time, we offer distance

learning options that can suit your schedule. From interactive online

classes to self-paced courses, GS Connect and GS Classic provide

flexible options for learning on the go. In fact, you may not even

need Web access. Study at your own pace, submit assignments, get

instructor feedback, and earn course credits without interrupting

your schedule. Many of our current classroom courses have a related

distance education course. For the most current list of related distance

education courses, please visit graduateschool.edu/relatedcourses.

Call (866) 448-9740 or visit graduateschool.edu/distance

BUSINESS ANALySIS


In today’s highly competitive

environment, it is essential that

organizations utilize their all-too-

scarce resources in a manner that

results in the identification,

development, and implementation

of solutions that address the

organization’s most critical needs.

Simply put, the focus must be on

the cost-effective planning and

implementation of projects that

directly address the organization’s

mission and functions.

➲ graduateschool.edu/busanalysis

The business analyst plays a central role by identifying critical business opportunities and facilitating the gathering and analyzing of information, developing requirements, gaining consensus of both the stakeholders and implementers, and developing and overseeing a project plan to address the business opportunity.

The job of the business analyst is rapidly becoming a profession due to complex organizational demands and the emerging Guide to Business Analysis Body of Knowledge (BABOK®). Often, staff from other occupations, including functional specialists, provide this service. The business analyst serves a critical role as the bridge between organizational stakeholders and solution providers, including contractors. The principles applied in the courses apply equally to private and nonprofit organizations.

For 2012, we have redesigned our curriculum by replacing several courses with three new courses which are aligned with the BABOK® version 2.0, as shown in the following table. Participants are encouraged to take Business Analysis: Overview (PGMT7400D) first.

NEW COURSE TITLESBABOk®

kNOWLEDgE AREAS

Business Analysis Planning Workshop (PGMT8321D)

Business Analysis Planning and Monitoring

Enterprise Analysis

Eliciting and Communicating Business Requirements (PGMT8322D)

Elicitation

Requirements Management and Communication

Requirements Analysis, Solution Assessment and Validation (PGMT8323D)

Requirements Analysis, Solution Assessment and Validation

Graduate School USA is an Endorsed Education Provider of the International Institute of Business Analysis (www.theiiba.org) and offers training that provides continuing development units (CDUs). Take four courses and receive a Certificate of Accomplishment in Business Analysis. We can schedule on-site or online training that is customized for your organization.

We offer the Certified Business Analysis ProfessionalTM Exam Prep (PGMT8023D) course to help candidates achieve international certification. For more information on certification, visit the IIBA® website.

CURRICUlUM OvERvIEW

TABLE OF CONTENTS


TABLE OF CONTENTS

BUSINESS ANALySISBusiness Analysis: Overview, PGMT7400D . . . . . . . . . . . . . 12

nEW Business Analysis Planning Workshop,PGMT8321D . . . . . . . . . . . . . . . . . . . . . . . . . . 12

nEW Eliciting and Communicating Business Requirements,PGMT8322D . . . . . . . . . . . . . . . . . . . . . . . . . . 13

nEW Requirements Analysis, Solution Assessment and Validation, PGMT8323D . . . . . . . . . . . . . . . . . . . . 13

Certified Business Analysis ProfessionalTM Exam Prep, PGMT8023D . 14

Certificate of Accomplishment in Business Analysis . . . . . . . . . 15

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graduateschool.edu/busanalysis ➲ BUSINESS ANALySIS

BUSINESS ANALySIS: OvERvIEWPgMT7400D

Using the Guide to the Business Analysis Body of Knowledge (BABOK®), you develop a firm foundation in the principles and practices of business analysis—the critical process of identifying business improvement needs and developing projects to satisfy those needs.

The business analyst serves a critical role as the bridge between organizational stakeholders and solution providers, including contractors, to identify business process improvement opportunities, gather and analyze business requirements, and communicate and assist in implementing the solution package.

This workshop complies with version 2.0 of the Guide to the Business Analysis Body of Knowledge (BABOK®), and is part of the Certificate of Accomplishment in Business Analysis.

LEARNINg OUTCOMES

n Describe the BABOK®

n Identify the value of business analysis in today’s challenging environment

n Identify the key responsibilities of a business analyst

n Apply the business analysis process

WHO SHOULD ATTEND

Business, program, and management analysts, program and project managers, and other professionals who want to learn how to identify business improvement projects, gather and analyze requirements, and communicate and guide the solution implementation process.

3 Days • 1.8 CeU • 18 CDU • Tuition $1,195

SCHEDULEAugust 1-3, 2011 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA

August 3-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

August 23-25, 2011. . . . . . . . . . . . . . . . . . . . . . .Washington, DC

November 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC

January 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC

April 17-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

June 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

July 30 - August 1, 2012 . . . . . . . . . . . . . . . . . . Virginia Beach, VA


September 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

NEWBUSINESS ANALySIS PLANNINg WORkSHOPPgMT8321D

Develop the skills used by business analysts to effectively plan and monitor a complete business analysis project, including shaping the business analysis approach and conducting stakeholder analysis.

This workshop complies with version 2.0 of the Guide to the Business Analysis Body of Knowledge (BABOK®) and is part of the Certificate of Accomplishment in Business Analysis.

LEARNINg OUTCOMES

n Explain the tasks necessary to develop and monitor an overarching business analysis plan

n Assess current business capabilities to meet business needs and achieve strategic goals

n Define business solutions and justify the investment necessary to deliver the solutions

WHO SHOULD ATTEND

Business analysts, project and program managers, and others who need to plan and monitor business analysis efforts and identify business improvement opportunities within the enterprise framework. Participants should be familiar with business analysis principles as taught in Business Analysis: Overview (PGMT7400D).


SCHEDULEOctober 12-13, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC

February 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


BUSINESS ANALySIS ➲ graduateschool.edu/busanalysis graduateschool.edu/busanalysis ➲ BUSINESS ANALySIS


NEWELICITINg AND COMMUNICATINg BUSINESS REqUIREMENTS

PgMT8322D

Develop the critical skills necessary to elicit, analyze, and manage project requirements. Learn how to effectively prepare a requirements package and communicate it to stakeholders.


LEARNINg OUTCOMES

n Elicit and document stakeholder requirements

n Analyze and organize requirements within the solution scope

n Prepare a requirements package and present it to stakeholders

WHO SHOULD ATTEND

Business analysts, project and program managers, and others who need to elicit, analyze, organize, and present project requirements. Participants should be familiar with business analysis principles as taught in Business Analysis: Overview (PGMT7400D).


SCHEDULENovember 21-22, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DC

March 19-20, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

June 21-22, 2012. . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

NEWREqUIREMENTS ANALySIS, SOLUTION ASSESSMENT AND vALIDATIONPgMT8323D

Develop the skills used by business analysts to assess and validate solutions. Learn how to allocate requirements, assess organizational readiness, define transition requirements, and validate and evaluate solution performance.


LEARNINg OUTCOMES

n Assess proposed solutions and allocate requirements

n Define transition requirements and validate a solution

n Evaluate solution performance

WHO SHOULD ATTEND

Business analysts, project and program managers, and others who need to validate and evaluate solution performance. Participants should be familiar with business analysis principles as taught in Business Analysis: Overview (PGMT7400D).


SCHEDULEDecember 5-6, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC


July 12-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC



CERTIFIED BUSINESS ANALySIS PROFESSIONALTM EXAM PREPPgMT8023D

Prepare for the Certified Business Analysis ProfessionalTM (CBAP®) Exam by taking this comprehensive workshop. Gain the broad picture of business analysis necessary for answering situational questions on the CBAP Exam and detailed material referenced directly from the Business Analysis Body of Knowledge (BABOK®) Guide, version 2.0.

LEARNINg OUTCOMES

n Explain the roles and responsibilities of business analysts with a focus on project requirements definition

n Successfully develop and manage project requirements

n Prepare to pass the CBAP® Examination

WHO SHOULD ATTEND

This course is designed for business analysts and project management staff who meet the experience requirements for the CBAP® certification, which may be found at www.theiiba.org.

Participants without substantial experience are encouraged to take the other business analysis courses in this section.

5 Days • 3 CeU • 30 CDU • Tuition $1,895

SCHEDULEMarch 5-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

June 4-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

Needapricequotationforanon-sitecourse?Receive a price quotation for your desired course(s) by contacting our Customer Support Center at (888) 744-4723 or by completing the Contract for Training at Your Location Inquiry Form on our website at graduateschool.edu/Quote .




Apply for a certificate program online at graduateschool.edu/certificates.

BUSINESS ANALySIS

REqUIRED COURSES n Business Analysis: overview

PGMT7400D • 1.8 CEU • 18 CDU

n Business Analysis Planning WorkshopPGMT8321D • 1.2 CEU • 12 CDU

n eliciting and Communicating Business RequirementsPGMT8322D • 1.2 CEU • 12 CDU

n Requirements Analysis, Solution Assessment and ValidationPGMT8323D • 1.2 CEU • 12 CDU

COURSE OF STUDyThe Certificate of Accomplishment in Business Analysis helps participants acquire practical skills to carry out the entire business analysis process, which includes eliciting, analyzing, communicating, and validating requirements for changes to business processes, policies, and information systems. The business analyst understands business problems and opportunities in the context of the requirements and

recommends solutions that enable the organization to achieve its goals.

Four courses are required to complete the certificate program. The recommended order appears below. You have three years to complete the program.

CERTIFICATE OF ACCOMPLISHMENT IN BUSINESS ANALySIS


COMMUNICATIONAND

PROFESSIONAL SkILLS

Administrative, business, and

COMMUNICATION AND

PROFESSIONAL SkILLS are

essential to every employee, at

every level. Graduate School USA

offers a complete curriculum for

all individuals who want to polish

their skills and become more

productive employees.

➲ graduateschool.edu/cps

Graduate School USA communication courses provide core competencies required to perform effectively on the job today, including business writing, public speaking, interpersonal communications, project management, and customer service.

The Communication and Professional Skills curriculum offers a wide variety of courses, from written and oral communication to conflict resolution to creative problem solving, and more.

Courses, ranging from one to five days, are offered nationwide in classroom settings. These courses can be customized and brought on-site to address the unique needs of your organization. Many courses are offered through distance education.

CURRICUlUM OvERvIEW



TABLE OF CONTENTS


COMMUNICATION AND PROFESSIONAL SkILLSAdministrative Competencies by Course . . . . . . . . . . . . . . .18

Communication Competencies by Course . . . . . . . . . . . . . .19

English and Writing Competencies by Course . . . . . . . . . . . . .20

gENERAL SkILLS

Accountability All Around, SUPV7019D . . . . . . . . . . . . . . . .21

Administrative Officers Workshop, ADMB7000D . . . . . . . . . . .22DISTANCe eDUCATIoN

CoURSe

Applying for Federal Jobs,CDEV7005A . . . . . . . . . . . . . . . . . . . . . . . . . .23

Creative Problem Solving, ADMB7002D . . . . . . . . . . . . . . .23

Effective Meetings, ADMB8006D . . . . . . . . . . . . . . . . . . .24

nEW Instructional Design Essentials,ADMB9006D . . . . . . . . . . . . . . . . . . . . . . . . . .24

Leadership Skills for Non-Supervisors, ADMB7006D . . . . . . . . .25

Managing Multiple Priorities, ADMB7007D . . . . . . . . . . . . . .26

Office Management, ADMB7009D . . . . . . . . . . . . . . . . . .27

Project Management for the Office Professional, ADMB7011D . . . .27

Microsoft Project 2007, PROJ7990T . . . . . . . . . . . . . . . . .28DISTANCe eDUCATIoN

CoURSe

Microsoft Project 2007,PROJ7590A . . . . . . . . . . . . . . . . . . . . . . . . . .28

Residential Professional Development Workshop, ADMB9003D . . .29

Stress Management, COMM7117D . . . . . . . . . . . . . . . . . .29

Time Management, ADMB7028D . . . . . . . . . . . . . . . . . . .30

Microsoft Excel 2007: Introduction, SPRD7978T . . . . . . . . . . .31DISTANCe eDUCATIoN

CoURSe

Microsoft Excel 2007: Introduction,SPRD7578A . . . . . . . . . . . . . . . . . . . . . . . . . .31

Microsoft Excel 2007: Intermediate, SPRD8978T . . . . . . . . . .32DISTANCe eDUCATIoN

CoURSe

Microsoft Excel 2007: Intermediate,SPRD8578A . . . . . . . . . . . . . . . . . . . . . . . . . .32

PRESENTATION SkILLS

Speaking with Clarity, COMM7033D . . . . . . . . . . . . . . . . .33

Speaking with Confidence, COMM7010D . . . . . . . . . . . . . . .33

Briefing Techniques, COMM7002D . . . . . . . . . . . . . . . . . .34

Instructor Training, CDEV9001D . . . . . . . . . . . . . . . . . . .35

Microsoft PowerPoint 2007: Introduction, PRES7959T . . . . . . . .35DISTANCe eDUCATIoN

CoURSe

Microsoft PowerPoint 2007: Introduction,PRES7568A . . . . . . . . . . . . . . . . . . . . . . . . . .36

INTERPERSONAL SkILLS

Listening and Memory Development, COMM7007D . . . . . . . . .36

Interpersonal Communications, COMM7006D . . . . . . . . . . . .37

Positive Approaches to Difficult People, COMM7009D . . . . . . . .38

Increasing Personal Effectiveness, COMM7027D . . . . . . . . . . .38

Multicultural Communication Skills, COMM7038D . . . . . . . . . .39

Working in Multicultural Teams, COMM7048D . . . . . . . . . . . .39

Negotiating Techniques, MGMT9104D . . . . . . . . . . . . . . . .40

COMMUNICATION SkILLS

Essentials of English, ENGL7000D . . . . . . . . . . . . . . . . . .40

Communication Skills, COMM7005D . . . . . . . . . . . . . . . . .41

Assertiveness Skills, COMM7001D . . . . . . . . . . . . . . . . . .41

Communicating for Results, COMM7003D . . . . . . . . . . . . . .42

Effective Communication with Customers, COMM8000D . . . . . .42

Customer Service Excellence, ADMB7003D . . . . . . . . . . . . .43DISTANCe eDUCATIoN

CoURSe

Winning Customer Service,COMM7510A . . . . . . . . . . . . . . . . . . . . . . . . . .43

Constructive Conflict Resolution, COMM7004D . . . . . . . . . . .44DISTANCe eDUCATIoN

CoURSe

Developing Emotional Intelligence Skills,LEAD8500A . . . . . . . . . . . . . . . . . . . . . . . . . .44

DISTANCe eDUCATIoN

CoURSe

Your Personal Brand,LEAD8010A . . . . . . . . . . . . . . . . . . . . . . . . . .45

Myers-Briggs Type Indicator®, EVAL0123L . . . . . . . . . . . . . .45

WRITINg SkILLS

Grammar for Professionals, ENGL7005D . . . . . . . . . . . . . . .46

Fundamentals of Writing, WRIT7010D . . . . . . . . . . . . . . . .47

Writing for Results, WRIT7110D . . . . . . . . . . . . . . . . . . .48

Clear Writing through Critical Thinking, WRIT7100D . . . . . . . . .49

nEW Executive Writing,WRIT9001D . . . . . . . . . . . . . . . . . . . . . . . . . .50

DISTANCe eDUCATIoN

CoURSe

Thinking Critically, Writing Clearly,WRIT1101A . . . . . . . . . . . . . . . . . . . . . . . . . .50

Effective Government Correspondence, WRIT7007D . . . . . . . . .51DISTANCe eDUCATIoN

CoURSe

The Basics of Clear Government Writing,WRIT7986A . . . . . . . . . . . . . . . . . . . . . . . . . .51

Informal Rulemaking – How to Make It Work, PGMT7510D . . . . . .52

Report Writing, WRIT7020D . . . . . . . . . . . . . . . . . . . . .52

Technical Writing, WRIT8100D . . . . . . . . . . . . . . . . . . . .53

Editing for Impact, EDIT7100D . . . . . . . . . . . . . . . . . . . .54

Proofreading, EDIT7001D . . . . . . . . . . . . . . . . . . . . . . .54

Microsoft Word 2007: Introduction, WORD7980T . . . . . . . . . .55DISTANCe eDUCATIoN

CoURSe

Microsoft Word 2007: Introduction,WORD7568A . . . . . . . . . . . . . . . . . . . . . . . . . .55

COMMUNICATION AND PROFESSIONAL SkILLS ➲ graduateschool.edu/cps


COMMUNICATION AND graduateschool.edu/cps ➲ PROFESSIONAL SkILLS

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isua

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ion:

Imag

ines

by

Proc

essi

ng P

ictu

res

and

Grap

hs

Administrative Officers Workshop (ADMB7000D) • • • • • • •Creative Problem Solving (ADMB7002D) • • • • •

Creative Problem Solving (GS Connect) (ADMB7502A) • • • • •

Customer Service Excellence (ADMB7003D) • • • • • •Effective Meetings (ADMB8006D) • • • • • • • • • • •

Instructional Design Essentials (ADMB9006D) • • • •

Leadership Skills for Non-Supervisors (ADMB7006D) • • • • • • • • • • • • • • •

Managing Multiple Priorities (ADMB7007D) • • •

Project Management for the Office Professional (ADMB7011D) • • • • • • • • • • •

Residential Professional Development Workshop (ADMB9003D) • • • • •

Time Management (ADMB7028D) • • • •

ADMINISTRATIvE COMPETENCIES By COURSE




Writ

ing:

Rec

ogni

zes/

Uses

Cor

rect

Eng

lish

Gram

mar

List

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espo

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Assertiveness Skills (COMM7001D) • • •Briefing Techniques (COMM7002D) • • • • •Communicating for Results (COMM7003D) • • •Communication Skills (COMM7005D) • • • • • •Constructive Conflict Resolution (COMM7004D) • • • • •Effective Communication with Customers (COMM8000D) • • • •Increasing Personal Effectiveness (COMM7027D) • • • • • • • •Interpersonal Communications (COMM7006D) • • • •Listening and Memory Development (COMM7007D) • • • •Multicultural Communication Skills (COMM7038D) • • • •Positive Approaches to Difficult People (COMM7009D) • • • •Speaking with Clarity (COMM7033D) • • •Speaking with Confidence (COMM7010D) • •Stress Management (COMM7117D) • •Winning Customer Service (GS Connect) (COMM7510A) • • • • •Working in Multicultural Teams (COMM7048D) • • • • • • • • • •

COMMUNICATION COMPETENCIES By COURSE




Uses

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GrammarandUsage

Essentials of English (ENGL7000D) • •Grammar for Professionals (ENGL7005D) • • •

WritingFoundations

Clear Writing through Critical Thinking (WRIT7100D) • • • • • • • • •Fundamentals of Writing (WRIT7010D) • • • • • • •Writing for Results (WRIT7110D) • • • • • • •

Specialized

Editing for Impact (EDIT7100D) • • • • • • •

Effective Government Correspondence (WRIT7007D) • • • • • • •Executive Writing (WRIT9001D) • • • • • • •Proofreading (EDIT7001D) • • • •Report Writing (WRIT7020D) • • • • • •Technical Writing (WRIT8100D) • • • • • • • •

DistanceEducation

The Basics of Clear Government Writing (WRIT7986A) • • • • • • •Fundamentals of Writing (WRIT7510A) • • • • • • • • • •Writing for Web 2 .0 (WRIT8003A) • • • • • • • • •Writing Workshop (WRIT7109A) • • • • • • • • •

ENgLISH AND WRITINg COMPETENCIES By COURSE




GE

nE

Ra

l s

kIl

ls

ACCOUNTABILITy ALL AROUNDSUPv7019D

Implement accountability that works by building a commitment to results! The accountability cycle is a three-stage process supported by a specific, clear agreement. The attitudes or mind-sets you choose at each project stage are critical to project success. Be accountable and own the results, whether successful or not, without fault or blame. Marshal the combined power of Responsibility, Empowerment, and Accountability in achieving successful project results and increased professional growth.

LEARNINg OUTCOMES

n Define a “responsibility mind-set” according to the “accountability that works” model

n Complete a Clear Agreement Form

n Identify strategies for overcoming common barriers to task completion

n Complete a Looking Back Form when results are not 100 percent successful

n Discuss how to hold others accountable for results

WHO SHOULD ATTEND

Any individual who wants to learn a methodical approach to achieve successful project results and increased professional development.

1 Day • 0.6 CeU • Tuition $495

SCHEDULEAugust 11, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

September 22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

March 8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


ShareyourGraduateSchoolUSAexperiences.



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ADMINISTRATIvE OFFICERS WORkSHOPADMB7000D

Learn what is expected of an administrative officer and what it takes to excel and stay ahead of ever-changing priorities. A must for all federal administrative officers and staff, this fast-paced, three-day seminar provides you with a practical look at the functions of the administrative officer, including the roles of information broker, communications expert, office manager, change agent, budget analyst, and acquisition specialist. Topics of current interest, such as new human resources practices and federal performance management, are continuously provided to you through recorded presentations by subject experts, followed by in-class discussions.

LEARNINg OUTCOMES

n Gain an in-depth understanding of the role of the administrative officer

n Recognize and prepare for real-world issues affecting your organization

n Apply leadership and change management principles to coach and guide staff to project completion and mission accomplishment

n Use simple statistics to complete project analysis, measure group progress, and complete accountability reports

n Apply fundamental concepts of the federal budget and acquisition process

n Manage workplace stress using effective time management techniques

WHO SHOULD ATTEND

Administrative officers at the regional and headquarters level, and others who perform administrative duties. Participants who have taken the course three or more years ago are encouraged to return to refresh their knowledge and skills.

3 Days • 1.8 CeU • Tuition $845

SCHEDULEJuly 13-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . Bloomington, MN

July 19-21, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


August 9-11, 2011 . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

August 29-31, 2011. . . . . . . . . . . . . . . . . . . . . San Francisco, CA

August 31 – September 2, 2011. . . . . . . . . . . . . . . . .Washington, DC

September 20-22, 2011. . . . . . . . . . . . . . . . . . . . .Washington, DC

October 26-28, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC

November 15-17, 2011 . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


January 31 – February 2, 2012 . . . . . . . . . . . . . . . . . San Diego, CA

February 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC

March 5-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


May 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

May 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


July 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . Bloomington, MN

July 17-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


August 20-22, 2012 . . . . . . . . . . . . . . . . . . . . San Francisco, CA








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CREATIvE PROBLEM SOLvINgADMB7002D

Learn how to solve work-related problems in new and creative ways. Open the door to innovative solutions by better defining business problems or issues. Auditors will want to take Creative Thinking for Auditors (AUDT8012G).

LEARNINg OUTCOMES

n Utilize creative and critical-thinking strategies to better understand work-related problems

n Analyze office issues to discover new options and possibilities

n Know the major stages of the problem-solving process

n Recognize roadblocks that prevent you from using creative approaches to solving problems

n Consider multiple solutions and their probable results

WHO SHOULD ATTEND

An ideal course for anyone who wants to learn and apply new techniques to resolve office problems more creatively. Auditors will want to take Creative Thinking for Auditors (AUDT8012G).


DISTANCE EDUCATION OPTION

You may be interested in Creative Problem Solving (ADMB7502A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 27-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

September 21-23, 2011. . . . . . . . . . . . . . . . . . . . . . New York, NY






DISTANCe eDUCATIoN

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APPLyINg FOR FEDERAL jOBSCDEv7005A

Understand the federal application process and learn how to describe your credentials so that you get the credit you deserve. Explore the information provided on USAjobs.gov to prepare a resume that demonstrates your qualifications and eligibility for the job you want.

n Online independent study course

n Four-week access to recorded lectures and content

n Weekly assignments

n Instructor support via email and video conferencing

LEARNINg OUTCOMES

n Understand federal employment terminology

n Select and apply to appropriate job openings on USAjobs.gov

n Prepare a resume that describes your qualifications for specific federal job openings

n Identify strategies and skills for marketing, networking, and interviewing

WHO SHOULD ATTEND

U.S. citizens interested in applying for a federal job, including the general public and current and former federal employees.

4 Weeks • 0.6 CeU • Tuition $325

Enroll anytime.



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NEWINSTRUCTIONAL DESIgN ESSENTIALSADMB9006D

Learn how to improve the design and delivery of your training programs, make cost-effective choices, and ensure training funds are well spent. Gain practical, how-to-guidance on the most essential aspects of the training process.

LEARNINg OUTCOMES

n Identify what makes training successful

n Learn the principles of adult learning and apply them to your training programs

n Discover why it’s important to provide a variety of learning methods to ensure job performance can improve after training

n Recognize participants’ diverse learning preferences

n Gain tips to improve your training-related Requests for Proposals (RFPs)

n Understand how to evaluate training proposals to ensure successful training outcomes

WHO SHOULD ATTEND

Anyone who trains employees, selects training vendors, develops training materials, or evaluates training will benefit from this course.


SCHEDULEMarch 28-30, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

August 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

EFFECTIvE MEETINgSADMB8006D

Master one of the most important skills in the workplace: planning and running productive meetings. Whether you hold face-to-face or virtual meetings, become adept at creating an outcome-oriented agenda, staying on time and on topic, and facilitating attendees to ensure full participation. Make the most out of each meeting you convene.

LEARNINg OUTCOMES

n Learn the essential components of effective meetings

n Recognize when a meeting is not the best vehicle to accomplish your purpose

n Manage and maintain control of the agenda

n Adapt your facilitation style to encourage participation by all attendees, including remote attendees

n Learn best practices for planning, conducting, and evaluating meetings

n Use effective tools to keep track of ideas, decisions, and assignments

n Know how to capture and share meeting decisions and actions

WHO SHOULD ATTEND

Everyone who plans or conducts face-to-face and virtual meetings.


SCHEDULEJuly 19-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


September 1-2, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

September 14-15, 2011 . . . . . . . . . . . . . . . . . . . . . Columbus, OH



March 29-30, 2012 . . . . . . . . . . . . . . . . . . . . . San Francisco, CA

May 3-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

May 15-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


June 19-20, 2012. . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

July 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA






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September 26-27, 2011. . . . . . . . . . . . . . . . . . . . . . . Chicago, IL



November 28-29, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DC

December 6-7, 2011 . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



February 23-24, 2012. . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

February 28-29, 2012. . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

March 8-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


March 27-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

April 4-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Rock Island, IL


May 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

May 8-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

May 10-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


May 30-31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


June 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


June 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO

June 19-20, 2012. . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA


July 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


July 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA

July 24-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

August 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

August 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Cincinnati, OH

August 8-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


August 22-23, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

August 22-23, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

September 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC

September 10-11, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DC

September 13-14, 2012 . . . . . . . . . . . . . . . . . . . . Albuquerque, NM



LEADERSHIP SkILLS FOR NON-SUPERvISORSADMB7006D

Gain the respect and support of others by learning essential leadership skills. Master handling different personality types, delegating effectively, overcoming conflict without making enemies, and building stronger, more successful teams.

LEARNINg OUTCOMES

n Identify and assess the characteristics and styles of effective leaders

n Learn about the role of power in effective leadership and building work relationships

n Identify how to more effectively communicate and resolve conflicts in the workplace

n Understand the dynamics of change and what’s needed to transition from technical expert into roles that require leadership

n Identify common fear factors associated with leadership, how to overcome fear, and how to build confidence

WHO SHOULD ATTEND

Individuals who lead others, office coordinators, and other, non-supervisory employees who want to improve their leadership skills.



You may be interested in Assertive Supervision (SUPV7002A) and Leadership Skills for Non-Supervisors (ADMB7506A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 7-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


July 14-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



August 3-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

August 9-10, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL





August 31 – September 1, 2011. . . . . . . . . . . . . . . . . . New York, NY




September 19-20, 2011. . . . . . . . . . . . . . . . . . . Virginia Beach, VA

September 20-21, 2011. . . . . . . . . . . . . . . . . . . . . . Portland, OR




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SCHEDULEJuly 13, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

July 29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

August 2, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO

August 4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

August 15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

August 23, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

August 26, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

September 16, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

September 27, 2011. . . . . . . . . . . . . . . . . . . . . . .Washington, DC

November 9, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

January 20, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


April 18, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

May 15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

June 14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

July 10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

July 31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO



September 5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


September 25, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC

MANAgINg MULTIPLE PRIORITIESADMB7007D

Regain control over your work load, increase your efficiency, and ease your stress. Learn ways to dig out from beneath the mountain of paperwork, emails, and assignments, and eliminate anxiety over and frustration about your many responsibilities. Discover strategies for goal setting and prioritizing, as well as methods for overcoming procrastination. This course helps you learn to handle professional challenges with confidence!

LEARNINg OUTCOMES

n Identify and resolve barriers to setting priorities

n Prioritize tasks based on degree of importance and urgency

n Apply the SMART goal-setting system

n Plan your time more efficiently

n Eliminate time wasters

n Organize and handle paperwork and files efficiently

WHO SHOULD ATTEND

All individuals who want to learn practical skills to manage and control their work loads, increase efficiency, set goals, prioritize, and overcome procrastination.





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PROjECT MANAgEMENT FOR THE OFFICE PROFESSIONALADMB7011D

Gain the respect and confidence necessary for assuming more responsible roles in your organization. Project management is more than just getting things done; it involves careful planning, establishing authority, and building teamwork. Prepare to stay on track and in control.

For more comprehensive coverage of project management principles, see Project Management (PGMT7005D or PROJ1101A). Auditors may want to take Planning Audit Assignments (AUDT8451G).

LEARNINg OUTCOMES

n Define the different roles of the project team members

n Provide critical support to a major project by performing key functions

n Gain control over project schedules and budgets through proper tracking

n Participate fully in the various aspects of project management

WHO SHOULD ATTEND

Office professionals who seek a basic understanding of project management techniques or who want to sharpen their project management skills; as well as support and administrative personnel periodically assigned to project work teams or who head small projects.



You may be interested in Basic Project Management (PROJ7001N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 11-13, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 25-27, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXAugust 9-11, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 14-16, 2011 . . . . . . . . . . . . . . . . . . . . . . . Denver, CONovember 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DCJanuary 31 – February 2, 2012 . . . . . . . . . . . . . . . . . . Hampton, VAFebruary 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MOMay 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LAMay 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NVJune 4-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJune 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, ALJuly 9-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 23-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXAugust 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 12-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

OFFICE MANAgEMENTADMB7009D

Raise the performance level of your office by implementing practical strategies gained through hands-on experience. Acquire skills in team building, goal setting, leadership development, conflict resolution, and decision making. Become adept at working with others to set goals, improve performance, and develop your leadership skills.

LEARNINg OUTCOMES

n Understand the managerial functions of your job

n Set realistic goals for yourself and your office staff

n Analyze problem-solving and decision-making steps applicable to the office setting

n Delegate work and provide on-the-job training

n Assess your leadership style and develop strategies to enhance your leadership abilities

n Understand motivation and its effect on work and leadership styles

n Identify a communications model and apply it in an office setting

n Apply time management and work distribution techniques

WHO SHOULD ATTEND

Office professionals, including administrative and clerical employees, who want to effectively manage their offices and achieve organizational goals.


SCHEDULEJuly 11-13, 2011 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


September 14-16, 2011 . . . . . . . . . . . . . . . . . . . . .San Antonio, TX

January 9-11, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

March 5-7, 2012 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA

April 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


May 30 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

July 9-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA





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MICROSOFT PROjECT 2007PROj7990T

Improve your ability to manage tasks and task-related resources, time lines, and costs in this three-day course. Use the application’s tools to better organize work and people, and to ensure that projects are delivered on time and within budget. Witness demonstrations of and learn to apply methods for controlling and updating progress, tracking schedule and resource changes, and creating reports.

This course is part of the Certificate of Accomplishment in Project Management.

LEARNINg OUTCOMES

n Create a project plan containing tasks, durations, milestones, and costs

n Set up and document people resources, equipment resources, and material resources

n Utilize Gantt charts and tables to format a project plan

n Learn to customize and print project views

n Track projects through time lines, and troubleshoot time and schedule issues

n Adjust and optimize project plans over a time frame

n Understand how MS Project supports successful project management

WHO SHOULD ATTEND

Program managers, project managers, and systems analysts who wish to learn and apply a tool that utilizes software processes to assist in managing project efforts.

3 Days • 1.8 CeU • Tuition $1,095


You may be interested in Microsoft Project 2007 (PROJ7590A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEAugust 16-18, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC







DISTANCe eDUCATIoN

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MICROSOFT PROjECT 2007PROj7590A

Improve your ability to manage tasks, time lines, and costs on projects using Microsoft Project.

Organize work and resources to ensure that projects are delivered on time and within budget, including controlling and updating project progress, tracking schedule and resource changes, creating reports, and more. Course materials include a textbook that provides developmental practice exercises.

n Two-week online course; four hours of live instructor-led interaction per week

n Exercises and text chat

n Demonstrations, simulations, and application sharing



LEARNINg OUTCOMES

n Design a project plan containing tasks, durations, milestones, and costs

n Set up and document people, equipment, and material resources

n Use Gantt charts and tables to format a project plan

n Print customized project views

n Track project progress and troubleshoot time and schedule problems

n Learn to adjust and optimize project plans over time

WHO SHOULD ATTEND

Program managers, project managers, and systems analysts who wish to learn how to use software processes to manage project efforts.

Prequisite: Knowledge of Microsoft Windows.


SCHEDULE (gS CONNECT LIvE FORMAT)

Tuesday & Thursday 1:00 – 3:00 p.m. Eastern time.

September 27 – October 4, 6, 2011 . . . . . . . . . . . . . Distance Education

July 10, 12, 17, 19, 2012 . . . . . . . . . . . . . . . . . . Distance Education

Monday & Wednesday 1:00 – 3:00 p.m. Eastern time.

April 16, 18, 23, 25, 2012. . . . . . . . . . . . . . . . . . Distance Education




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STRESS MANAgEMENTCOMM7117D

Manage your stress and you will reap the rewards, including fewer job errors, reduced absenteeism, improved decision-making ability, and lowered hostility. Identify your personal stress level, recognize and defuse signs of stress, and learn to apply proven stress-reduction techniques in difficult and challenging situations.

LEARNINg OUTCOMES

n Understand stress and stress management

n Assess your own stress levels and define productive stress levels

n Use a variety of stress-reduction techniques to manage stress daily

n Use problem solving to manage stress in difficult and challenging work situations

WHO SHOULD ATTEND

Individuals who need to develop stress-management techniques to improve their job performance.

2 Days • 1.2 CeU

Available by contract at your preferred location.

RESIDENTIAL PROFESSIONAL DEvELOPMENT WORkSHOPADMB9003D

Energize your career while receiving valuable hands-on training. Network with your peers and learn from respected professionals who are leaders in their fields. This seminar is updated on the Graduate School USA website each year with timely topics. Do not miss this opportunity for personal and professional growth!

LEARNINg OUTCOMES

n Obtain greater satisfaction from your job

n Gain new respect and recognition from peers and upper management

n Energize your career with new personal development strategies

n Realize your full potential

n Demonstrate you are ready for more responsibility

WHO SHOULD ATTEND

Office managers, clerks, program specialists, assistants, and all administrative and clerical staff who are serious about their professional development and careers.


SCHEDULEAugust 30 – September 2, 2011 . . . . . . . . . . . . . . . . Ocean City, MD

September 13-16, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Destin, FL

August 28-31, 2012. . . . . . . . . . . . . . . . . . . . . . . Ocean City, MD

September 11-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Destin, FL



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SCHEDULEJune 30 – July 1, 2011 . . . . . . . . . . . . . . . . . . . San Francisco, CA

July 14-15, 2011 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA




September 12-13, 2011 . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




March 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO




June 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA





August 29-30, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC



TIME MANAgEMENTADMB7028D

Discover practical techniques for managing time and increasing your professional and personal effectiveness. Learn how to devote time to the most important tasks and goals, how to organize yourself, and how to organize your environment. Implement strategies for handling interruptions, anticipating deadlines, and motivating yourself.

LEARNINg OUTCOMES

n Recognize the benefits of time management, evaluate productivity, identify goals, and set priorities

n Use technology to save time instead of waste time

n Maintain a reasonable work load by managing expectations

n Increase productivity by controlling interruptions and meetings and recognizing factors that adversely affect productivity

n Avoid information overload by identifying causes, screening information, controlling paperwork, using a filing system to organize your office, and communicating effectively

WHO SHOULD ATTEND

All individuals who want to learn practical skills to manage their time and increase their professional and personal effectiveness.



You may be interested in Time Management for Supervisors (SUPV7051N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.






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MICROSOFT EXCEL 2007: INTRODUCTIONSPRD7578A

Learn the new Microsoft Excel interface (ribbon) to perform sophisticated calculations, create templates, display what-if scenarios, embed graphic charts, sort data, create reports, and more. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Design workbooks and perform data entry of numbers, text, and formulas

n Employ templates and ranges

n Use page setup and formatting for printing

n Generate and work with multiple worksheets

n Learn various charting functions

WHO SHOULD ATTEND

Individuals who want to learn the fundamentals of the spreadsheet application.




September 13, 15, 20, 22, 2011 . . . . . . . . . . . . . . Distance Education

May 15, 17, 22, 24, 2012 . . . . . . . . . . . . . . . . . . Distance Education

MICROSOFT EXCEL 2007: INTRODUCTIONSPRD7978T

Microsoft Excel is a software application that offers three distinct processes for managing data: spreadsheet, database design, and graphing. Save time, improve accuracy, and enhance reports by mastering Excel software. The spreadsheet software allows you to custom-design tables to crunch numbers for sophisticated and repetitive calculations such as budgets, finances, inventories, or any tasks that are numerically oriented. The database and graphing functions let you select, retrieve, view, and chart data contained within the spreadsheet mode. This course provides a thorough introduction to each of Excel’s features.

LEARNINg OUTCOMES

n Create workbooks and perform data entry of numbers, text, and formulas

n Use templates and ranges

n Perform copy and move operations

n Utilize page setup and formatting for printing

n Create and work with multiple worksheets

n Perform various charting functions

WHO SHOULD ATTEND

This course is for participants who want to learn the fundamentals of the spreadsheet application.



You may be interested in Microsoft Excel 2007: Introduction (SPRD7578A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.





April 9-11, 2012. . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC






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MICROSOFT EXCEL 2007: INTERMEDIATESPRD8578A

Build on the skills found in the Excel Introduction course or upgrade your Excel knowledge to the 2007 version. Learn more advanced concepts such as working with data ranges, linking multiple workbooks, and saving spreadsheets as Web pages. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Select, navigate, insert, rename, delete, and print large worksheets

n Apply and delete with ranges for updates and printing

n Prepare HTML files as they apply to worksheets, including the creation of hyperlinks

n Create and link multiple workbooks, including cascading and tiling of window views

n Utilize the VLOOKUP and HLOOKUP advance functions as they apply to the workplace

WHO SHOULD ATTEND

Excel users with some experience who want to expand their Excel skill set or who need to learn how to use existing skills in the MS Excel 2007 interface.

Prequisites: Microsoft Excel 2007: Introduction (SPRD7978T), Microsoft Excel 2007: Introduction (SPRD7578A), or equivalent experience.




October 11, 13, 18, 20, 2011 . . . . . . . . . . . . . . . . Distance Education

June 5, 7, 12, 14, 2012 . . . . . . . . . . . . . . . . . . . Distance Education

MICROSOFT EXCEL 2007: INTERMEDIATESPRD8978T

Build on the basic skills of Microsoft Excel. Utilize techniques to work with large worksheets and manage multiple layers of worksheets at the same time. Learn interaction between Excel and Web technologies, including saving a worksheet as a Web page. Gain experience with enhanced charting facilities and other advanced functions.

LEARNINg OUTCOMES

n Select, navigate, rename, insert, delete, and print large worksheets



n Learn to produce and link multiple workbooks, including cascading and tiling of window views

n Utilize the VLOOKUP and HLOOKUP advanced functions as they apply to the workplace

WHO SHOULD ATTEND

This course is for participants who want expand their skills and knowledge base in Excel.



You may be interested in Microsoft Excel 2007: Intermediate (SPRD8578A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.



December 1-2, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC









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SPEAkINg WITH CONFIDENCECOMM7010D

If you are inexperienced or nervous about public speaking, this course is for you. Use a step-by-step approach to gain skills in speaking before groups more comfortably and confidently. Your presentations are recorded for playback, and your instructor provides helpful coaching and tips.

LEARNINg OUTCOMES

n Use proven techniques to overcome nervousness

n Learn how to make your presentation style more natural

n Demonstrate how to open and close a speech effectively

n Know your audience and the setting, and adjust your style appropriately

n Learn how to field audience questions

WHO SHOULD ATTEND

Anyone who needs to speak in front of groups and gain more presentation experience.










June 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX





SPEAkINg WITH CLARITyCOMM7033D

Speak clearly and understandably! Whether you seek to practice pronunciation, reduce an accent, or develop a strong working vocabulary, create a more positive impression by improving the clarity and vocal quality of your spoken English.

LEARNINg OUTCOMES

n Identify and use standard English forms of grammar and pronunciation

n Identify the standard and non-standard forms and patterns of your speech

n Be more aware of how others perceive your spoken communications

n Polish your English-speaking skills to improve interactions in the workplace

WHO SHOULD ATTEND

Anyone who wants to improve the clarity and vocal quality of their spoken English, including non-native English speakers.

5 Days • 3 CeU • Tuition $1,275

SCHEDULEAugust 1-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


April 30 – May 4, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DC

July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . .Washington, DC



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July 18-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


August 10-12, 2011 . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


August 22-24, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL







January 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV





March 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



May 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA



June 19-21, 2012 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


July 16-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




August 20-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL




BRIEFINg TECHNIqUESCOMM7002D

Develop your ability to give concise briefings that convey your main message quickly and clearly. Learn and practice essential strategies for delivering short structured briefings in this hands-on course. Your briefings are recorded for playback, and your instructor provides useful coaching and tips.

LEARNINg OUTCOMES

n Define the objective and build your message accordingly

n Utilize the correct style and tone to convey your information

n Analyze your audience and the setting

n Organize your key points in a logical and concise manner

n Learn how to stick to the point and avoid rambling

WHO SHOULD ATTEND

Anyone who wants to deliver clear and succinct briefings. Auditors will want to take Presentation Skills for Auditors (AUDT8522G).







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MICROSOFT POWERPOINT 2007: INTRODUCTIONPRES7959T

Turn average, dull slide shows into dynamic presentations. Microsoft PowerPoint allows users to develop effective presentations and deliver them professionally using today’s screen projection technology. Working with this application you explore the functions of the software and the communication principles that lead to dynamic slide shows. Quickly learn how to apply and customize using basic skills—creating and saving a presentation, adding new slides, using templates, editing slides, working with graphics and clip art, and adding speaker notes.

LEARNINg OUTCOMES

n Select from various layouts and create new presentations; prepare multiple presentations with moving and copying between windows

n Use many design and content templates

n Compose bulleted and numeric lists and utilize the format painter

n Learn to copy and move text between slides

n Enhance presentation text and utilize outline view

n Format processes including borders, shading, graphics, and clip art; demonstrate how to insert, reposition, crop, and resize clip art

n Apply printing tasks, including slides, speaker notes, handouts, and entire presentations

n Perform PowerPoint start-up procedures and menu commands

n Add and manipulate shapes; apply quick styles

WHO SHOULD ATTEND

This course is for those who want to learn introductory features of the Microsoft PowerPoint 2007 environment. Individuals wishing to create effective presentations will benefit from this course.



You may be interested in Microsoft PowerPoint 2007: Introduction (PRES7568A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


October 13, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

December 6, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC




INSTRUCTOR TRAININgCDEv9001D

Sharpen and improve your instructional skills and become a more polished presenter. Discover proven training techniques for large and small groups, including a variety of instructional methods from presentation and demonstration to role-playing and game-playing. Develop a personal toolkit of training techniques and learn to evaluate your training success.

LEARNINg OUTCOMES

n Understand the needs of the adult learner in the classroom environment

n Appreciate the seven different learning styles and identify your own preferred style

n Effectively use nonverbal communication techniques to manage the group

n Use PowerPoint presentations and transparencies effectively

n Apply the five phases of the instructional design process

n Use alternatives to lecturing that actively involve the learner

n Strengthen your presentation skills and techniques

n Assess whether learning has occurred

WHO SHOULD ATTEND

All employees who conduct training.


SCHEDULEAugust 2-5, 2011 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA



April 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 31 – August 3, 2012 . . . . . . . . . . . . . . . . . . San Francisco, CA




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LISTENINg AND MEMORy DEvELOPMENTCOMM7007D

Improve work performance by increasing your ability to absorb and retain information. Learn the techniques for listening and capturing information for convenient recall. Develop more confidence and improve productivity with your enhanced ability to access and recall important deadlines, policies, and other information.

LEARNINg OUTCOMES

n Recognize the value of active listening

n Know the four key elements of good listening

n Understand your listening style and listening attitude

n Improve your listening skills and develop effective listening habits

n Recognize the major memory systems and techniques as well as items contributing to memory

n Train your memory by selecting the memory system and techniques that work best for you and are appropriate for the situation

n Improve your ability to remember names and numbers

WHO SHOULD ATTEND

Employees at all levels who want to improve their ability to listen, absorb, and retain information.


SCHEDULEJuly 6-7, 2011. . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

July 6-7, 2011. . . . . . . . . . . . . . . . . . . . . . . . . . Rock Island, IL

July 12-13, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV





September 28-29, 2011. . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


January 18-19, 2012 . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


March 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


April 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA


May 16-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA



July 30-31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO



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MICROSOFT POWERPOINT 2007: INTRODUCTIONPRES7568A

Explore the functions of Microsoft PowerPoint to develop dynamic slide shows for effective presentations. Learn to create and edit slides; set up templates, including slide masters; embed graphics, sound effects, and clip art; add speaker notes; and more. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Utilize design templates, content templates, and the AutoContent Wizard

n Compose bulleted and numeric lists and use the format painter

n Copy and move text between slides

n Prepare multiple presentations with moving and copying between windows

n Utilize PowerPoint tables and insert Microsoft Word tables

n Create and apply color schemes to templates

n Insert clip art and graphics

n Animate slides

n Insert a hyperlink from a PowerPoint presentation to an online or offline Web page

WHO SHOULD ATTEND

Individuals who want to create effective PowerPoint presentations.




February 7, 9, 14, 16, 2012 . . . . . . . . . . . . . . . . . Distance Education

August 14, 16, 21, 23, 2012 . . . . . . . . . . . . . . . . Distance Education




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July 26-27, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

August 3-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

August 9-10, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA


August 16-17, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


September 13-14, 2011 . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

October 31 – November 1, 2011 . . . . . . . . . . . . . . . .Washington, DC


January 31 – February 1, 2012 . . . . . . . . . . . . . . . . .Philadelphia, PA

February 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

February 22-23, 2012. . . . . . . . . . . . . . . . . . . . . .Washington, DC


April 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



May 21-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA




July 23-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA


July 24-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



August 16-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



INTERPERSONAL COMMUNICATIONSCOMM7006D

Learn proven techniques to work more productively and improve your everyday interactions with others. Discover conflict resolution strategies and negotiation techniques, and benefit from useful tips on tact and diplomacy.

This course is part of the Certificate of Accomplishment in Program and Management Analysis.

LEARNINg OUTCOMES

n Adjust your conversational style to meet the needs of others

n Understand why you respond in a particular way to conflict

n Listen more effectively

n Work through or prevent conflict by avoiding destructive statements or actions

n Recognize and use appropriate behavior to work harmoniously and productively

n Select the best option for negotiating

WHO SHOULD ATTEND

Employees who want to enhance their interpersonal skills to better communicate with others.




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INCREASINg PERSONAL EFFECTIvENESSCOMM7027D

Gain practical tools for your day-to-day interactions that you can use to create and sustain personal effectiveness. This skills-based course by Employee Development Systems includes the DiSC® Personal Profile System and other assessments, and enables you to identify improvement opportunities and develop new proficiencies to become more effective personally and professionally.

LEARNINg OUTCOMES

n Use communication skills that facilitate effective relationships

n Apply techniques to improve team cooperation and communication

n Manage conflict with individuals who have different behavioral styles

n Set goals for success

WHO SHOULD ATTEND

Individuals who wish to expand their capacity for success, both personal and professional.



You may be interested in Developing Emotional Intelligence Skills (LEAD8500A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 6-7, 2011. . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

August 4-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

August 22-23, 2011. . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



May 8-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA

June 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . New York, NY




POSITIvE APPROACHES TO DIFFICULT PEOPLECOMM7009D

Do not let “difficult” people ruin another day! Learn approaches for maintaining your composure and clarifying underlying issues, as well as strategic questioning and listening techniques to discover what is behind someone with a difficult personality. Leave the course refreshed and prepared to minimize the negative impact of difficult people in your work environment.

LEARNINg OUTCOMES

n Interact more effectively with difficult people

n Assess your own personality and behavior styles

n Deal effectively with criticism

n Recognize conflict-inducing behaviors

n Utilize a six-step technique to develop assertive responses

n Identify the eight types of difficult people

n Identify positive strategies for dealing with challenging personalities

WHO SHOULD ATTEND

Anyone who deals with difficult customers, clients, bosses, co-workers, or employees.


SCHEDULEJuly 20-21, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

July 25-26, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

August 1-2, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

August 22-23, 2011. . . . . . . . . . . . . . . . . . . . . . . San Diego, CA




April 4-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


May 8-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


July 18-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

July 23-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

August 23-24, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





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WORkINg IN MULTICULTURAL TEAMSCOMM7048D

Today’s workplace teams typically include people from a variety of cultures. Not surprisingly, the most successful teams use proven multicultural communication skills to accomplish their work. Maximize your participation in teams by learning how to communicate across cultures and bridge cultural differences. Practice and refine your teamwork skills through case studies, simulations, and role-plays that mirror real-life workplace situations. Understand how to prevent confusion and avoid misunderstandings when working in multicultural teams.

LEARNINg OUTCOMES

n Enhance your understanding of how various cultures define leadership

n Appreciate how differing views of leadership and followership can impact team dynamics

n Recognize the cultural implications of working on a multicultural team or a project with international counterparts

n Modify personal behavior to enhance understanding and become a more successful and productive team member

WHO SHOULD ATTEND

Anyone who wants to practice and apply new skills to work more effectively in multicultural teams.


SCHEDULEAugust 30-31, 2011. . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

September 8-9, 2011 . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM


February 15-16, 2012 . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


August 28-29, 2012 . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA



MULTICULTURAL COMMUNICATION SkILLSCOMM7038D

Maximize your ability to interact effectively with colleagues from different cultural backgrounds. Understand how people around the world communicate differently, depending on their personal and cultural values. Be attuned to confusion or misunderstandings that may arise at work because of differing expectations or varied verbal and nonverbal communication styles. Recognize others’ communication preferences, and gain the know-how to adapt your communication style to achieve successful interactions at work.

You may also want to take Working in Multicultural Teams (COMM7048D).

LEARNINg OUTCOMES

n Understand the key concepts and terminology of multicultural communication

n Recognize major cultural differences and similarities that impact workplace communication

n Understand how body language influences communication

n Recognize the speaking and listening styles of various nationalities

n Know how to adapt your personal communication style to work even more effectively on multicultural projects and teams

WHO SHOULD ATTEND

Anyone who wants to communicate more effectively in today’s multicultural workplace.


SCHEDULEJuly 11-12, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

July 21-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA


November 15-16, 2011 . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



July 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA




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ESSENTIALS OF ENgLISHENgL7000D

Gain greater confidence in your writing skills by developing a solid, practical foundation in proper English usage. Master subject-verb agreement, plural and possessive forms, and forms of verbs and pronouns. Become familiar with trends in grammar and usage.

This course is part of the Certificate of Accomplishment in Personal Property Management.

LEARNINg OUTCOMES

n Use grammatical forms appropriately

n Refer to critical writing rules to avoid errors

n Apply the rules of subject-verb agreement

n Recognize and use the correct forms of verbs and pronouns

n Apply the rules of punctuation and use them skillfully

n Enhance your ability to take on new writing assignments, using business forms, reports, instructions, and documents.

WHO SHOULD ATTEND

Everyone, including non-native English speakers, who needs to gain a solid, practical foundation in English language rules and practice correct construction and usage.



You may be interested in Writing Sentences and Paragraphs Effectively (ENGL0040C) and English Grammar and Usage (ENGL7051N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.







July 9-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


NEgOTIATINg TECHNIqUESMgMT9104D

Learn to create win-win situations and improve work relationships with colleagues, employees, customers, and others. Focus on issues of negotiation, including using multiple strategies, applying the no-fault formula, employing interest-based methods, and maintaining empathy in the negotiation process.


LEARNINg OUTCOMES

n Differentiate among negotiation, mediation, and arbitration principles and techniques

n Assess the conflict management styles of others

n Use proven strategies to improve work relationships and sell your ideas to others

n Apply principle-centered negotiation techniques in the workplace

WHO SHOULD ATTEND

Employees who want to improve their ability to successfully negotiate everyday situations.




August 31 – September 1, 2011. . . . . . . . . . . . . . . . . . . .Dallas, TX



February 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA



May 31 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA


August 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . San Francisco, CA

August 30-31, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX





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ASSERTIvENESS SkILLSCOMM7001D

Learn to speak honestly, with tact, make decisions more easily, and influence people. Create a turning point in your life by recognizing the difference between assertive and aggressive behaviors, communicating more effectively, and listening for others’ motives. Effectively handle criticism, deal with workplace anxieties, and build self-confidence by learning to approach business situations assertively.

LEARNINg OUTCOMES

n Distinguish among non-assertive, aggressive, and assertive behaviors

n Use behaviors that reduce and eliminate stress and conflict

n Redirect anger

n Use positive self-talk to increase confidence

n Verify that your verbal and nonverbal messages are consistent

n Use assertiveness techniques in a variety of situations

WHO SHOULD ATTEND

Anyone who wants to learn how to become more effective in working with others.



You may be interested in Assertive Supervision (SUPV7002N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.









COMMUNICATION SkILLSCOMM7005D

Master the fundamental communication skills needed to get ahead. Much of your job success depends on your ability to communicate well, both in person and on paper. Discover how to analyze verbal and nonverbal communications, write clearly and concisely, organize and deliver an oral presentation, and break down communication barriers to work better with others.

LEARNINg OUTCOMES

n Recognize your own behavior style

n Deal effectively with different personalities

n Organize and deliver an oral presentation

n Recognize communication barriers and how to minimize them

n Organize your written work more clearly and concisely

WHO SHOULD ATTEND

Anyone who wants to become a better speaker, listener, and writer on the job.



September 19-23, 2011. . . . . . . . . . . . . . . . . . . . . Annapolis, MD

September 26-30, 2011 . . . . . . . . . . . . . . . . . . San Francisco, CA

November 28 – December 2, 2011 . . . . . . . . . . . . . . .Washington, DC



June 11-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



September 24-28, 2012. . . . . . . . . . . . . . . . . . . San Francisco, CA



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EFFECTIvE COMMUNICATION WITH CUSTOMERSCOMM8000D

Develop superior customer service by learning the basics of effective communication to successfully interact with internal and external customers. Become adept at recognizing and anticipating the needs of others; being flexible when handling requests and complaints; and spotting and responding to important verbal and nonverbal messages.

LEARNINg OUTCOMES

n Understand the relationship between effective communication and quality service

n Know the elements necessary for effective communication with customers

n Use knowledge of listening, verbal and nonverbal cues, and communication styles to provide quality service

n Practice and apply communication tools and techniques for handling requests, problems, and complaints effectively to the satisfaction of the customer

WHO SHOULD ATTEND

All those who want to successfully interact with their internal and external customers, become better team players, and handle a variety of personalities at work.



You may be interested in Winning Customer Service (COMM7510A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


August 8-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


September 20-21, 2011. . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX





May 15-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO





COMMUNICATINg FOR RESULTSCOMM7003D

Overcome barriers to effective office communications. Develop strategies to increase your ability to be understood by identifying your own communication style and that of others. Explore methods of interpreting verbal and nonverbal feedback and the use of appropriate repetition to clarify communications.

LEARNINg OUTCOMES

n Apply the elements in the communication process for understanding and action

n Speak more clearly and directly

n Recognize and correctly interpret verbal and nonverbal feedback

n Listen for intent and meaning in another’s message

n Distinguish among assertive, nonassertive, and aggressive behaviors

n Express your needs assertively

n Resolve problems and challenges with co-workers and supervisors

WHO SHOULD ATTEND

Anyone who wants to communicate more effectively with others at work.





August 29-30, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

September 6-7, 2011 . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA



January 10-11, 2012 . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


March 20-21, 2012 . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA




June 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

June 13-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

July 11-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



August 27-28, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX





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WINNINg CUSTOMER SERvICECOMM7510A

Increase your knowledge of winning customer service techniques by learning customer service essentials, including techniques for handling a variety of situations.

n Three-week online course; one hour of live instructor-led interaction per week

n Individual and group exercises and text chat


n Instructor-facilitated discussion forums

LEARNINg OUTCOMES

n Explain the relationship between quality communication and quality customer service

n Apply effective communication skills to your interactions with customers

n Use winning customer service techniques in a variety of situations

n Provide effective responses to difficult situations

WHO SHOULD ATTEND

Office personnel who want to learn how to establish and maintain positive, professional interactions with customers.



Wednesday 2:00 – 3:00 p.m. Eastern time.

September 7, 14, 21, 2011 . . . . . . . . . . . . . . . . . Distance Education

February 8, 15, 22, 2012 . . . . . . . . . . . . . . . . . . Distance Education

May 30 – June 6, 13, 2012 . . . . . . . . . . . . . . . . . Distance Education

CUSTOMER SERvICE EXCELLENCEADMB7003D

Become “customer-driven” and learn how to take service to the top, inspiring others to provide quality service. Gain proficiency in identifying your internal and external customers. Discover the latest methods for enhancing customer service and handling problems, including anticipating and responding to customers’ needs.

LEARNINg OUTCOMES

n Understand customer service and service excellence

n Know the basics of service excellence

n Explain why customer service is important to you, your organization, and your customers

WHO SHOULD ATTEND

All office professionals who need to interact positively and professionally with customers at all times.



You may be interested in Winning Customer Service (COMM7510A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEAugust 31 – September 1, 2011. . . . . . . . . . . . . . . . .Washington, DC

September 13-14, 2011 . . . . . . . . . . . . . . . . . . . . Kansas City, MO

September 28-29, 2011. . . . . . . . . . . . . . . . . . . . .San Antonio, TX



February 27-29, 2012. . . . . . . . . . . . . . . . . . . . . .San Antonio, TX









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DEvELOPINg EMOTIONAL INTELLIgENCE SkILLSLEAD8500A

Learn the main competencies of emotional intelligence—self-awareness, self-management, motivation, social awareness, and relationship management—to assist you in developing your emotional intelligence, giving and receiving feedback, and building a positive work environment.

n Two-week online course; three hours of live instructor-led interaction per week


LEARNINg OUTCOMES

n Improve your ability to recognize your emotions, your strengths, and your weaknesses

n Manage your internal state, maintain your integrity, and adapt to handling change

n Increase your awareness and understanding of others’ feelings to leverage diversity and manage group dynamics

n Improve your communication skills to build bonds and leadership

WHO SHOULD ATTEND

Employees and managers in leadership positions who wish to strengthen their emotional intelligence and develop the emotional intelligence of others.




August 15, 17, 22, 24, 2011. . . . . . . . . . . . . . . . . Distance Education



CONSTRUCTIvE CONFLICT RESOLUTIONCOMM7004D

Conflict is inevitable, but transforming it into positive outcomes is a skill. Learn how to shape even the most difficult circumstances into satisfying, win-win experiences. Discover a wide variety of proven constructive approaches that lead to productive resolutions and teaching moments. Develop the tools for quickly analyzing and responding to difficult situations, and share them with your team to make conflicts approachable and productive.

LEARNINg OUTCOMES

n Recognize attitudes and behaviors that create conflict

n Resolve conflict with constructive confrontation and resolution skills

n Analyze conflict situations and select appropriate strategies to resolve the differences

n Anticipate and prevent conflict

n Create conditions that encourage cooperation

WHO SHOULD ATTEND

Anyone who wants to better manage workplace conflicts.



August 2-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO

August 16-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

August 23-25, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


September 14-16, 2011 . . . . . . . . . . . . . . . . . . . San Francisco, CA

September 20-22, 2011. . . . . . . . . . . . . . . . . . . . .Philadelphia, PA







June 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 31 – August 2, 2012 . . . . . . . . . . . . . . . . . . . Kansas City, MO


August 20-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO






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MyERS-BRIggS TyPE INDICATOR®

EvAL0123L

Gain a deeper understanding of yourself and how you relate to others. For decades, the Myers-Briggs Type Indicator (MBTI®) instrument has helped millions of people worldwide understand how to more effectively communicate and interact with co-workers, bosses, direct reports, family members, et al. The assessment is key to understanding the differences among personality types and improving communication in work and personal relationships. Based on Isabel Myers’ unique implementation of Carl Jung’s theory of psychological type, the MBTI® instrument determines individual preferences in four dimensions: Extroversion-Introversion, Sensing-Intuition, Thinking-Feeling, and Judging-Perceiving. The various combinations of these preferences result in 16 unique personality types. The MBTI®’s wide-ranging applications promote personal growth in many organizational situations:

n Team building

n Conflict resolution

n Leadership development

n Communications skills

n Problem solving

n Organizational development

n Stress management

n Career management

n Outplacement

Whether you are an individual interested in enhancing your people skills or a team leader or manager wishing to improve your work group’s overall effectiveness, the MBTI® has proven to be a valuable tool. You may take it online or on paper, and an expert Graduate School USA-certified facilitator will provide an interpretation of your results. For intact work teams, a group interpretation session on-site at your convenience can be arranged. For leadership development programs, individual or group interpretation sessions with the Leadership Report Using FIRO-B and MBTI®; can be provided.

Call our MBTI® representative for more details at (202) 314-3464.


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yOUR PERSONAL BRANDLEAD8010A

Your “personal brand” and how you define yourself influence how others perceive and judge you. Examine the concept of branding and its implications for your personal development. Learn the skills you need to conduct yourself effectively, correctly, and confidently in any work environment, professional situation, or business social setting. Enhance your understanding of the unwritten rules of etiquette and professional behavior frequently overlooked or unknown by both managers and employees. The goal of this course is to motivate participants to develop or improve their personal brand to enhance their career development.

n One-week online course; four hours of live instructor-led interaction



LEARNINg OUTCOMES

n Develop your personal mission

n Observe unwritten rules of conduct and workplace etiquette

n Positively influence the perception of your supervisors, co-workers, and customers/clients

WHO SHOULD ATTEND

Individuals who want to differentiate themselves from others in similar fields and get ahead in their organization.

1 Week • 0.4 CeU • Tuition $225



August 2, 4, 2011 . . . . . . . . . . . . . . . . . . . . . . Distance Education

January 24, 26, 2012 . . . . . . . . . . . . . . . . . . . . Distance Education




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SCHEDULEJuly 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO




August 30 – September 1, 2011. . . . . . . . . . . . . . . . . . . Denver, CO

September 12-14, 2011 . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV




December 12-14, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DC







July 9-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA




gRAMMAR FOR PROFESSIONALSENgL7005D

Refresh and improve your knowledge of current English grammar and usage rules, to ensure that your reader can quickly and easily understand your message. Develop confidence in using correct punctuation, capitalization, spelling, verb forms, and numerals in your writing. Know when to employ different types of sentence structures, and become experienced at writing clear, correct sentences to communicate effectively with your readers.

LEARNINg OUTCOMES

n Employ current standard grammar and usage in writing

n Punctuate and capitalize correctly

n Recognize when to use different sentence structures for different purposes

n Avoid common errors by correctly applying rules and guidelines

n Construct clear and correct sentences

WHO SHOULD ATTEND

Professionals including non-native English speakers, who want to refresh their knowledge of grammar.



You may be interested in Mastering English Grammar (ENGL1045C) and English Grammar and Usage (ENGL7051N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.




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SCHEDULEJuly 11-13, 2011 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA


July 25-27, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

August 10-12, 2011 . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


August 31 – September 2, 2011. . . . . . . . . . . . . . . . . . . Chicago, IL



September 27-29, 2011. . . . . . . . . . . . . . . . . . . . . . . Denver, CO




January 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

February 22-24, 2012. . . . . . . . . . . . . . . . . . . . . . San Diego, CA







June 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA



July 23-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA







FUNDAMENTALS OF WRITINgWRIT7010D

Enhance your success at work by learning to prepare correct, concise, and organized memos, emails, and other documents. Using standard grammar and usage rules, construct simple, compound, and complex sentences that communicate clearly to your readers. Use transitional words, phrases, and strategies to link sentences into coherent paragraphs. The Plain Writing Act of 2010 requires all federal agencies to write public documents in a clear, concise, and well-organized manner. This course is the first of three sequenced writing courses; the second course is Writing for Results (WRIT7110D).


LEARNINg OUTCOMES

n Organize well-constructed sentences into coherent paragraphs and documents

n Compose clear, concise written products at work, following correct usage and grammar principles

n Organize your business writing to clarify the purpose and ensure the reader’s understanding

n Plan each document to deliver a clear message to a specific audience

WHO SHOULD ATTEND

All those who want to improve their business writing skills, including non-native English speakers and those who have completed Grammar for Professionals (ENGL7005D).



You may be interested in Fundamentals of Writing (WRIT7510A), Writing Sentences and Paragraphs Effectively (ENGL0040C), Practical Writing (WRIT1810A), and Put It in Writing (WRIT7003N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.



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July 28-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



September 7-8, 2011 . . . . . . . . . . . . . . . . . . . . . Kansas City, MO




December 12-13, 2011 . . . . . . . . . . . . . . . . . . . . . San Antonio,TX


March 15-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


April 11-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA



May 15-16, 2012 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA

May 31 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DC


July 12-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



September 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO

September 20-21, 2012. . . . . . . . . . . . . . . . . . . . Albuquerque, NM


WRITINg FOR RESULTSWRIT7110D

Develop practical strategies to ensure that your writing achieves its purpose. Choose specific words, optimal word placement, and intentional sentence structures in order to form cohesive paragraphs. Become familiar with a variety of document formats, and select the one that will create the most impact for your readers. Employ the POWER model to Plan, Organize, Write, Edit, and Revise. Make your business documents more powerful and persuasive by eliminating wordy phrases and passive voice.

This course is the second of three sequenced writing courses; the third in the sequence is Clear Writing through Critical Thinking (WRIT7100D).

LEARNINg OUTCOMES

n Plan, write, and revise documents that achieve your purpose

n Apply the POWER model when producing documents at work

n Choose words, positions, and placement of ideas for maximum power and most effective outcomes

n Avoid excessive prepositional phrases that can misdirect the reader

n Use active rather than passive voice

n Create “table of contents thesis sentences” as organizing tools

WHO SHOULD ATTEND

Anyone who wants to write convincing, results-oriented documents.



You may be interested in Writing Workshop (WRIT7109A), Using Plain Language when Writing for Government Business (WRIT2102C), and Practical Writing (WRIT1810A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.






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SCHEDULEJuly 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH

July 20-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Annapolis, MD

July 20-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



August 3-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

August 16-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



September 19-21, 2011 . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL






January 31 – February 2, 2012 . . . . . . . . . . . . . . . Virginia Beach, VA


February 28 – March 1, 2012 . . . . . . . . . . . . . . . . . .San Antonio, TX





May 16-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

May 22-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI


May 30 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . . . . Boston, MA



July 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH

July 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA





August 28-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




CLEAR WRITINg THROUgH CRITICAL THINkINgWRIT7100D

Communicate better by improving the clarity of your business writing. Enhance your ability to organize information, anticipate questions, draw sound conclusions, and logically communicate your message.

This course is the third of three sequenced writing courses; the first two are Fundamentals of Writing (WRIT7010D) and Writing for Results (WRIT7110D).

LEARNINg OUTCOMES

n Recognize faulty logic in workplace documents you read and write

n Construct persuasive arguments to deliver workplace results

n Employ techniques for thoughtful document review

n Analyze thought processes to evaluate their logical validity

n Learn what makes a good thinker and how to produce thoughtful written products

n Use a planning and development process to write effective documents

WHO SHOULD ATTEND

All writers who want to improve their critical reading, writing, and thinking skills.



You may be interested in Thinking Critically, Writing Clearly (WRIT1101A), and Writing Workshop (WRIT7109A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.



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THINkINg CRITICALLy, WRITINg CLEARLyWRIT1101A

Develop your critical-thinking skills to enhance your writing skills so that the reader can understand your intended message. Critically read information so you can analyze and understand the message of the writer.

In this text-based online course, you submit assignments to an instructor.

Additional Information: Before enrolling in this course, students need to take a writing/grammar pretest and attain a score of at least 80%. We will recommend alternative courses for students who do not achieve that score. Order textbooks from Specialty Books. Select subject area English and Writing, then select course. Contact (866) 448-9740 or [email protected] for more information.

LEARNINg OUTCOMES

n Think critically about an issue (employ your critical lens)

n Read actively and critically

n Identify the components of an argument

n Develop and deploy logically valid arguments

n Plan, draft, and edit your own work

n Use and cite sources correctly

n Correct common grammar problems

n Articulate your own writing style

n Identify and avoid fallacies in your writing

WHO SHOULD ATTEND

Writers who want to enhance their critical reading, writing, and thinking skills so they can critically analyze arguments presented by others, as well as create their own arguments to persuade others.

6 Months • 3 Credits • Tuition $395

Enroll anytime.

NEWEXECUTIvEWRITINgWRIT9001D

Executives are often faced with short time frames to prepare high-level documents that must be well-written and succinct. Reviewing and approving the written work of others is another challenge many executives face. Learn proven ways to streamline and improve your written work, from policies to handbooks to controversial correspondence. Discover techniques to tactfully manage and improve others’ writing, as well. By applying the key characteristics of successful executive writing, your written products will improve, as will the quality of the feedback and support you provide to those who prepare written drafts for your signature.

LEARNINg OUTCOMES

n Refresh and build your skills in the core writing principles

n Learn the main features of executive writing

n Diplomatically evaluate and edit the writing of others

n Ensure that you and your staff are familiar with the federal requirements of the Plain Writing Act of 2010

WHO SHOULD ATTEND

All federal executives and managers who are required to present ideas in writing, and who wish to sharpen their business writing skills and those of their staff.


SCHEDULEJune 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC





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THE BASICS OF CLEAR gOvERNMENT WRITINgWRIT7986A

Improve effectiveness and accountability by clear government communication that the public can understand and use. Learn techniques to help you improve the readability of your documents.





LEARNINg OUTCOMES

n Identify the intent, purpose, and audience for your writing projects

n Apply job aids and a systematic “layering” editing technique to revise documents to meet standards for clear government writing

n Use the GPO Style Manual and other resources to assess whether your documents meet substance, organization, style, and correctness standards

n Use a writing review checklist to identify and correct style, grammar, mechanics, and punctuation weaknesses and errors

WHO SHOULD ATTEND

Anyone new to or needing a refresher in writing in plain language.


SCHEDULE (gS CONNECT INDEPENDENT)July 18 – August 14, 2011 . . . . . . . . . . . . . . . . . Distance Education

October 24 – November 20, 2011 . . . . . . . . . . . . . . Distance Education

January 23 – February 19, 2012 . . . . . . . . . . . . . . Distance Education

April 16 – May 13, 2012. . . . . . . . . . . . . . . . . . . Distance Education

July 16 – August 12, 2012 . . . . . . . . . . . . . . . . . Distance Education

EFFECTIvE gOvERNMENT CORRESPONDENCEWRIT7007D

Ensure that your government emails and memos meet the standards required in the Plain Writing Act of 2010. Learn techniques to write clearly and simply so your readers can easily understand your message.

LEARNINg OUTCOMES

n Recognize the characteristics of effective government correspondence

n Use a step-by-step process for responding to a wide variety of correspondence

n Learn techniques to streamline the drafting process

n Use model templates and boilerplate responses to handle a high volume of standard correspondence

n Analyze the characteristics of your reader and tailor your correspondence appropriately

WHO SHOULD ATTEND

Anyone who needs to improve and strengthen his or her written government correspondence, including emails and memos.



You may be interested in Using Plain Language When Writing for Government and Business (WRIT2102C) and Writing Reports and Other Workplace Documents (WRIT2301C), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


July 28-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL







April 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


June 13-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL








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REPORT WRITINgWRIT7020D

Produce reports that incorporate the best practices highlighted in the Plain Writing Act of 2010. Pinpoint your readers’ needs, choose the right style and tone, and organize your content and research into a format that enhances your main points.

LEARNINg OUTCOMES

n Define the purpose and scope of a report according to the needs of the reader

n Organize and outline material

n Write sentences and paragraphs that follow principles of clear, concise government writing

n Format report data according to the purpose of the report

n Write a report that will be immediately clear to the reader

n Revise and edit reports according to the principles of effective writing

WHO SHOULD ATTEND

Professionals who need to write clear, concise, and well-organized reports.



You may be interested in Writing Reports and Other Workplace Documents (WRIT2301C) and Writing Short Informational Reports (WRIT7004N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.










INFORMAL RULEMAkINg – HOW TO MAkE IT WORkPgMT7510D

Learn to draft proposed rules, final rules, interim final rules, notices, and other rulemaking documents for your agency. This course was developed by Thomas O. Gessel, a former federal attorney who specializes in informal rulemaking. If you want to meet the expectations of reviewers, make your rules easily understood, and complete your assignments on time, this course is for you.

LEARNINg OUTCOMES

n Explain the differences between informal and formal rulemaking

n Distinguish the various types of rules

n Identify the basic principles for writing rulemaking documents

n Identify strategies to strengthen existing rulemaking documents

n Write effective rulemaking documents

WHO SHOULD ATTEND

All staff involved in drafting and reviewing regulations.





May 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA






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September 13-15, 2011 . . . . . . . . . . . . . . . . . . . . . Baltimore, MD






March 12-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



April 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX




June 13-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO


June 19-21, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

July 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



August 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV



TECHNICAL WRITINgWRIT8100D

Master proven techniques for writing clear, concise technical documents by applying proven readability formulas and incorporating an easy six-step writing process. Organize and format complex documents in ways that will enhance their readability and meet the readers’ needs.


LEARNINg OUTCOMES

n Identify different types of technical writing documents

n Use the six steps of the writing process

n Design document specifications from sentence to paragraph to full document

n Avoid common writing pitfalls

n Use readability formulas

n Use production and revision methods

WHO SHOULD ATTEND

All professionals who want to improve their capacity to organize, write, and revise technical documents.




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PROOFREADINgEDIT7001D

Avoid professional embarrassment by improving your proofreading skills. Packed with exercises, checklists, and tips, this course familiarizes you with standard proofreading marks and terms; various methods of proofreading; and punctuation, capitalization, and abbreviation rules.

LEARNINg OUTCOMES

n Recognize and correct errors in abbreviations, capitalization, compound words, consistency, grammar and usage, number style, punctuation, and spelling

n Apply techniques for comparing original with corrected material

n Indicate corrections clearly with appropriate proofreading symbols

n Proofread with greater speed and accuracy

WHO SHOULD ATTEND

Anyone who wants to produce error-free business forms, reports, instructions, and documents.



You may be interested in Proofreading (EDIT1160C) and Proofreading (EDIT7051N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


July 28-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


August 30-31, 2011. . . . . . . . . . . . . . . . . . . . . . . Columbus, OH



October 5-6, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC







June 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



July 26-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA




EDITINg FOR IMPACTEDIT7100D

Gain the skills for revising your business documents to improve their clarity and accuracy. The Plain Writing Act of 2010 mandates that government documents be easily understood and well organized. Learn how to revise documents to give your main ideas greater power and emphasis. Become proficient at spotting and correcting common punctuation, capitalization, and abbreviation errors, as well as frequently misused words.

LEARNINg OUTCOMES

n Use a step-by-step approach to editing

n Gain confidence in your editorial decisions

n Clarify and simplify your written documents

n Recognize and correct the most common writing mistakes

WHO SHOULD ATTEND

Everyone who needs to edit or review documents.









April 12-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA







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MICROSOFT WORD 2007: INTRODUCTIONWORD7568A

Learn the fundamentals of word processing and how to create professional-looking documents. You’ll start with basic operations, such as creating, naming, saving, and closing a document. When comfortable, you move on to advanced capabilities to change font settings and page formats; move, copy, and delete text; create tables; use styles, numbers, and bullets; and work with lists. Come to understand formatting with regard to style, pagination, editing tools, tables, lists, and more. This comprehensive introduction positions users to take full advantage of the powerful capabilities of this universally used office software. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Understand the word-processing cycle

n Design headers and footers

n Apply styles and themes to documents

n Design a document using templates

n Plan and prepare mailing labels and envelopes

n Perform spelling and grammar checks

n Create tables and change the table design

n Use special features such as SmartArt® and text boxes

WHO SHOULD ATTEND

Individuals who want to learn the fundamentals of word processing.




April 17, 19, 24, 26, 2012 . . . . . . . . . . . . . . . . . . Distance Education

September 11, 13, 18, 20, 2012. . . . . . . . . . . . . . . Distance Education

MICROSOFT WORD 2007: INTRODUCTIONWORD7980T

Explore the fundamentals of word processing. Create professional-looking documents in Microsoft Word 2007. Master basic operations such as creating, naming, saving, and closing a document. Become skilled at the following:

n Changing font setting and page formats

n Moving, copying, and deleting text

n Creating tables

n Using styles, numbers, and bullets

n Working with lists

This comprehensive introduction positions users to take full advantage of the powerful capabilities of this application.

LEARNINg OUTCOMES

n Perform basic Word start-up procedures, create and save documents, switch document views, and change document magnification

n Edit a document (select, cut, copy, and paste text)

n Perform formatting using different Word techniques (font name, point size, and attributes; headings and other styles; margins, tabs, and rulers)

n Add tables including modifying, formatting, and converting text to a table

n Use Word templates

n Insert graphic objects and illustrations

n Control page appearance including layout, border, and color; proof a document using spelling and grammar checks and word count

WHO SHOULD ATTEND

This course is for those who want to learn the introductory features of the Microsoft Word 2007 environment.



Microsoft Word 2007: Introduction (WORD7568A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 7, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

September 7, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


March 20, 2012. . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

June 27, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


For 2012, Graduate School USA

offers four courses with DAU

equivalency for the government-

wide FEDERAL ACqUISITION

Certification in Contracting

Program. We can assist you in

meeting your training needs for

all the certifications described in

the next column.

➲ graduateschool.edu/acquisition

FEDERAL ACqUISITION

AND CONTRACTINg

FEDERal aCqUIsItIOn CERtIFICatIOn In COntRaCtInG (FaC-C)We offer four courses with DAU equivalency at Levels I and II:

n Introduction to Government Contracting (ACQI7501D) – CON 100 equivalent

n Acquisition Planning (ACQI7505D) – CON 110 equivalent

n Mission-Focused Contracting (ACQI7700D) – CON 120 equivalent

n Construction Contracting for COTRs (ACQI8006D) – CON 244 equivalent

Check our website at graduateschool.edu/acquisition for the latest listing, or www.dau.mil for the equivalent course listing. Courses throughout our catalog may be selected to meet your continuous learning requirements subject to your organization’s approval.

FEDERal aCqUIsItIOn CERtIFICatIOn FOR PROGRaM anD PROjECt ManaGERs (FaC-P/PM)Since the certification does not have a core curriculum, please refer to our subject area listings at graduateschool.edu to identify appropriate courses in communications, leadership and management, and project management.

FEDERal aCqUIsItIOn CERtIFICatIOn FOR COntRaCtInG OFFICER tECHnICal REPREsEntatIvEs (FaC-COtR)Both of our COTR courses cover all 24 technical and professional business competencies required for certification:

n Contracting Basics for COTRs (ACQI7503D)

n Comprehensive COTR Workshop (ACQI7523D)

We offer several courses that meet the continuous learning requirements for COTRs:

n Advanced COTR Workshop (ACQI9008D)

n Construction Contracting for COTRs (ACQI8006D)

n COTR Refresher (ACQI7513D)

COntInUInG PROFEssIOnal EDUCatIOnWith our acquisition training partner, ASI Government, Inc., we offer five courses to help you meet the challenges of your profession:

n Contract Negotiations: Skills, Tools, and Best Practices (ACQI8721D)

n Fundamentals of Best Value/Trade-Off Source Selection (ACQI8719D)

n Strategic Business Advisor (ACQI9007D)

n Strategic Sourcing (ACQI9005D)

n World Class Contracting (ACQI9004D)

We offer the following courses on ethics compliance and “green” purchasing to meet statutory requirements:

n Acquiring “Green” Products and Services (ACQI9006D)

n Ethics Compliance and Enforcement (GS Connect) (ACQI9002A)

n Federal Contracting: Ethics Compliance and Enforcement (ACQI7023D)

We continue to offer courses in performance-based acquisition and simplified acquisition procedures, as well as purchasing refreshers.

Classes are offered nationwide, and we can schedule on-site or online training that is customized for your organization’s needs.

CURRICUlUM OvERvIEW


NASBAGraduate School USA is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to: National Registry of CPE Sponsors, 150 Fourth Avenue, Suite 700, Nashville, TN 37219-2417. Website: www.nasba.org.

In addition, Graduate School USA has sponsorship agreements with the New Jersey, New York, and Texas Boards of Accountancy, which recognize us as an approved source for continuing financial and auditing professional education.

All of the sessions listed in this catalog are instructor-led/group-live programs, unless otherwise noted.

FEDERAL ACqUISITION AND CONTRACTINgComprehensive COTR Workshop, ACQI7523D . . . . . . . . . . . .58

Contracting Basics for COTRs, ACQI7503D . . . . . . . . . . . . . .59

Advanced COTR Workshop, ACQI9008D . . . . . . . . . . . . . . .60

Construction Contracting for COTRs, ACQI8006D . . . . . . . . . .60

COTR Refresher, ACQI7513D . . . . . . . . . . . . . . . . . . . . .61

Introduction to Government Contracting, ACQI7501D . . . . . . . . .61

Contracting Basics for Administrative Personnel, ACQI7502D . . . .62

Simplified Acquisition Procedures, ACQI7506D . . . . . . . . . . . .62

Simplified Acquisition Refresher, ACQI7516D . . . . . . . . . . . . .63

Governmentwide Commercial Purchase Card, ACQI7504D . . . . . .63

Acquisition Planning, ACQI7505D . . . . . . . . . . . . . . . . . . .64

Basic Contract Administration, ACQI7500D . . . . . . . . . . . . . .64

Introduction to the FAR, ACQI7010D . . . . . . . . . . . . . . . . .65

Mission-Focused Contracting, ACQI7700D . . . . . . . . . . . . . .65

Performance-Based Statements of Work, ACQI8517D . . . . . . . .66

Performance-Based Service Acquisition, ACQI8002D . . . . . . . .66

nEW Planning and Managing Systems Acquisition,ACQI9010D . . . . . . . . . . . . . . . . . . . . . . . . . .67

Government Contract Law, ACQI8505D . . . . . . . . . . . . . . .67

Acquiring “Green” Products and Services, ACQI9006D . . . . . . . .68

Fundamentals of Best Value/Trade-Off Source Selection, ACQI8719D . .68

Contract Negotiations: Skills, Tools, and Best Practices, ACQI8721D . . 69

Improving Your Purchasing Effectiveness, ACQI9000D . . . . . . . .69

Federal Contracting: Ethics Compliance and Enforcement, ACQI7023D . .70DISTANCe eDUCATIoN

CoURSe

Ethics Compliance & Enforcement,ACQI9002A . . . . . . . . . . . . . . . . . . . . . . . . . .70

Strategic Sourcing, ACQI9005D . . . . . . . . . . . . . . . . . . .71

Strategic Business Advisor, ACQI9007D . . . . . . . . . . . . . . .71

World-Class Contracting, ACQI9004D . . . . . . . . . . . . . . . .72

TABLE OF CONTENTS

FEDERAL ACqUISITION AND CONTRACTINg ➲ graduateschool.edu/acquisition


FEDERAL ACqUISITION graduateschool.edu/acquisition ➲ AND CONTRACTINg

COMPREHENSIvE COTR WORkSHOPACqI7523D

Master the position of contracting officer technical representative (COTR) or contracting officer representative (COR) from requirements determination through contract close out. Cover all technical and professional business competencies required by the Federal Acquisition Certification for Contracting Officer Technical Representatives (FAC-COTR). This course is recommended for COTRs and CORs who will be assigned to contracts of medium to high complexity.

This course is part of the Certificate of Accomplishment in Project Management and the Certificate of Accomplishment in Personal Property Management.

LEARNINg OUTCOMES

n Prepare a purchase-request work package

n Develop statements of work

n Prepare a COTR work plan

n Monitor contractor performance to ensure that the government obtains the benefit of the contract

n Recommend changes and provide technical support for contract modifications

n Recommend remedies for inadequate contractor performance

n Analyze contractor requests for payment

n Document contractor performance

n Perform contract close out

WHO SHOULD ATTEND

Individuals who are or will be designated as contracting officer technical representatives (COTRs), and those persons who desire a greater understanding of the entire acquisition process involving more complex or larger dollar-value acquisitions. COTRs assigned to contracts of relatively low complexity may want to take a three-day course: Contracting Basics for COTRs (ACQI7503D).

5 Days • 40 CPe • Tuition $1,045

SCHEDULEJuly 11-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA


July 18-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, GA

August 8-12, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL

August 22-26, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA




September 19-23, 2011. . . . . . . . . . . . . . . . . . . . . Fayetteville, NC



November 14-18, 2011 . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC

November 28 – December 2, 2011 . . . . . . . . . . . . . . . San Diego, CA





February 27 – March 2, 2012 . . . . . . . . . . . . . . . . . . . . .Dallas, TX


March 26-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

April 2-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


April 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

April 30 – May 4, 2012 . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA




June 4-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA


June 18-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI


June 25-29, 2012. . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM


July 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, GA


July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . New Orleans, LA



August 20-24, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA




September 17-21, 2012 . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC







SCHEDULEJuly 5-7, 2011. . . . . . . . . . . . . . . . . . . . . . . . . . . New York, NY


July 19-21, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

July 26-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI





August 31 – September 2, 2011. . . . . . . . . . . . . . . . . Baltimore, MD

September 6-8, 2011 . . . . . . . . . . . . . . . . . . . . San Francisco, CA










March 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM

April 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Hampton, VA







July 17-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

July 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI








CONTRACTINg BASICS FOR COTRsACqI7503D

Federal managers have become increasingly aware of the importance of proper contract administration in ensuring the maximum return on their contract dollars. The contracting officer technical representative (COTR) or contracting officer representative (COR) plays a critical role in affecting the outcome of the contract administration process. This course covers all technical and professional business competencies required by the Federal Acquisition Certification for Contracting Officer Technical Representatives (FAC-COTR) and is recommended for COTRs and CORs who will be primarily involved in post-award duties.


LEARNINg OUTCOMES

n Understand the essential elements of government contracts

n Perform the steps required in the administration of a contract

n Describe the role of a COTR, the limits and extent of COTR responsibility, and the relationship between the COTR and the contracting officer

n Assist the contracting officer in resolving disputes between the government and the contractor

WHO SHOULD ATTEND

Anyone who handles government acquisitions, especially COTRs, CORs, project officers, and task managers. Personnel involved with complex contracts and contracts valued at $1 million or more may want to take Comprehensive COTR Workshop (ACQI7523D).

3 Days • 24 CPe • Tuition $795






ADvANCED COTR WORkSHOPACqI9008D

Contracting officer technical representatives (COTRs) and contracting officer representatives (CORs) play a critical role in ensuring that acquisitions are planned, executed, and monitored to support their organization’s mission-critical functions. Learn how to apply key technical and general business competencies and aligned skills identified by the Federal Acquisition Institute (FAI) to successfully perform your assignments. Apply key project management tools and techniques necessary to track acquisition progress, and help ensure successful acquisition outcomes.

LEARNINg OUTCOMES

n Plan acquisitions and conduct market research

n Define the government’s needs

n Conduct pre- and post-award communications

n Establish performance metrics and measure performance

n Understand the principles and practices of procurement ethics

n Apply earned value management to measure performance

n Create work breakdown structures

n Develop cause-and-effect diagrams

n Implement the plan-do-check-act cycle

WHO SHOULD ATTEND

COTRs and CORs who need to maintain and enhance their proficiencies and satisfy the FAC-COTR requirement of 40 hours of training every two years, and others involved in the acquisition process, including project and program managers.


SCHEDULEAugust 1-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

August 29 – September 2, 2011 . . . . . . . . . . . . . . . .Washington, DC

October 24,-28 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC



April 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


June 11-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

June 18-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . . San Diego, CA


CONSTRUCTION CONTRACTINg FOR COTRsACqI8006D

This course parallels Defense Acquisition University (DAU) course CON 244 and focuses on construction contracting issues involving acquisition planning,

equivalency contract performance management, funding, environmental concerns, construction contract language, construction contracting in the commercial setting, the Davis-Bacon Act, design/build, basic schedule delay analysis, constructive changes, acceleration, and construction contract quality management. The training particularly benefits newly assigned COTRs to construction contracts.

LEARNINg OUTCOMES

n Apply policies, regulations, and best business practices in administering construction contracts

n Evaluate the construction contract awardee

n Determine the applicable contract administration (compliance) approach

n Select the appropriate clause and describe the remedy for changed conditions

n Verify construction progress payment, and more

WHO SHOULD ATTEND

COTRs and others assigned specific contract administration duties for construction contracts, e.g., professional engineers, quality assurance personnel, and legal counsel personnel.


SCHEDULEAugust 22-26, 2011. . . . . . . . . . . . . . . . . . . . . . .Washington, DC


February 6-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

February 27 – March 2, 2012 . . . . . . . . . . . . . . . . . .Washington, DC






INTRODUCTION TO gOvERNMENT CONTRACTINgACqI7501D

Explore the highly complex federal acquisition process, including the functions of pre-solicitation, solicitation and award, and post-award administration; the roles of the

legislative, executive, and judicial branches in federal acquisition; and standards of conduct for members of the acquisition team. You learn to minimize risks, maximize competition, maintain integrity, and ensure delivery according to the contract terms and conditions.

This course is equivalent to Defense Acquisition University course CON 100, Shaping Smart Business Arrangements. A test is required to receive equivalency.


LEARNINg OUTCOMES

n List and describe the goals of the acquisition process in terms of quality, timeliness, and cost

n Assure that supplies and services are delivered when and where specified and that they conform to the contract terms and conditions

n Describe the major functions of the three phases of the acquisition process, and state the primary business issues related to each function

n Understand what constitutes a modification, termination, and claim

n Describe examples of activities that are prohibited under the standards of conduct

WHO SHOULD ATTEND

Anyone in acquisition-related fields.


SCHEDULEJuly 18-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

August 1-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX




October 31 – November 4, 2011 . . . . . . . . . . . . . . . . . . .Dallas, TX




May 14-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


July 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . .San Antonio, TX



COTR REFRESHERACqI7513D

Refresh your knowledge of the post-award phase of the federal acquisition process in this one-day course. Review key information needed by the contracting officer technical representative (COTR), contracting officer representative (COR), project officer, or task manager to ensure successful contract administration. In addition, update your knowledge by learning about regulatory changes to the acquisition process.

LEARNINg OUTCOMES

n Monitor contractor performance

n Assist the contracting officer in interpreting contracts

n Identify conflicts of interest

n Perform inspections

n Identify unauthorized commitments

n Close out a contract

WHO SHOULD ATTEND

COTRs and others who have taken the three-day Contracting Basics for COTRs (ACQI7503D) or the five-day Comprehensive COTR Workshop (ACQI7523D) course three or more years ago. Those needing additional training to satisfy FAC-COTR requirements should consider Advanced COTR Workshop (ACQI9008D).

1 Day • 8 CPe • Tuition $495



September 19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




February 24, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC







SIMPLIFIED ACqUISITION PROCEDURESACqI7506D

Learn the basics of simplified acquisition procedures, necessary for those involved in making some of the millions of purchases of essential products and services required by federal agencies. You learn how to perform better by using the latest electronic enhancements in the acquisition process. You also learn about GSA schedules and other sources of supply that will make your job easier.


LEARNINg OUTCOMES

n Clearly state customer requirements

n Locate sources of supply

n Solicit for competition

n Receive and evaluate quotations

n Prepare appropriate documents

n Use appropriate purchasing methods

n Make contract awards

n Ensure contract performance

WHO SHOULD ATTEND

All federal employees making purchases of products and services within the simplified acquisition thresholds as well as other purchases from required sources of supply and existing contracts, such as GSA schedules.


SCHEDULEJuly 11-15, 2011 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


August 1-5, 2011 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA


September 12-16, 2011 . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA






March 19-23, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



May 21-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


July 9-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA

July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . Albuquerque, NM




CONTRACTINg BASICS FOR ADMINISTRATIvE PERSONNELACqI7502D

Contribute to your organization’s contracting success by learning the fundamentals of government contracting, from translating complex terminology and defining the acquisition process to recognizing potential conflicts of interest and interpreting key provisions of the Federal Acquisition Regulation (FAR).

LEARNINg OUTCOMES

n Translate complex acquisition terms and concepts into everyday English

n Understand your administrative and support responsibilities in acquisition

n Recognize and avoid potential conflicts of interest

n Interpret key provisions of the FAR

WHO SHOULD ATTEND

Program and technical staff, administrative assistants, office managers, or anyone who needs to learn the fundamentals of government contracting.





September 12-14, 2011 . . . . . . . . . . . . . . . . . . . . . San Diego, CA


January 31 – February 2, 2012 . . . . . . . . . . . . . . . San Francisco, CA







GraduateSchoolUSA

is approved under the

General Services Administration

(GSA) Federal Supply

Schedule 874 (MOBIS).





gOvERNMENTWIDE COMMERCIAL PURCHASE CARDACqI7504D

Government Accountability Office (GAO) and other audit organizations frequently cite lack of user training in the improper use of the governmentwide commercial purchase card. Learn the rules and regulations of the purchase card program and avoid losing this convenient and efficient micro-purchasing method. You explore spending limits and authorized transactions, and become more secure in knowing how to apply the principles of integrity and ethics to protect yourself from personal liability.

LEARNINg OUTCOMES

n Recognize the pitfalls involved in making purchase card purchases

n Answer some frequently asked questions concerning the use of the purchase card

n Implement the model procedures for using the purchase card

n Recognize improper use of the purchase card

WHO SHOULD ATTEND

Federal employees who need to make purchases using the governmentwide commercial purchase card.






SIMPLIFIED ACqUISITION REFRESHERACqI7516D

This course is designed for persons who need to reacquaint themselves with the basic theories, practices, and concepts of simplified acquisition procedures as well as those who require training to maintain their warrants. You review the principles and policies required for acquiring items and services, including making decisions in soliciting, evaluating, awarding, and administering simplified acquisitions. Practical exercises and case studies are included to provide reinforcement of the lessons.

LEARNINg OUTCOMES

n Properly state customer requirements

n Locate supply sources and solicit for competition

n Evaluate received quotations

n Apply appropriate purchasing methods

n Award contracts

WHO SHOULD ATTEND

All government purchasing personnel who need to refresh their knowledge of simplified acquisition procedures, as well as those who need warrant maintenance training.



January 9-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL


April 3-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


May 30 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV






BASIC CONTRACT ADMINISTRATIONACqI7500D

You have just signed a contract, but the process does not end there. In fact, it is really just beginning. This course, which complies with the Contract Specialist (CS) Training Blueprint published by the Federal Acquisition Institute, provides guidance needed to ensure that the contract is managed correctly. You identify issues that require action by contracting personnel to ensure that the government receives what it pays for.

LEARNINg OUTCOMES

n Plan the administration of a contract

n Conduct a post-award orientation

n Monitor a contractor’s performance

n Resolve problems that may arise

n Apply remedies under the contract

n Prepare contract modifications

n Process a dispute, claim, or termination

n Authorize payments under a contract

n Close out a completed contract

WHO SHOULD ATTEND

Recommended for all with full-time contract management duties. Others may want to take Comprehensive COTR Workshop (ACQI7523D) or Contracting Basics for COTRs (ACQI7503D). Auditors may want to take Auditing Outsourced Government Services (AUDT8235G).



August 22-26, 2011. . . . . . . . . . . . . . . . . . . . . . . . Hampton, VA




April 9-13, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV



August 20-24, 2012. . . . . . . . . . . . . . . . . . . . . . . . Hampton, VA

ACqUISITION PLANNINgACqI7505D

The purpose of acquisition planning is to ensure that the government meets its needs in the most effective, economical, and timely manner. As acquisitions become

more complex and costly, it becomes more important that actions be supported by extensive planning. The preparation of a written plan is often necessary to document the process and provide evidence of management concurrence. Take this course to help ensure that your organization’s needs are satisfied in terms of performance, cost, and delivery.

This course is equivalent to Defense Acquisition University course CON 110, Mission Support Planning.

LEARNINg OUTCOMES

n Determine availability of funding

n Obtain and compile appropriate data to frame solicitations

n Critique commercial specifications and performance-based statements of work

n Effectively identify sources and develop commercial source lists

n Make set-aside decisions

n Determine the appropriateness of 8(a) contracts

n Determine the appropriateness of full and open competition

n Determine whether to solicit for lease, purchase, or both

n Prepare an effective acquisition plan, and more

WHO SHOULD ATTEND

Contracting personnel and others involved in acquisition. This course or CON 110 is required for Level I Federal Acquisition Certification in Contracting.





April 9-13, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA






MISSION-FOCUSED CONTRACTINgACqI7700D

Take the capstone course to complete Federal Acquisition Certification in Contracting (FAC-C) Level I certification training. The course covers the entire

acquisition process from mission support planning through evaluation of mission performance. Use case studies to apply leadership, problem-solving, and negotiation skills, and to become a competent contracts professional.

This course is equivalent to the Defense Acquisition University (DAU) course CON 120, Mission-Focused Contracting.

LEARNINg OUTCOMES

n Apply decision-making and problem-solving skills in analyzing acquisitions

n Provide sound business advice while helping to develop an effective purchase request package

n Solicit for offers

n Evaluate offers and award contracts

n Monitor contractor performance, apply remedies, and make proper contract payments

n Modify contracts

n Close out contracts

n Apply leadership skills in supporting customers’ missions

WHO SHOULD ATTEND

Contracting personnel, especially those who want to complete training requirements for a Level I contracting certification.


SCHEDULEAugust 1-11, 2011. . . . . . . . . . . . . . . . . . . . . . . .Washington, DC




INTRODUCTION TO THE FARACqI7010D

Receive a basic understanding of the Federal Acquisition Regulation (FAR) and the FAR’s agency supplements as a complete regulatory system. To aid you, a framework of the design of the FAR is developed throughout the presentation to emphasize how to use the regulation in the ordinary course of daily contracting and program functions.

Participants receive a copy of the FAR and learn how to use it as well as how to keep up-to-date on all FAR changes. Complexity is made understandable in this course. The FAR is used for hands-on problem-solving exercises which emphasize critical/analytical thinking to achieve the best business decisions based on the correct regulatory application.

LEARNINg OUTCOMES

n Gain a basic understanding of the FAR and its agency supplements as a body of knowledge system

n Learn the structure and interrelationships of the FAR Parts and how to use this understanding to solve acquisition problems

n Learn the salient points of all 53 Parts of the FAR

n Use the FAR for critical analysis

WHO SHOULD ATTEND

Personnel of any organization that utilizes the FAR, including contracting officers, contract specialists, contracting officer representatives (CORs), general counsel, agency program officials, federal contractors and subcontractors, program managers, and technical and logistical personnel.


SCHEDULEJuly 13-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




March 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


July 17-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA







PERFORMANCE-BASED SERvICE ACqUISITIONACqI8002D

Performance-based service acquisition (PBA) is a proven method for obtaining better contractor performance, improved mission achievement, greater customer satisfaction, and cost savings. You gain a broad overview of the essential concepts and tasks associated with conducting a successful performance-based acquisition to become a more valuable member of the acquisition team.

LEARNINg OUTCOMES

n Explain the legal and regulatory framework for performance-based service acquisition

n Describe the current performance-based service acquisition environment

n Describe the “Seven Steps to Performance-Based Service Acquisition” process

n Identify essential elements associated with each of the seven steps to ensure effective application of performance-based methods

n Apply the performance-based service acquisition process to acquisitions

n Identify challenges and opportunities for agencies in effectively implementing performance-based methods

WHO SHOULD ATTEND

All members of multifunctional, performance-based acquisition teams, including but not limited to the contracting officer/contract specialist, program/project manager and contracting officer technical representative (COTR/COR), plus any other personnel involved in or who might be called on to participate in an agency PBA team.






PERFORMANCE-BASED STATEMENTS OF WORkACqI8517D

Avoid project failures, substandard services, delays in delivery, and contract disputes by writing performance-based statements of work with effective quality assurance surveillance plans. A must for program and project personnel as well as contractors and auditors who need training in identifying inadequacies in statements of work, this step-by-step course teaches you how to write effective task descriptions, performance standards, quality assurance surveillance plans, and more.

LEARNINg OUTCOMES

n Follow a step-by-step approach to writing a statement of work

n Describe tasks to be performed in results-oriented terms

n Establish performance standards and acceptable quality levels

n Develop an efficient and effective quality assurance surveillance plan

n Critique a statement of work

WHO SHOULD ATTEND

Anyone responsible for writing or reviewing statements of work or quality assurance surveillance plans for service contracts.







February 22-24, 2012. . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


March 26-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV





August 29-31, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX





gOvERNMENT CONTRACT LAWACqI8505D

Discover the unique laws of federal contracts that are derived from statutes, regulations, and the decisions of administrative and judicial forums. You learn the sources of the current laws and, more important, how contract laws can be expected to be applied to common contracting situations. Become informed about contracting issues and know when to call on legal counsel to avoid or mitigate potentially serious risks in acquisition and contracting activities.

LEARNINg OUTCOMES

n Explain laws and regulations which are the framework of government contracting

n Identify the legal requirements of sealed bidding and negotiation in the contract award process

n Define, from a legal perspective, types of contracts, subcontracting, contract administration, and performance

n Explain legal remedies for bidders and contractors and the role of the U.S. Court of Federal Claims

WHO SHOULD ATTEND

All acquisition personnel as well as program and project personnel involved with government contracts.


SCHEDULESeptember 12-16, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DC





NEWPLANNINg AND MANAgINg SySTEMS ACqUISITION ACqI9010D

Learn the roles and responsibilities of program managers and organizational leaders in the acquisition of major systems and capital assets. You identify the legal requirements, cost and risk concepts, and management strategies that surround and support major acquisitions. You examine systems acquisition methodologies for several major agencies, including the planning, resourcing, and decision-making strategies for each. You learn how mission, management, law, business skills, regulation, and finance work together to support your organization’s acquisition activities, and how you can better manage systems acquisitions for performance and results.

LEARNINg OUTCOMES

n Identify competencies to effectively manage systems acquisitions

n Explain statutory, legislative, regulatory, and financial aspects of major acquisitions

n Identify the roles of systems engineering, cost management, and risk mitigation in major systems acquisitions

WHO SHOULD ATTEND

Everyone needing to know how to effectively plan and manage major systems and capital asset acquisition.


SCHEDULENovember 7-8, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC






FUNDAMENTALS OF BEST vALUE/TRADE-OFF SOURCE SELECTIONACqI8719D

A critical step in the acquisition process is selecting the right contractor. This three-day course by ASI Government includes lectures, class discussions, case study analysis, and practice. Successfully complete a source selection in a performance-based acquisition using best-value, trade-off analysis. Learn how the evaluation process in a performance-based acquisition differs from a traditional acquisition. Understand the key discriminators in performance-based buying. Develop documents to include hands-on drafting of a Source Selection Decision Document.

LEARNINg OUTCOMES

n Plan and implement source selection in negotiated acquisitions

n Reduce the risk of selecting the wrong source

n Streamline the source selection process

n Train the source selection team to achieve the best results

WHO SHOULD ATTEND

If the selection of your contractor partner involves a competitive source selection, this course is critical to team members, team leaders, the source selection authority, and the organization itself in optimizing your chances for success.


SCHEDULEApril 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


ACqUIRINg “gREEN” PRODUCTS AND SERvICESACqI9006D

Federal agencies are required to meet a series of acquisition challenges over the next several years. They must conduct their environmental, transportation, and energy-related activities in an environmentally and fiscally sound, integrated, and sustainable manner. Learn about (1) federally mandated requirements for energy efficiency, renewable energy, recovered materials, and bio-based products and vehicles and (2) proven acquisition tools and techniques for acquiring “green” products and services in support of your organization’s mission.

LEARNINg OUTCOMES

n Explain the requirements for agency environmental, transportation, and energy-related activities

n Develop short- and long-term acquisition strategies, and acquisition plans necessary to meet statutory and regulatory mandates

n Explain the FAR requirements for acquisition policies and programs for controlling pollution, managing energy and water use in government facilities efficiently, using renewable energy, and acquiring energy- and water-efficient products and services

n Apply the acquisition tools and techniques available through GSA and DOE programs to acquire “green” products and services

WHO SHOULD ATTEND

Individuals involved with agency energy and environmental programs, including project and program managers, facility managers, contracting personnel, and others such as COTRs and IT staff involved in acquisition planning, execution, and post-award activities.








IMPROvINg yOUR PURCHASINg EFFECTIvENESSACqI9000D

Move beyond the basics of simplified acquisition procedures (SAP) and become adept at dealing with complex situations. Gain practical, hands-on experience in how to handle more complex purchase actions, and learn how to use SAP to make purchases up to $12 million under the commercial items test program. Improve your acquisition skills through extensive practical exercises and comprehensive case studies.

LEARNINg OUTCOMES

n Apply procurement integrity, ethics, and conflict of interest principles

n Recognize the importance of preparing clear, complete, and unambiguous requirements documents

n Implement the appropriate socioeconomic policies and procedures

n Comprehend the importance and purpose of advance acquisition planning and market research

n Understand the competition requirements and achieve adequate competition through planning, market research, and publicizing proposed contract actions

n Evaluate quotations based on price, price-related, and other factors, such as technical competence and past performance

n Use effective negotiation techniques, when required

n Identify the duties and responsibilities involved in contract administration as they apply to the simplified acquisition process

n Comply with simplified acquisition documentation requirements, and more

WHO SHOULD ATTEND

Individuals involved in making purchases, including contracting officers who require training to increase or maintain their warrants.


SCHEDULEAugust 15-17, 2011 . . . . . . . . . . . . . . . . . . . . . San Francisco, CA



CONTRACT NEgOTIATIONS: SkILLS, TOOLS, AND BEST PRACTICESACqI8721D

This two-day, highly interactive course from ASI Government provides a comprehensive treatment of contract negotiations, including planning, conducting, and documenting the deal. The course provides skill assessment tools, case studies, exercises, and more than 100 proven best practices—the strategies and techniques to become a master contract negotiator. This course offers a simple yet highly effective process approach with forms and tools to guide all of the planning and executing of a successful negotiation. Every attendee will receive a copy of the best-selling book Contract Negotiations: Skills, Tools, and Best Practices.

LEARNINg OUTCOMES

n Understand what skills you need to become a master contract negotiator

n Be able to apply the most effective strategies, tactics, and counter tactics to achieve success in contract negotiations

n Learn the five critical components for creating a successful performance-based contract

n Master the contract negotiation processes of planning, conducting, and documenting contract negotiation

n Understand the similarities of and differences between federal government and commercial contract negotiations

n Learn how to build a better business relationship while conducting complex contract negotiations

WHO SHOULD ATTEND

Everyone involved in planning, conducting, and documenting contract negotiations, in both the public and private business sectors.


SCHEDULEJanuary 10-11, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC





DISTANCe eDUCATIoN

CoURSe

ETHICS COMPLIANCE & ENFORCEMENTACqI9002A

Procurement fraud scandals have prompted a tightening as well as an expansion of the regulatory requirements concerning ethics and standards of conduct.

This course explains the key procurement ethics laws and regulations, as well as the role of key government entities involved in overseeing and enforcing those laws and regulations.




n Instructor support via email

LEARNINg OUTCOMES

n Explain Procurement Integrity Act requirements for government and contractor personnel

n Explain FAR regulations on contractor ethics/self-reporting, written codes of conduct, employee ethics training, internal control systems, and contractor responsibility

n Distinguish between personal and organizational conflicts of interest and between suspension and debarment

n Explain the basics of False Claims Act whistleblower (qui tam) provisions

n Explain the roles of the Office of Government Ethics, agency inspectors general, ethics officials, and corporate compliance and ethics officers

WHO SHOULD ATTEND

Government contracts personnel and other agency personnel involved in acquisition; and contractor personnel.


(gS CONNECT INDEPENDENT)

Enroll anytime and take up to four weeks to complete.

FEDERAL CONTRACTINg: ETHICS COMPLIANCE AND ENFORCEMENTACqI7023D

Procurement fraud scandals have prompted a tightening as well as an expansion of the regulatory requirements concerning ethics and standards of conduct. Both government contracting personnel and industry personnel need to understand what is expected of them with respect to procurement integrity and conflicts of interest, including the FAR regulations on contractor ethics. This course explains the key procurement ethics laws and regulations, as well as the role of key government entities involved in overseeing and enforcing those laws and regulations. It includes the text of selected regulations and guidance as well as references to public and private sector sources of information. This course is a must for both government and industry personnel.

LEARNINg OUTCOMES

n Explain the requirements of the Procurement Integrity Act as they pertain to both government and contractor personnel

n Explain the FAR regulations on contractor ethics/self-reporting, written codes of conduct, employee ethics training, and internal control systems

n Distinguish between personal and organizational conflicts of interest

n Cite contractor responsibility requirements (FAR Part 9)

n Differentiate between suspension and debarment

n Explain the basics of the False Claims Act whistleblower (qui tam) provisions

n Explain the roles of the Office of Government Ethics, inspectors general, ethics officials, and corporate compliance and ethics officers

WHO SHOULD ATTEND

Government personnel, including but not limited to contracting officers/contract specialists, program/project managers, contracting officer representatives/ technical representatives (CORs/COTRs), and other agency personnel involved in acquisition; and contractor personnel.



April 3-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX






STRATEgIC BUSINESS ADvISORACqI9007D

The role of the acquisition professional is shifting from that of a process-oriented contracting officer to a results-oriented business advisor. This is more than just a name change. The traditional contracting officer may have fulfilled the organizational function of negotiating acquisition prices, reacting to the market’s supply, and managing the supplier base, but the business advisor is moving beyond that role and becoming a critical and integral part of federal agencies’ senior management staff. This two-day course from ASI Government focuses on how contracting professionals can transition from a transaction-based, compliance-oriented role to a highly valued strategic asset for the agencies they serve. You learn valuable techniques for the development of business acumen and interpersonal skills.

LEARNINg OUTCOMES

n Understand the significance of contracting to agency missions

n Define the role of the strategic business advisor

n Demonstrate business acumen

n Recognize the value of interpersonal skills

n Understand the government-industry dynamic, and more

WHO SHOULD ATTEND

Contract specialists and contracting officers, and program and project managers. Note: This is the capstone course for the ASI Government’s Performance-Based Acquisition Masters Certificate Program.


SCHEDULEJune 30 – July 1, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DC



STRATEgIC SOURCINgACqI9005D

Want to go beyond the basics of commodity councils and spend analysis to the world of integrated supply chain management and enterprise spend management? This two-day interactive course by ASI Government provides you with an in-depth knowledge of what it takes to build a comprehensive strategic sourcing plan to transform your organization. More organizations in both government and industry are learning the power of strategic sourcing as a tool to improve acquisition life-cycle results—saving time, reducing costs, and enhancing mission outcomes.

You learn a simple yet highly effective three-phase process approach to strategic sourcing assessments, implementation, and results measurement. The course includes real-life case studies, exercises, forms/templates, and leading practices to manage acquisition at an enterprise level for outstanding results.

LEARNINg OUTCOMES

n Explain drivers and benefits of strategic sourcing

n Learn how to write a statement of work to ensure excellent contractor performance by establishing measurable performance objectives

n Apply approaches to implement strategic sourcing: ● analytical techniques ● reorganizing based on strategic sourcing analysis ● how to develop a strategic sourcing plan and communications plan ● building relationships with customers and suppliers

WHO SHOULD ATTEND

Contracting and financial personnel who implement strategic sourcing.







WORLD-CLASS CONTRACTINgACqI9004D

Learn how high-performing public and private national and international organizations employ leading contracting practices to achieve superior outcomes both for their customers and their workforce. Topics include benchmarking, knowledge-based risk management, enterprise spend analysis, international contracting concepts, e-commerce, and emerging trends. Participants engage in learning exercises grounded in real-world examples based on proven, effective practices from both government and industry. This course from ASI Government includes numerous real-life case studies, exercises, forms/templates, and leading practices to achieve high-performance results.

LEARNINg OUTCOMES

n Using GAO’s Framework for Assessing the Acquisition Function at Federal Agencies, learn the leading practices of high-performing organizations

n Learn how to evaluate the buying or selling performance of your organization using the GAO framework

n Review benchmarks of acquisition organizations

n Describe the range of procurement of sourcing strategies and methods

n Improve contract risk management

n Cite the various forms of contract pricing arrangements

n Apply tools and techniques that are available to help buyers and sellers achieve success

n Explain what it takes to build a successful partnership in an outsourcing environment

WHO SHOULD ATTEND

All acquisition and contracting professionals.








Ifyoucan’tcometoaclass,letusbringittoyou.More than 300 classroom courses in relevant subject areas can be delivered at your location. This is an ideal solution for meeting extensive or custom training needs. Courses can be tailored to fit your time frame and the unique aspects of your organization. Best of all, you’ll eliminate staff travel costs and maximize learning time.

Graduate School USA is approved under GSA Federal Supply Schedule 874.4 MOBIS Training Services (contract # GS-10F-0228P).

Call our Customer Support Center at (888) 744-GRAD or email [email protected]. An advisor will contact you to discuss your requirements.

Over300courses.Ourplaceoryours?


FEDERAL FINANCIAL

MANAgEMENT

➲ graduateschool.edu/financial

Our courses respond to the need for government departments and agencies to balance diminishing resources while maintaining and expanding existing programs. Seeking to acquire the skills to achieve that balance, you can master the tools and techniques of accounting, budgeting, appropriations law, and financial management. Become familiar with terminology and principles, as well as with the laws, regulations, standards, policies, and procedures that underpin federal financial management. Most courses emphasize practical application, and our instructors have real-world experience.

Graduate School USA curriculum development team, with guidance from our Financial Management Advisory Committee composed of leaders in the field, develops new courses in addition to revising the entire curriculum annually. Curriculum designers also work with customers to tailor courses to meet the specific needs of federal agencies and their employees.

The courses listed in this section are structured to meet the workforce development and continuing education needs of federal government agencies, employees, and contractors. Where applicable, the courses are developed and updated to provide students with the competencies identified by government organizations or professional associations such as the CFO Council, the Association of Government Accountants, and the American Society of Military Comptrollers.

The CFO Council, with the support of the Joint Financial Management Improvement Program (JFMIP) / Financial Systems Integration Office (FSIO), established core competencies that identify the knowledge, skills, and abilities required for many federal occupations, including accountants, budget analysts, financial managers, and program managers.

In addition to the work that JFMIP/FSIO has accomplished, the Budget Formulation and Execution Line of Business (BFE LoB) recently developed the “Federal Budget Community Career Road Map: Technical Core Competencies, Key Behaviors, Proficiencies, and Knowledge” specifically for budget staff within the Federal Government. The Career Road Map includes six technical budgeting core competencies and associated behaviors, proficiency levels, and a knowledge continuum. You can access this document by visiting graduateschool.edu/finance.

Graduate School USA FEDERAL

FINANCIAL MANAgEMENT

curriculum provides comprehensive

training solutions that help you

develop the broad range of

knowledge and skills you need

to make sound financial

management decisions.

CURRICUlUM OvERvIEW

TABLE OF CONTENTS


FEDERAL FINANCIAL MANAgEMENTCore Competencies for Accountants . . . . . . . . . . . . . . . . .76

Core Competencies for Budget Analysts . . . . . . . . . . . . . . .77

Core Competencies for Financial Managers . . . . . . . . . . . . .78

Core Competencies for Program Managers . . . . . . . . . . . . . .79

FEDERAL ACCOUNTINg

Accounting for Non-Accountants, ACCT7000D . . . . . . . . . . . .80

Federal Accounting Standards, ACCT7102D . . . . . . . . . . . . .80

Government Standard General Ledger, ACCT8100D . . . . . . . . .81

Intermediate Federal Accounting, ACCT8003D . . . . . . . . . . . .82

Introduction to Federal Accounting, ACCT7001D . . . . . . . . . . .83

Managerial Cost Accounting Concepts and Standards, ACCT7104D . . 84

nEW CMA® Examination Prep Course – Part 1,ACCT9985D . . . . . . . . . . . . . . . . . . . . . . . . . .84

nEW CMA® Examination Prep Course – Part 2,ACCT9986D . . . . . . . . . . . . . . . . . . . . . . . . . .85

FEDERAL APPROPRIATIONS LAW

Advanced Appropriations Law Seminar, FINC9100D . . . . . . . . .85

Federal Appropriations Law, FINC7100D . . . . . . . . . . . . . . .86

Federal Appropriations Law Update, FINC7200D . . . . . . . . . . .87

Reimbursable Agreements, FINC9110D . . . . . . . . . . . . . . .87

FEDERAL BUDgETINg

nEW Audit and Review Phase of the Federal Budget Process,BUDG8006D . . . . . . . . . . . . . . . . . . . . . . . . . .88

Budget Analysis Workshop, BUDG8100D . . . . . . . . . . . . . . .88

Budget Execution, BUDG7100D . . . . . . . . . . . . . . . . . . . .89

Budget Formulation, BUDG7101D . . . . . . . . . . . . . . . . . . .90

Budget Justification and Presentation, BUDG7102D . . . . . . . . .91

Congressional Budget Process, BUDG8175D . . . . . . . . . . . . .91DISTANCe eDUCATIoN

CoURSe

Congressional Budget Process,BUDG8013A . . . . . . . . . . . . . . . . . . . . . . . . . .92

Defense Working Capital Funds, FINC9000D . . . . . . . . . . . . .92

Federal Budget Process, BUDG7103D . . . . . . . . . . . . . . . .93

Federal Budgeting for Non-Budgeting Personnel, BUDG7000D . . . .94

Introduction to Federal Budgeting, BUDG7001D . . . . . . . . . . .95DISTANCe eDUCATIoN

CoURSe

Fundamentals of Federal Budgeting,BUDG7501A . . . . . . . . . . . . . . . . . . . . . . . . . .96

Performance Measurement and Budgeting, BUDG8101D . . . . . . .96

Planning, Programming, Budgeting, and Execution (PPBE), BUDG8000D . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97

Planning, Programming, Budgeting, and Execution (PPBE), Army, BUDG8001D . . . . . . . . . . . . . . . . . . . . . . . . . . . . .98

nEW Public Sector Financial Systems & Policies, BUDG8005D . . . . . . . . . . . . . . . . . . . . . . . . . .99

gENERAL FINANCIAL MANAgEMENT

Conducting Quality Analysis for Decision Support, FINC9150D . . . .99

Decision Support: Building New Analytical Skills, FINC8120D . . . 100

Introduction to Financial Management, FINC7000D . . . . . . . . 101

Management’s Responsibility for Internal Control (OMB Circular A-123), AUDT8003G . . . . . . . . . . . . . . . . . 102

FEDERAL TRAvEL MANAgEMENT

Travel Regulations for Defense Agencies, JTR – Vol . 2 (TDY Only), FINC7310D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Travel Regulations for Defense Agencies, JTR – Vol . 2 (PCS/TDY), FINC7210D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104

Travel Regulations for Uniformed Personnel, JFTR – Vol . 1 (TDY), FINC7189D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

Travel Regulations for Non-Defense Agencies, FTR, FINC7103D . . 106

Travel Regulations for Non-Defense Agencies, FTR (TDY Only), FINC7203D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

Master Certificate in Federal Financial Management (MCFFM) . . . 107

FEDERAL FINANCIAL MANAgEMENT➲ graduateschool.edu/financial



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CORE COMPETENCIES* FOR ACCOUNTANTS



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Accounting for Non-Accountants (ACCT7000D) • • •Advanced Appropriations Law Seminar (FINC9100D) • • • • • • • •Audit and Review Phase of the Federal Budget Process (BUDG8006D) • • • • • • •Basic Statistics (STAT7001D) • •Budget Analysis Workshop (BUDG8100D) • • • •Budget Execution (BUDG7100D) • • • • • • • • • •Budget Formulation (BUDG7101D) • • • • • • • • •Budget Justification and Presentation (BUDG7102D) • • • • • • •Conducting Quality Analysis for Decision Support (FINC9150D) • • • • • • • •Congressional Budget Process (BUDG8175D) • • • • • • • •Data Collection and Analysis (PGMT7001D) •Decision Support: Building New Analytical Skills (FINC8120D) • • • • • • • •Federal Accounting Standards (ACCT7102D) • • •Federal Appropriations Law (FINC7100D) • • • • • • • •Federal Appropriations Law Update (FINC7200D) • • • • • • • •Federal Budget Process (BUDG7103D) • • • • • • •Federal Budgeting for Non-Budgeting Personnel (BUDG7000D) • • • • •Government Standard General Ledger (ACCT8100D) •Intermediate Federal Accounting (ACCT8003D) •Introduction to Federal Accounting (ACCT7001D) •Introduction to Federal Budgeting (BUDG7001D) • • • • • • • •Introduction to Financial Management (FINC7000D) • •Introduction to Program Evaluation (PGMT7003D) •Management Analysis: Advanced Applications (PGMT9000D) •Management Analysis: Data Gathering (PGMT8000D) •Management Analysis: Designing and Conducting a Study (PGMT8001D) •Management Analysis: Overview (PGMT7000D) •Management Analysis: Planning (PGMT7004D) •Managerial Cost Accounting Concepts and Standards (ACCT7104D) • •Performance Measurement and Budgeting (BUDG8101D) • • • •Planning, Programming, Budgeting, and Execution (PPBE), Army (BUDG8001D) • • • • • • • • • • •Project Management (PGMT7005D) •Public Sector Financial Systems and Policies (BUDG8005D) • • • • • •Reimbursable Agreements (FINC9110D) • • • • • • •Working Capital Funds (FINC9000D) •*Adopted from JFMIP – Developed Core Competencies


CORE COMPETENCIES* FOR BUDgET ANALySTS




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Advanced Appropriations Law Seminar (FINC9100D) • • • • • • •Audit and Review Phase of the Federal Budget Process (BUDG8006D) • • • • • • • • • •Basic Contract Administration (ACQI7500D) • •Basic Statistics (STAT7001D) • • • • •Budget Analysis Workshop (BUDG8100D) • • • • • • • •Budget Execution (BUDG7100D) • • • • • • • • •Budget Formulation (BUDG7101D) • • • • • • • • •Budget Justification and Presentation (BUDG7102D) • • • •Conducting Quality Analysis for Decision Support (FINC9150D) • • • • • • • • • • • •Congressional Budget Process (BUDG8175D) • • • • • • • •Contracting Basics for Administrative Personnel (ACQI7502D) • •Contracting Basics for COTRs (ACQI7503D) • •Cost-Benefit Analysis Workshop (PGMT8100D) • • • • • • •Data Collection and Analysis (PGMT7001D) • • • •Decision Support: Building New Analytical Skills (FINC8120D) • • • • • • • • • • •Federal Accounting Standards (ACCT7102D) • • • • • • •Federal Appropriations Law (FINC7100D) • • • • • • •Federal Appropriations Law Update (FINC7200D) • • • • • • •Federal Budget Process (BUDG7103D) • • • • • • •Federal Budgeting for Non-Budgeting Personnel (BUDG7000D) • • • • • • •Government Standard General Ledger (ACCT8100D) • • •Governmentwide Commercial Purchase Card (ACQI7504D) • • • •Intermediate Federal Accounting (ACCT8003D) • • • • • •Introduction to Federal Accounting (ACCT7001D) • • • • • •Introduction to Federal Budgeting (BUDG7001D) • • • • • • • •Introduction to Financial Management (FINC7000D) • • • • • • •Introduction to Government Contracting (ACQI7501D) • • • • • •Introduction to Program Evaluation (PGMT7003D) • • • • • •Management Analysis: Advanced Applications (PGMT9000D) • • • • • • •Management Analysis: Data Gathering (PGMT8000D) • • • • • • •Management Analysis: Designing and Conducting a Study (PGMT8001D) • • • • • • •Management Analysis: Overview (PGMT7000D) • • • • • • • •Management Analysis: Planning (PGMT7004D) • • • • • • • •Managerial Cost Accounting Concepts and Standards (ACCT7104D) • • • • •Performance Measurement and Budgeting (BUDG8101D) • • • • • • • • • • •Planning, Programming, Budgeting, and Execution (PPBE) (BUDG8000D) • • • • • • •Planning, Programming, Budgeting, and Execution (PPBE), Army (BUDG8001D) • • • • • • •Project Management (PGMT7005D) • • • •Public Sector Financial Systems and Policies (BUDG8005D) • • • • • • • • • •Reimbursable Agreements (FINC9110D) • • • • •Simplified Acquisition Procedures (ACQI7506D) • • •Travel Regulations for Defense Agencies, JTR – Vol . 2 (PCS/TDY) (FINC7210D) •Travel Regulations for Defense Agencies, JTR – Vol . 2 (TDY Only) (FINC7310D) •Travel Regulations for Non-Defense Agencies, FTR (FINC7103D) •Travel Regulations for Non-Defense Agencies, FTR (TDY Only) (FINC7203D) •Travel Regulations for Uniformed Personnel, JFTR – Vol . 1 (TDY) (FINC7189D) •Working Capital Funds (FINC9000D) • • • •*Adopted from JFMIP – Developed Core Competencies

CORE COMPETENCIES* FOR FINANCIAL MANAgERS




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Advanced Appropriations Law Seminar (FINC9100D) • •Audit and Review Phase of the Federal Budget Process (BUDG8006D) • • • •Basic Statistics (STAT7001D) • •Budget Analysis Workshop (BUDG8100D) • • •Budget Execution (BUDG7100D) • • •Budget Formulation (BUDG7101D) • • •Budget Justification and Presentation (BUDG7102D) • • •Conducting Quality Analysis for Decision Support (FINC9150D) • • • •Congressional Budget Process (BUDG8175D) • •Contracting Basics for COTRs (ACQI7503D) •Cost-Benefit Analysis Workshop (PGMT8100D) • • •Data Collection and Analysis (PGMT7001D) • •Decision Support: Building New Analytical Skills (FINC8120D) • • • •Federal Accounting Standards (ACCT7102D) •Federal Appropriations Law (FINC7100D) • •Federal Appropriations Law Update (FINC7200D) • •Federal Budget Process (BUDG7103D) • • •Federal Budgeting for Non-Budgeting Personnel (BUDG7000D) •Governmentwide Commercial Purchase Card (ACQI7504D) •Introduction to Federal Budgeting (BUDG7001D) • •Introduction to Financial Management (FINC7000D) •Introduction to Government Contracting (ACQI7501D) • •Introduction to Program Evaluation (PGMT7003D) • •Management Analysis: Designing and Conducting a Study (PGMT8001D) •Management Analysis: Planning (PGMT7004D) •Managerial Cost Accounting Concepts and Standards (ACCT7104D) •Performance Measurement and Budgeting (BUDG8101D) • • •Planning, Programming, Budgeting, and Execution (PPBE) (BUDG8000D) • • • •Planning, Programming, Budgeting, and Execution (PPBE), Army (BUDG8001D) • • •Public Sector Financial Systems and Policies (BUDG8005D) • • • •Reimbursable Agreements (FINC9110D) • •Working Capital Funds (FINC9000D) • •*Adopted from JFMIP – Developed Core Competencies

CORE COMPETENCIES* FOR PROgRAM MANAgERS


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ACCOUNTINg FOR NON-ACCOUNTANTSACCT7000D

Receive a solid introduction to the basics of accounting and learn how to interact with the accounting function in your organization. If you are a non-accountant, including administrative personnel who deals with government accounting issues and procedures, this course is designed for you. Learn the importance of keeping accurate accounts, ledgers, journals, and journal vouchers. Become familiar with a financial statement.

LEARNINg OUTCOMES

n Explain important accounting terms

n Become familiar with accounts, ledgers, journals, and journal vouchers

n Identify how your agency is financed

n Analyze accounting reports

n State key legal and administrative controls

WHO SHOULD ATTEND

Anyone who is not an accountant but deals with accounting issues will find this course useful. Level: Basic.



You may be interested in Introduction to Federal Accounting (ACCT7120N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


August 8-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA




April 10-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

May 21-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA



FEDERAL ACCOUNTINg STANDARDSACCT7102D

In order to fulfill the intent of the Constitution, which requires the U.S. government to appropriately record and report all revenues and expenditures, the Federal Accounting Standards Advisory Board (FASAB) recommended federal accounting standards. Learn these standards, including the latest changes from the FASAB, as you explore the related statutory requirements of the Chief Financial Officers (CFO) Act, the Government Management Reform Act, and related legislation.

LEARNINg OUTCOMES

n Review how and why federal accounting policies are developed

n Acquire basic, detailed knowledge of accounting in the Federal Government

n Apply accepted approaches to record keeping and accounting

n State how results of operations are reflected in the public record

n Explain the standards for managerial, cost, and supplementary stewardship reporting

n Illustrate how handling selected assets and liabilities, direct and guaranteed loans, and inventory is critical to the accountability of federal government accounting

n Develop a procedure for identifying the references and resources to help you resolve issues facing your agency regarding federal accounting

WHO SHOULD ATTEND

Accounting professionals and financial management personnel who need a working knowledge of current federal accounting standards. Level: Intermediate.









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gOvERNMENT STANDARD gENERAL LEDgERACCT8100D

Update your knowledge with the latest information on the U.S. Government Standard General Ledger (SGL). Learn how the SGL provides the framework for publishing the financial statements required by the CFO, FFMIA, and ATDA.

LEARNINg OUTCOMES

n State the basic budgetary and basic proprietary accounting equation

n List basic criteria for federal budgetary and proprietary accounting

n State the nature, frequency of reporting, and means of transmitting information for the SF-133 agency financial statements

n Prepare pre- and post-closing trial balances

n Prepare budgetary and proprietary financial statements from trial balances

n Explain the composition of the reports required under Bulletin 01-9, Form and Content of Agency Financial Statements, as incorporated in OMB Circular A-136, issued by the Office of Management and Budget (OMB) (referred to as “OMB Bulletin 01-09”)

n State the organization of the U.S. Government Standard General Ledger (SGL)

n State the organization of the SGL chart of accounts

n Journalize budget and proprietary entries for basic transactions with one-year operating appropriations and those accounts with spending authority from offsetting receipts and collections (i.e., revolving funds)

WHO SHOULD ATTEND

Federal budgeting and accounting professionals who need to use the Government’s SGL and understand its impact on typical accounting and reporting processes will benefit by attending this course. Level: Intermediate.





June 4-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM



withGraduateSchoolUSA’s

AssociateofAppliedScienceinAccounting

■ Advance your accounting career or

enter this high-demand field.

■ Unique federal accounting option

See page 321 for the program overview.

graduateschool.edu

Turnajobintoacareer


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SCHEDULEAugust 2-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



January 31 – February 3, 2012 . . . . . . . . . . . . . . . . . Las Vegas, NV

February 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL





June 19-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL




INTERMEDIATE FEDERAL ACCOUNTINgACCT8003D

Expand your knowledge of the federal guidelines that apply to certain issues and topics with this follow-up course to Introduction to Federal Accounting (ACCT7001D). Learn key elements of the federal budget, accounting and financial management requirements, and procedures mandated by federal laws, regulations, and other guidelines for the controlling and proper reporting of the statutes of federal funds. More detailed coverage of the topics presented in this course can be found in federal laws, regulations, and publications, and on websites of the Office of Management and Budget (OMB), the Department of the Treasury, and the Government Accountability Office (GAO).

LEARNINg OUTCOMES

n Understand the components of federal budget and accounting fund controls, proper accountability, and reporting of authorized interagency reimbursement transactions

n Apply the required budgetary and proprietary accounting standards and procedures for proper funds control, accountability, and disclosure of non-appropriated fund types of activities and/or operations

n Prepare accrual, adjusting, and closing entries to produce the required statuses of fund reports and other financial reports

n Discuss the budget planning and funds control aspects of payroll accounting and financial reporting

n State some of the essential budget and accounting information needs of the managers of federal agencies, entities, and other, non-federal organizations

n Explain the interactions of the roles and responsibilities of the Treasury and other federal agencies regarding the perpetual accountability of funds and/or cash of the federal government

n Understand the basic fund control components of financial data sources and how they are used to prepare the required period-end external financial reports

WHO SHOULD ATTEND

Federal employees who are engaged in financial management, budgeting, and accounting functions and operations and who desire to refresh or expand their understanding of federal funds control, accounting requirements, and practices. Level: Intermediate.




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SCHEDULEJuly 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


July 18-21, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL

July 26-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





November 14-17, 2011 . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


January 23-26, 2012 . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL


February 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . New Orleans, LA


March 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI


April 2-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA

April 16-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM


May 8-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO



July 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


July 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





INTRODUCTION TO FEDERAL ACCOUNTINgACCT7001D

Gain a solid foundation upon which to build your career in federal accounting. Learn the key concepts of Federal Government accounting, including accrual concepts, maintaining accurate journals and journal vouchers, managing accounts and ledgers, running trial balances and adjusting entries, and reading financial statements.

This course is part of the Master Certificate in Federal Financial Managment (MCFFM).

LEARNINg OUTCOMES

n Understand general accounting principles

n Demonstrate accrual accounting concepts

n Explain the accounting cycle

n Construct and maintain accounting journals and journal vouchers

n Manage accounts and ledgers

n Run trial balances and adjust ledgers

n Summarize financial statements

n Outline the fund accounting process

WHO SHOULD ATTEND

Federal employees who are engaged in financial management, budgeting, and accounting functions and operations and who desire to refresh or expand their understanding of federal funds control, accounting requirements, and practices. Level: Introductory.


DISTANCE EDUCATION OPTIONYou may be interested in Introduction to Federal Accounting (ACCT7120N) and Federal Government Accounting (ACCT2260C), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


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NEWCMA® EXAMINATION PREP COURSE – PART 1ACCT9985D

CMA (Certified Management Accountant®) is the advanced professional certification specifically designed to measure the advanced accounting and financial management skills used in organizations today. By earning this professional designation, you demonstrate your mastery of financial planning, analysis, control, decision support, and professional ethics. Graduate School USA offers a comprehensive exam preparation program using the Institute of Management Accountant’s (IMA) CMA Learning System, which includes textbooks and online practice tests. Classroom time is spent reviewing concepts which are tested on the CMA exam and working through sample exam problems.

LEARNINg OUTCOMES

n To establish management accounting and financial management as recognized professions by identifying the role of the professional, the underlying body of knowledge, and a course of study by which such knowledge is acquired

n To encourage higher educational standards in the management accounting and financial management fields

n To establish an objective measure of an individual’s knowledge and competence in the fields of management accounting and financial management

n To encourage continued professional development

WHO SHOULD ATTEND

Candidates preparing for the IMA’s CMA® examination; practitioners; finance and accounting professionals; accounting staff; accredited, licensed, or certified professionals; CPAs; and students with an interest in financial planning, analysis, and control.




November 14-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

December 5-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

December 12-16, 2011 . . . . . . . . . . . . . . . . . . . San Francisco, CA

March 26-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


July 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


MANAgERIAL COST ACCOUNTINg CONCEPTS AND STANDARDSACCT7104D

You already know that reliable cost information on federal programs and activities is crucial for effective management of government operations. Now, learn the importance of cost accounting in your own organization as you assemble and record all the elements of cost incurred for a project, whether the project is an activity or operation, a unit of work, or an assignment.

LEARNINg OUTCOMES

n Describe the scope and objectives of cost accounting as prescribed by the Federal Accounting Standards Advisory Board (FASAB)

n Identify the major costing methodologies used by agencies as required by SFFAS 4, Managerial Cost Accounting Concepts and Standards: Traditional vs. Activity-Based Cost (ABC)

n Apply prescribed concepts to accumulate, distribute, and report costs

n Determine appropriateness of applying cost accounting concepts

n Review and practice principles and primary components of costs

WHO SHOULD ATTEND

This course is designed for accounting, budget, and financial professionals who need to learn the practical applications of cost accounting. Level: Intermediate.


SCHEDULESeptember 28-29, 2011. . . . . . . . . . . . . . . . . . . . .Philadelphia, PA




June 11-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL



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ADvANCED APPROPRIATIONS LAW SEMINARFINC9100D

After your successful completion of Federal Appropriations Law, participate in this advanced seminar to expand your knowledge and skills by engaging in in-depth discussions of the significant legal issues facing federal financial managers—for example, contracts that cross fiscal years. Examine key appropriations law principles in a complex case study and, ultimately, in your own workplace situation.

LEARNINg OUTCOMES

n Explain in greater depth appropriations law as it pertains to purpose, time, and amount

n Examine appropriations as they relate to the congressional committee process and reports

n Discuss legal implications of committee earmarks in appropriations reports and Acts

n Describe apportionment actions taken by OMB

n State the consequences under the Anti-deficiency Act (ADA) for failure to adhere to legally binding congressional intent and time period specified

n Describe the use of income received from outside sources and the implications of the Miscellaneous Receipts Statute

n Issue replacement contracts when the original contractor does not complete work

n Modify a contract as it relates to contract period

WHO SHOULD ATTEND

Individuals who have completed Federal Appropriations Law (FINC7100D) and want to expand their knowledge of appropriations law issues through case studies and discussion. Level: Advanced.


SCHEDULEAugust 3-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL





February 6-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

March 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Hampton, VA


May 21-23, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

August 1-3, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL



NEWCMA® EXAMINATION PREP COURSE – PART 2ACCT9986D

CMA (Certified Management Accountant®) is the advanced professional certification specifically designed to measure the advanced accounting and financial management skills used in organizations today. By earning this professional designation, you demonstrate your mastery of financial planning, analysis, control, decision support, and professional ethics. Graduate School USA offers a comprehensive exam preparation program using the Institute of Management Accountant’s (IMA) CMA Learning System, which includes textbooks and online practice tests. Classroom time is spent reviewing concepts which are tested on the CMA exam and working through sample exam problems.

LEARNINg OUTCOMES

n To establish management accounting and financial management as recognized professions by identifying the role of the professional, the underlying body of knowledge, and a course of study by which such knowledge is acquired

n To encourage higher educational standards in the management accounting and financial management fields

n To establish an objective measure of an individual’s knowledge and competence in the fields of management accounting and financial management

n To encourage continued professional development

WHO SHOULD ATTEND

Candidates preparing for the IMA’s CMA® examination; practitioners; finance and accounting professionals; accounting staff; accredited, licensed, or certified professionals; CPAs; and students with an interest in financial planning, analysis, and control.




March 12-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

April 2-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA

April 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

July 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL



August 20-24, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


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October 11-14, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DCOctober 17-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GAOctober 25-28, 2011 . . . . . . . . . . . . . . . . . . . . . . San Diego, CAOctober 31 – November 3, 2011 . . . . . . . . . . . . . . . .Washington, DCNovember 15-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . Austin, TXNovember 29 – December 2, 2011 . . . . . . . . . . . . . . . . Hampton, VA November 29 – December 2, 2011 . . . . . . . . . . . . . . .Washington, DCDecember 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FLDecember 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WAJanuary 3-6, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJanuary 9-12, 2012 . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NMJanuary 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZJanuary 31 – February 3, 2012 . . . . . . . . . . . . . . . . .San Antonio, TXFebruary 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCFebruary 13-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GAFebruary 14-17, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DCFebruary 21-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Chicago, ILFebruary 21-24, 2012 . . . . . . . . . . . . . . . . . . . . San Francisco, CAMarch 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCMarch 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VAMarch 19-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, COMarch 19-22, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 2-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NCApril 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Portland, ORApril 16-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 17-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TXApril 23-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . New York, NYApril 30 – May 3, 2012 . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL April 30 – May 3, 2012 . . . . . . . . . . . . . . . . . . . . . . St. Louis, MOMay 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Tumon, GUMay 8-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NVMay 8-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCMay 15-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MAMay 29 – June 1, 2012 . . . . . . . . . . . . . . . . . . . San Francisco, CA May 29 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DCJune 4-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, ALJune 11-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJune 18-21, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CAJune 25-28, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXJune 26-29, 2012. . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 9-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MOJuly 17-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Tumon, GUJuly 23-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LAJuly 30 – August 2, 2012 . . . . . . . . . . . . . . . . . . . .Philadelphia, PAJuly 31 – August 3, 2012 . . . . . . . . . . . . . . . . . . . . Las Vegas, NVAugust 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VAAugust 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCAugust 13-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, COAugust 20-23, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FLAugust 21-24, 2012. . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 4-7, 2012 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA September 4-7, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . Baltimore, MDSeptember 17-20, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DC

FEDERAL APPROPRIATIONS LAWFINC7100D

Gain a solid foundation in federal government appropriations law using the Government Accountability Office (GAO) Principles of Federal Appropriations Law (Red Book), Volumes I and II. This comprehensive course provides you with skills ranging from the proper interpretation and application of federal appropriations law to the use of appropriated funds. Explore the relationship of agency budgets to appropriations, propriety, timing, and legality of certain types of expenditures. Become familiar with the basis to make legal decisions. Working in teams, gain practical experience by delving into case studies from Comptroller General Decisions.

As an added value, participants receive a CD-ROM containing the GAO Red Book, Volumes I-V, Volume I Update, and the Index and Table of Authorities.

This course is part of the Master Certificate in Federal Financial Management (MCFFM).

LEARNINg OUTCOMES

n Authoritatively provide guidance to decision makers on the legality of proposed actions

n Assess propriety of administrative decisions

n Assist in a review of proposed in-house regulations

n Support your agency in the legal use of annual, multi-year, and no-year appropriations

n Apply Comptroller General Decisions to organizational activities

WHO SHOULD ATTEND

This course is for every federal employee, and particularly for those who make critical decisions for their agencies based on an understanding of the Government Accountability Office’s (GAO) Principles of Federal Appropriations Law (Red Book). Level: Intermediate.


SCHEDULEJuly 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 11-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MOJuly 11-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PAJuly 19-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Tumon, GUJuly 25-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 26-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LAAugust 2-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NVAugust 8-11, 2011 . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VAAugust 9-12, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCAugust 15-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXAugust 22-25, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FLAugust 23-26, 2011. . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 6-9, 2011 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA September 6-9, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 12-15, 2011 . . . . . . . . . . . . . . . . . . . . . Baltimore, MDSeptember 19-22, 2011. . . . . . . . . . . . . . . . . . . . .Washington, DC



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REIMBURSABLE AgREEMENTSFINC9110D

Learn the rules relating to Economy Act orders, revolving funds, user charges, and mandatory sources. Some of the most complicated and perplexing appropriated funds issues involve procuring and paying for products and services produced and consumed between government agencies. The rules concerning reimbursable orders are so complex that the Government Accountability Office (GAO) devotes the entire Chapter 12 of Volume III, Third Edition, Principles of Federal Appropriations Law to address them. Achieve an understanding of—and learn to practically apply—these complex rules.

LEARNINg OUTCOMES

n Describe and discuss various issues related to reimbursable agreements

n Correctly interpret appropriations law relating to reimbursable agreements

n Demonstrate the proper use of procedures involving reimbursable authority

n Comply with the current laws as they apply to interagency transactions, Economy Act orders, mandatory sources, revolving funds, user charges, and mandatory services

n Demonstrate use of dollar thresholds or other mandated spending ceilings

n Recognize and adhere to critical time frames of federal appropriations

n Demonstrate use of federal appropriations only for the purpose intended

WHO SHOULD ATTEND

Financial managers, budget/program analysts, and accountants who are involved with or need to know how federal appropriations law applies to interagency orders for goods and services. Level: Advanced.


SCHEDULEAugust 1-2, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL



September 8-9, 2011 . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



February 23-24, 2012. . . . . . . . . . . . . . . . . . . . . Albuquerque, NM

March 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Hampton, VA


April 12-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

May 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI


June 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA




September 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX

FEDERAL APPROPRIATIONS LAW UPDATEFINC7200D

Get up-to-date on the most recent changes in appropriations law. As a federal employee, maintain expertise in the field of federal appropriations by becoming familiar with the most recent changes to appropriations law and the Government Accountability Office (GAO) Principles of Federal Appropriations Law (Red Book). Gain a refresher on the key principles of appropriations law, updates in Comptroller General Decisions that may affect your agency, highlights of Volumes III and IV of Principles of Federal Appropriations Law, and recent trends in appropriations restrictions and requirements.

LEARNINg OUTCOMES

n Authoritatively state the law in relation to major principles

n Describe personal liabilities and relief status

n Recommend to management how the effective use of administrative discretion may permit broad use of appropriations

n Describe exceptions to general principles

WHO SHOULD ATTEND

Budget professionals, unit managers, or attorneys who have not attended our four-day course in the last 36 months. Level: Intermediate.


SCHEDULEJuly 15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


August 19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

January 13, 2012 . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM


April 20, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

May 4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

June 8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL

June 29, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX





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BUDgET ANALySIS WORkSHOPBUDg8100D

Designed as an integrated case study, this course provides you with hands-on practice in the use of various budget and financial analysis techniques through your participation in a series of case exercises and class discussions. Learn about performance measurement, performing trend analysis, using data relationships in the budget, conducting cost analysis, and activity-based costing for management.

LEARNINg OUTCOMES

n Describe budget and financial analytical techniques used in the federal budget

n Develop performance measurement indicators

n Practice cost analysis techniques in budgeting and financial management functions

n Demonstrate how to use program measurement analytical techniques

WHO SHOULD ATTEND

Budget, financial, and program personnel, administrative officers, auditors, financial analysts, interns/trainees, and management analysts who want to develop or improve their skills in analyzing budgets. Level: Advanced.


SCHEDULEJuly 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Annapolis, MD

July 12-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


August 16-19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO




February 27 – March 1, 2012 . . . . . . . . . . . . . . . . . New Orleans, LA



March 27-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX


May 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC


July 17-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


NEWAUDIT AND REvIEW PHASE OF THE FEDERAL BUDgET PROCESS

BUDg8006D

Explore the processes used to ensure that programs are efficient, effective, and in compliance with the requirements of appropriations law and performance-based budgeting. Learn the differing roles and responsibilities of internal analysts, review staff, and auditors in analyzing program performance, financial integrity, and financial statements. Become familiar with the role and purpose of GAO, the respective agency offices of the Inspectors General, and other audit organizations. Learn the different types of audits conducted by audit organizations, as well as the purpose of those audits.


LEARNINg OUTCOMES

n Understand the oversight role of Congress, CBO, GAO, OMB, Office of the IG, and the Department of the Treasury

n Understand the audit and review phase of the budget process

n Discuss the importance of the Government Performance and Results Act (GPRA) and how it affects the budget execution process

n Recognize the importance of human resources relative to financial systems

n Discuss trends in relationship to the development of financial systems for government

n Recognize basic requirements of financial systems

n Describe the typical phases of a performance audit and the steps in planning performance audits

WHO SHOULD ATTEND

Program analysts, administrative officers, auditors, financial analysts, interns/trainees, management analysts, and other professionals who need an understanding of the audit and review phase of the federal budget process.Level: Intermediate.




April 4-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





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July 19-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA




August 16-19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

August 23-26, 2011. . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO





October 31 – November 3, 2011 . . . . . . . . . . . . . . . . . . Denver, CO


November 28 – December 1, 2011 . . . . . . . . . . . . . Virginia Beach, VA



January 30 – February 2, 2012 . . . . . . . . . . . . . . . . .Washington, DC

February 27 – March 1, 2012 . . . . . . . . . . . . . . . . . . . Huntsville, AL


March 19-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

March 27-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD


April 17-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

May 1-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


May 14-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL


June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA



July 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM

July 17-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA




August 21-24, 2012. . . . . . . . . . . . . . . . . . . . . . . Rock Island, IL

August 27-30, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX



BUDgET EXECUTIONBUDg7100D

Learn more about the organizational budget as the financial plan against which execution in the budget year is managed. In this intermediate-level course, become knowledgeable about and proficient in implementing steps and strategies for executing a budget, including contingency plans, considerations for close out, midyear reviews, and Anti-deficiency Act compliance. Learn how to avoid liability problems, adhere to OMB budget execution requirements, and understand the application of the Government Performance and Results Act (GPRA).


LEARNINg OUTCOMES

n Modify a financial plan using practical tools and techniques

n Explain how the budget execution process is affected in terms of legal availability of funds with respect to purpose, time, and amount

n Describe budget terms related to budget execution as contained in OMB Circular A-11

n Develop annual performance plans, reports, and measurement

n Avoid potential Anti-deficiency Act violations

n Prepare allotment and sub-allotment advice

n Analyze productivity and evaluate year-to-date performance; manage year-end close out and reporting requirements for your agency

n Track and control reimbursable work

n Identify key financial management legislation that shapes the budget execution process

WHO SHOULD ATTEND

Anyone who contributes to the budget execution process and needs to be aware of the principles, laws, and procedures associated with proper budget execution. Level: Intermediate.



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July 25-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



August 22-25, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





December 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC


January 9-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

January 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . Rock Island, IL

January 31 – February 3, 2012 . . . . . . . . . . . . . . . . . . . Austin, TX



March 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO



April 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


May 1-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

May 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL



June 4-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

June 19-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV



July 23-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA





BUDgET FORMULATIONBUDg7101D

Budget formulation is not a science but a refined art. Master the skills necessary to build an accurate and defensible budget compliant with the Office of Management and Budget’s (OMB) strict standards. This course explores the many challenges facing our nation as we seek to improve accountability, productivity, and meaningful reporting, to name just a few.


LEARNINg OUTCOMES

n Use essential budget concepts and terminology effectively

n Implement effective tools and techniques in documenting, presenting, and justifying a budget

n Explain the relationship between the current year/prior year budgets and the budget year strategic plan

n Use effective techniques for formulating a budget, adhering to requirements set forth in the Office of Management and Budget (OMB) Circular A-11

n Prepare for a Program Assessment Rating Tool (PART) evaluation

n Learn about the presidential directed performance evaluation process

n Learn the steps to prepare for building a budget and effectively determine budget requirements that reflect the mission/strategic plan of your program

WHO SHOULD ATTEND

Budget analysts and financial management specialists who assist in the preparation of their organization’s budget submission and who compile cost data and other information to contribute to decisions about future program activities, funding, and budget strategies. Level: Intermediate.




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CONgRESSIONAL BUDgET PROCESSBUDg8175D

The Constitution requires that the legislative, executive, and judicial branches manage the most powerful government in the world, the U.S. government. Gain an overview of the various powers of each of the branches of government and how they must work together. Come to fully understand the procedures, processes, and practices that emerge in response to developing conditions and circumstances by participating in hands-on exercises.


LEARNINg OUTCOMES

n Understand the constitutional requirements for each phase of the budget process

n Describe key budget terms and concepts

n Describe the purpose of federal budgets and the four key phases of the budget process

n Discuss key legislation influencing the budget action and the control of spending, as well as agency and individual accountability

n Describe the political and other processes giving rise to the U.S. Constitution, as well as the principal features of the Constitution which shape the function of our government

n Describe how federal appropriations law influences the spending of federal monies, as well as the most important rules which govern appropriations law

n Describe how the congressional process for budget decision making differs from the processes used in the executive branch

n Discuss the activities of the Congress and its constituents, powers, leadership, and support, as well as how a bill becomes law

WHO SHOULD ATTEND

Anyone who needs an overview of the congressional budget process. Level: Intermediate.






March 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA

April 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA




BUDgET jUSTIFICATION AND PRESENTATIONBUDg7102D

Build a strong foundation in the principles of effective budget justification and presentation, focusing on analysis of budget submissions and preparation of narrative descriptions. Become prepared to use results-based budgeting to justify a program, consistent with the requirements of the Government Performance and Results Act (GPRA). Learn many effective presentation tips that help you stay focused and result in a positive experience.

LEARNINg OUTCOMES

n Determine what is required of you, according to the OMB Circular A-11

n Gather information about your audience and determine what should be included in the justification

n Justify funding and personnel resource requirements based on the outputs and outcomes of your program

n Design your justification to meet your audience needs

WHO SHOULD ATTEND

Anyone who is involved in justifying or defending requests for budgetary authority. Level: Intermediate.


SCHEDULEJuly 13-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL




January 30 – February 1, 2012 . . . . . . . . . . . . . . . . . . . Atlanta, GA




June 12-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV




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DEFENSE WORkINg CAPITAL FUNDSFINC9000D

Become better acquainted with the goals, roles, and activities of working capital funds (WCF)—a distinct method of financing select government operations and functions—and how they operate at the federal level. Utilize a revolving fund concept in designing a business-like enterprise to function within the federal government environment.

LEARNINg OUTCOMES

n Analyze revolving fund financial statements

n Utilize the methods of cost accounting for a working capital fund

n Know the budget process for revolving funds

n Distinguish between direct and indirect costs and various other cost categories

n Prepare a well-documented cost center budget

n Understand various types of customer orders

n Implement the objectives of the Rate Stabilization Program and develop rates

n Manage direct and indirect costs effectively

n Learn the goals and financial objectives of working capital funds

n Discover how capital investment programs function

n Understand the cycle of operations for revolving funds

WHO SHOULD ATTEND

Financial managers, program managers, or anyone who needs a comprehensive understanding of working capital funds, including policies, procedures, concepts, and terms. Level: Intermediate.



September 13-15, 2011 . . . . . . . . . . . . . . . . . . . . . . Hampton, VA


February 22-24, 2012. . . . . . . . . . . . . . . . . . . . . . San Diego, CA



May 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO


September 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . Hampton, VA


DISTANCe eDUCATIoN

CoURSe

CONgRESSIONAL BUDgET PROCESSBUDg8013A

Learn what happens to the President’s budget request when it is sent to Congress and how Congress produces a federal budget each year. Explore the major phases and timing of the federal budget process, principal participants and their roles, current issues affecting congressional actions, and how the budget is reviewed and audited.





LEARNINg OUTCOMES

n Recognize the impact of the Government Performance and Results Act on the federal budget process

n Describe the roles of OMB, GAO, the Congressional Budget Office, and the Inspector General of the Executive Branch in the budget process

n Identify current issues that affect the congressional phase of the federal budget process

WHO SHOULD ATTEND

Anyone who needs an overview of the congressional budget process. Level: Intermediate.


SCHEDULE (gS CONNECT INDEPENDENT)November 7 – December 4, 2011 . . . . . . . . . . . . . . Distance Education

February 6 – March 4, 2012. . . . . . . . . . . . . . . . . Distance Education

May 7 – June 3, 2012. . . . . . . . . . . . . . . . . . . . Distance Education



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FEDERAL BUDgET PROCESSBUDg7103D

The federal budget process is a highly structured system carried out in four distinct phases. In this brief but comprehensive course, explore the major phases and timing of the federal budget process; principal participants and their roles; current issues affecting congressional actions; and how the budget is reviewed and audited.

LEARNINg OUTCOMES

n Recognize the impact of the Government Performance and Results Act on the budget process

n Describe the roles of OMB, GAO, the Congressional Budget Office, and the Inspector General of the Executive Branch in the budget process

n Identify current issues that affect the congressional phase of the federal budget process

WHO SHOULD ATTEND

Anyone who needs an overview of the federal budget process. Level: Introductory.



You may be interested in Fundamentals of Federal Budgeting (BUDG7501A) and Introduction to Federal Budgeting (BUDG7001N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 11-12, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL








February 16-17, 2012 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

February 27-28, 2012. . . . . . . . . . . . . . . . . . . . Virginia Beach, VA




June 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


July 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL







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SCHEDULEJuly 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL

July 20-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


September 21-23, 2011. . . . . . . . . . . . . . . . . . . . . San Diego, CA







March 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . . . Columbus, GA

April 3-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


May 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO



July 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



FEDERAL BUDgETINg FOR NON-BUDgETINg PERSONNELBUDg7000D

Receive a strong introduction to the federal budget process. Gain a firm understanding of what a budget is, how a budget is prepared, the composition of the federal budget, and the role of federal financial management professionals. Learn how key legislation is changing, how the federal budget is developed and executed, and the resulting impact on the nation’s financial and program resources.


LEARNINg OUTCOMES

n Demonstrate that you are ready for increased budget responsibilities

n State common budget terms and use them appropriately

n Identify key characteristics of object class budgets and program budgets

n Provide valuable assistance to your supervisors in constructing an operating budget

n Use valuable techniques for estimating costs

n Estimate staff salaries and travel and contract costs with confidence

WHO SHOULD ATTEND

Federal personnel who would benefit from an overview of the federal budget process and the procedures for formulating, justifying, and executing their organizations’ budgets. Level: Basic.






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October 25-27, 2011 . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

November 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


November 15-17, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



January 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


February 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . Rock Island, IL

February 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


February 29 – March 2, 2012 . . . . . . . . . . . . . . . . . . Las Vegas, NV


March 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . New York, NY

March 12-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC

March 21-23, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ


March 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL



April 23-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

April 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


May 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM

May 22-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV





June 26-28, 2012. . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO







August 14-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

August 14-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . Columbus, GA






INTRODUCTION TO FEDERAL BUDgETINgBUDg7001D

Gain a solid foundation in the principles and concepts of the federal budget process. In this, the first of six core budget courses, each more complex than the previous one, become familiar with the basic concepts of federal budgeting. Learn the fundamentals of preparing and modifying a budget. Know key players and their roles; appropriation types and their distinctive characteristics; the four phases of budgeting; and the purpose of midyear reviews.

This course is part of the Master Certificate in Federal Financial Management (MCFFM) and the Certificate of Accomplishment in Program and Management Analysis.

LEARNINg OUTCOMES

n Discuss the federal budget process with confidence with your co-workers

n Use budget terminology, concepts, and techniques correctly

n Apply budget concepts and techniques to your program(s)

n Participate more effectively and knowledgeably in the budget process

n Identify pertinent factors of the budget formulation, execution, and justification process in your agency

WHO SHOULD ATTEND

Budget, program, and administrative technicians, analysts, officers, and managers; accountants and accounting technicians; and auditors, financial analysts, interns/trainees, and management analysts who would like to better understand the budget process. Level: Introductory.




SCHEDULEJuly 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO





August 9-11, 2011 . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


August 16-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

August 16-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . Columbus, GA


August 31 – September 2, 2011. . . . . . . . . . . . . . . San Francisco, CA



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PERFORMANCE MEASUREMENT AND BUDgETINgBUDg8101D

Performance measurement systems establish and demonstrate government accountability and are vital to providing information for program and service improvements. Discover how to link your organization’s budget information and performance measures. Learn the performance measurement process, the benefits of performance measurement, how to prepare performance-based budgets, and how to recognize the components of a performance-based budget. Understand the challenges of implementation for your organization. Create meaningful evaluation reports and comply with important Government Performance and Results Act (GPRA) requirements.

LEARNINg OUTCOMES

n Explain the requirements for submitting strategic plans, annual performance reports, and program performance reports, as required by OMB

n Identify the importance of financial data in the program evaluation process

n Explain the concept of total costs

n Relate financial data to program evaluation

WHO SHOULD ATTEND

Budget and program analysts, accountants, and other professionals involved in performance measurement, strategic planning, or financial measurements. Level: Intermediate.



August 15-17, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ


March 13-15, 2012 . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA




June 4-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


August 13-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ

DISTANCe eDUCATIoN

CoURSe

FUNDAMENTALS OF FEDERAL BUDgETINgBUDg7501A

Learn about the major phases and steps involved in the federal budget process, and learn to estimate workload, personnel needs, and costs. Practice what you learn by developing a budget for a fictitious agency.





LEARNINg OUTCOMES

n Explain the four phases of the federal budget process

n Use budget terminology, concepts, and techniques to participate effectively and knowledgeably in the budget process

n Identify important factors of the budget formulation, execution, and justification process in your agency

WHO SHOULD ATTEND

Budget, accounting, auditing, financial, and administrative personnel who need an understanding of the federal budget process. Level: Introductory.


SCHEDULE (gS CONNECT INDEPENDENT)October 3-30, 2011 . . . . . . . . . . . . . . . . . . . . . Distance Education

March 5 – April 1, 2012 . . . . . . . . . . . . . . . . . . . Distance Education

July 9 – August 5, 2012. . . . . . . . . . . . . . . . . . . Distance Education



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PLANNINg, PROgRAMMINg, BUDgETINg, AND EXECUTION (PPBE)BUDg8000D

Explore the interrelationships of the budget cycle, the acquisition process, and the mission planning of the Department of Defense (DoD). Gain an understanding of the documents generated during the PPBE process, the flow and sequencing of these documents, and their various interfaces. Learn about the information and requirements of the Office of the Secretary of Defense, the Military Services, the Joint Chiefs of Staff, and the Commanders of the Combatant Commands.


LEARNINg OUTCOMES

n Explain the relationships among the components of the PPBE process

n Gain a clear understanding of the basic elements of DoD budget execution

n Participate in the phases of the services and agencies program and budget submissions

n Analyze funds management requirements for a DoD program

n Explain the main points of the congressional enactment process and examine its influence on PPBE

WHO SHOULD ATTEND

DoD agencies and military service budget analysts, financial managers, and operating officials who want a greater knowledge of how the PPBE process works and how organizational budget development and execution are affected by this process. Level: Intermediate.


SCHEDULEJuly 12-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX




November 15-17, 2011 . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL


February 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

February 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . Hampton, VA

February 28 – March 1, 2012 . . . . . . . . . . . . . . . . . . . St. Louis, MO


April 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

May 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA

June 26-28, 2012. . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


August 14-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Pensacola, FL


withGraduateSchoolUSA’s

AssociateofAppliedScienceinAccounting

■ Advance your accounting career or

enter this high-demand field.

■ Unique federal accounting option

See page 321 for the program overview.

graduateschool.edu

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July 18-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

July 25-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


August 22-26, 2011. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


October 24-28, 2011 . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC


January 9-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Hampton, VA



March 12-16, 2012 . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

April 9-13, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


April 30 – May 4, 2012 . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


June 4-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX

June 18-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . Rock Island, IL


July 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

July 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


August 13-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

August 20-24, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


PLANNINg, PROgRAMMINg, BUDgETINg, AND EXECUTION (PPBE), ARMyBUDg8001D

Gain a greater knowledge of how the Department of Defense and the Army PPBE systems work in acquiring, allocating, and managing resources. Explore the relationships among the budget cycle, the acquisition process, and the mission planning of the Department of Army (DA). Gain an understanding of the documents generated during the entire PPBE process, the flow and sequencing of these documents, and the interface of the PPBE documents and requirements among the DA, the Office of the Secretary of Defense, the Military Services, the Joint Chiefs of Staff (JCS), and the Commanders of the Combatant Commands. This five-day course is designed to satisfy the CP-11 training requirements established for all financial management positions within the Department of Army. See ACTEDS CP-11.

LEARNINg OUTCOMES

n Explain the relationships among the components of the planning, programming, budgeting, and execution (PPBE) process

n Explain the relationship among strategy, war plans, PPBE, and acquisition

n Discuss the basic elements of DA budget execution

n Review the main points of the congressional enactment process and explain its influence on PPBE

n Describe how the DA program and budget submissions are derived and the relationship to the DoD and the President’s Budget

WHO SHOULD ATTEND

Department of Army budget analysts, financial managers, accountants, management analysts, and operating officials who want a greater knowledge of how the PPBE process works and how their organizational budget development and execution are affected by this process. Level: Intermediate.




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PUBLIC SECTOR FINANCIAL SySTEMS & POLICIESBUDg8005D

Become familiar with the key players from Federal agencies, the Federal Accounting Standards Advisory Board (FASAB), and the Chief Financial Officers (CFO) Council, and how they impact decisions regarding basic principles of accounting in the public sector. Explore the many facets of fund control and account structure, and discover how to recognize basic requirements. Learn the characteristics that distinguish financial systems from other types of systems.


LEARNINg OUTCOMES

n Identify key legislation impacting financial systems

n Understand the provisions of the Debt Collection Improvement Act as amended in 1996

n Explain what federal financial systems are intended to do

n Explain the purpose and value of the fund account structure used in federal accounting

n Identify the different types of Federal Government funds

n Discuss the three most important laws pertaining to the need for Federal Government agencies to identify and understand the cost of their goods and services

n Identify the basic difference between a traditional cost accounting method and the activity-based cost (ABC) accounting method

n Identify the basic laws, regulations, and policies pertinent to the requirements that Federal agencies use an Earned Value Management System for capital investment programs

WHO SHOULD ATTEND

This course is designed to provide participants with the skills and competencies needed to excel and advance as leaders and managers within the federal financial management community. Level: Intermediate.


SCHEDULEAugust 29 – September 1, 2011. . . . . . . . . . . . . . . . .Washington, DC

November 14-17, 2011 . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




CONDUCTINg qUALITy ANALySIS FOR DECISION SUPPORTFINC9150D

Now that you have skills for improving financial and performance decision making, learn more detailed methods of collecting and analyzing information in decision support work, in order to ensure that the information used as evidence is strong, defensible, and of high quality. Gain insight on how to think about your work, and use a conceptual overview to guide you in making decisions about conducting that work. Receive specific suggestions and examples of how to utilize analytical techniques more effectively.


LEARNINg OUTCOMES

n Explain how to structure your planning and selection decisions about collecting, analyzing, and assessing the quality of evidence used in decision support work

n Identify when particular collection and analytical approaches may be most appropriate and the strengths and weaknesses of major approaches

n Identify key steps in assessing the quality and appropriateness of information to be used as evidence

n Avoid some of the most common mistakes in conducting and reporting analytical work

n Identify limitations in the selection and implementation of particular data collection and analysis strategies

n Select effective analysis strategies and apply them to diverse types of information involving both quantitative and qualitative data

WHO SHOULD ATTEND

Financial, budget, program, and management analysts at the supervisory and senior analyst levels, specifically staff responsible for evaluating and justifying new and existing programs. Level: Advanced.











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December 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

January 30 – February 1, 2012 . . . . . . . . . . . . . . . San Francisco, CA


March 26-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

April 17-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO


May 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

May 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL


June 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV





DECISION SUPPORT: BUILDINg NEW ANALyTICAL SkILLSFINC8120D

Develop your skills and capabilities for improved financial and performance management and decision making. As a federal manager, you live in a world of declining budgets and increasing performance expectations, where each decision impacts budget and/or performance. This course enhances your business intelligence to help you effectively manage and make informed decisions affecting your programs and service to the American public.

Use OMB and other oversight agencies’ techniques of evaluating agency and program performance to provide financial and performance information in useful form, anticipate OMB actions, effectively manage your program responsibilities, and truly support the business of government.

LEARNINg OUTCOMES

n Plan an analysis using a five-step process (e.g., identify up front the sources and quality of data to be used)

n Introduce the concept of cost accounting for both ongoing program management and decision support

n Describe the OMB PART evaluation tool and how to use that tool to present agency information in the most favorable light

n Define the types of analyses critical to federal decision makers

n Demonstrate various ways in which agency performance is evaluated by Capitol Hill, OMB (using PART), and the public, and how the impact of such evaluations affects funding

WHO SHOULD ATTEND

Financial, budget, program, and management analysts at the supervisory and senior analyst levels, specifically staff responsible for evaluating and justifying new and existing programs. Level: Intermediate.




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SCHEDULEJuly 11-13, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC

July 12-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA








October 25-27, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

November 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV




January 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL



February 28 – March 1, 2012 . . . . . . . . . . . . . . . . . . . Hampton, VA




April 3-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM


April 16-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL


May 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA





July 9-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC

July 9-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA




August 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




INTRODUCTION TO FINANCIAL MANAgEMENTFINC7000D

Obtain a comprehensive overview of the significant aspects of financial management. Gain an understanding of the fundamentals of the laws, critical concepts, procedures, and policies involved with sound financial management. Learn to link management, budgeting, and auditing to performance measurement; recognize the primary requirements of financial systems; and adhere to governmentwide policies.

This course is part of the Master Certificate in Federal Financial Management (MCFFM) and the Certificate of Accomplishment in Personal Property Management.

LEARNINg OUTCOMES

n Describe financial management in the Federal Government

n Identify the phases of the federal budget process

n Discuss the basic principles of federal accounting

n Describe how financial information plays a part in performance measurement

n Characterize financial systems from other types of systems

n Adhere to governmentwide policies pertaining to debt management and cash

WHO SHOULD ATTEND

Program personnel (analysts), administrative officers, auditors, financial analysts, interns/trainees, management analysts, and other professionals.



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SCHEDULEJuly 19-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Long Beach, CA

August 3-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA





February 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL





May 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX


July 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Long Beach, CA




MANAgEMENT’S RESPONSIBILITy FOR INTERNAL CONTROL (OMB CIRCULAR A-123)AUDT8003g

It is more important than ever that agency heads follow the requirements of the Federal Manager’s Financial Integrity Act and OMB’s implementing Circular A-123 to assess and report on the agency’s system of internal control. It is no less important for auditors to be able to report on an agency’s compliance with the Act. Learn how the required assessment should be structured and carried out, including assessable units and how key controls should be selected for testing. Become acquainted with intent and content as related to internal controls through summaries of Appendix A and its July 2005 Implementation Guide and Appendices B and C of Circular A-123.


The course can be compressed and presented on-site in a half-day format for executives.

LEARNINg OUTCOMES

n Explain why internal control is important for helping managers accomplish organizational, operational, and program objectives for which they are responsible

n Identify the laws that have laid the foundation for stewardship and performance accountability in the federal government and, consequently, for sound internal control

n Define management control, internal control, and the basic concepts and objectives for them

n Identify and apply GAO standards and OMB guidance for establishing and assessing controls

n Identify and apply key components of assessing risk

n Identify and apply key components in assessing controls

n Prepare a statement of assurance under the Integrity Act

n Identify alternative approaches for evaluating controls

n Recognize and report deficiencies and material weaknesses

WHO SHOULD ATTEND

Program managers and others who conduct control assessments, as well as auditors who review agencies’ implementation of Circular A-123. Level: All.




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SCHEDULEJuly 19-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH


September 19-20, 2011. . . . . . . . . . . . . . . . . . . . . Jacksonville, FL


March 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD



July 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH



TRAvEL REgULATIONS FOR DEFENSE AgENCIES, jTR – vOL. 2 (TDy ONLy)FINC7310D

If you are a Department of Defense employee who needs to apply the regulations on Temporary Duty (TDY) travel for civilian employees covered by the Joint Travel Regulations (JTR) but not Permanent Change of Station (PCS) travel, this course is for you. Learn from expert faculty how to avoid costly mistakes, adhere to the current JTR, and save your agency travel money. Update your knowledge of TDY allowances and interpretations.

To learn about allowances for uniformed personnel on TDY, see our companion course: Travel Regulations for Uniformed Personnel, JFTR – Vol. 1 (TDY) (FINC7189D). To learn how to apply both TDY and PCS allowances, see Travel Regulations for Defense Agencies, JTR – Vol. 2 (PCS/TDY) (FINC7210D).

LEARNINg OUTCOMES

n Comply with current defense civilian personnel, JTR – Vol. 2 (TDY), regulations

n Define and describe travel orders and the requirements for moving civilian personnel who are performing TDY

n Identify and compute allowances and entitlements for civilian personnel performing TDY

n Calculate per diem entitlements, reimbursable expenses, and total TDY reimbursements in all situations

n Provide assistance to civilian employees to resolve complicated travel problems

n Apply the requirements as stated in JTR – Vol. 2 (TDY) in order to determine allowable TDY expenses and travel-related entitlements

WHO SHOULD ATTEND

Anyone involved with authorizing, approving, processing, auditing, and paying for TDY travel, in accordance with the Joint Travel Regulations – Vol. 2 for civilian employees within the Department of Defense. Level: Intermediate.


If you can’t come to a class, let us bring it to you.Graduate School USA can deliver more than 300 classroom courses at your location. This is an ideal solution for meeting extensive or custom training needs. Courses can be tailored to fit your time frame and the unique aspects of your organization. Best of all, you’ll eliminate staff travel costs and maximize learning time.

Call our Customer Support Center at (888) 744-GRAD or email [email protected] advisor will contact you to discuss your requirements.



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July 26-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

August 9-12, 2011 . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH

August 16-19, 2011 . . . . . . . . . . . . . . . . . . . . . Oklahoma City, OK

September 12-15, 2011 . . . . . . . . . . . . . . . . . . . Virginia Beach, VA

January 9-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL


April 3-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA


April 30 – May 3, 2012 . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

May 21-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

May 21-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC




July 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



TRAvEL REgULATIONS FOR DEFENSE AgENCIES, jTR – vOL. 2 (PCS/TDy)FINC7210D

Explore the current regulations and rules designed for federal employees involved in authorizing, approving, processing, auditing, and paying permanent change of station and temporary duty claims for civilian employees of the Department of Defense (DoD).

LEARNINg OUTCOMES

n Comply with current Defense Civilian Personnel, JTR – Vol. 2 (PCS/TDY), regulations

n Define and describe travel orders and requirements for civilian personnel performing TDY and PCS moves

n Identify and compute allowances and entitlements for civilian personnel who are performing TDY and PCS moves

n Calculate per diem entitlements, reimbursable expenses, allowances for PCS moves, and total TDY and PCS reimbursements in all situations

n Describe and utilize the JTR for the movement of household goods, house-hunting trips, mobile home allowances, transporting and storing POVs, and residential transactions

n Provide assistance to civilian employees in order to resolve complex travel problems

n Apply the requirements as stated in JTR – Vol. 2 (PCS/TDY) in order to determine allowable PCS and TDY expenses and travel-related entitlements

WHO SHOULD ATTEND

Anyone involved with authorizing, approving, processing, auditing, and paying for travel, in accordance with the Joint Travel Regulations – Vol. 2 for civilian employees within the Department of Defense. Level: Intermediate.




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SCHEDULEAugust 24-26, 2011. . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



March 6-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


June 26-28, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI



TRAvEL REgULATIONS FOR UNIFORMED PERSONNEL, jFTR – vOL. 1 (TDy)FINC7189D

Get updated on the current rules and regulations of temporary duty (TDY) travel for military personnel and other members of the uniformed services covered by the JFTR – Vol. 1. Learn the rules for actual and reduced expense allowances, contract airfares, deductible meals and government mess use/availability, miscellaneous reimbursable expenses, per diem allowances, travel authorizations, use of travel cards, international travel, and more.

For TDY and PCS allowance regulations for civilian employees, see Travel Regulations for Defense Agencies, JTR – Vol. 2 (PCS/TDY) (FINC7210D) and Travel Regulations for Non-Defense Agencies, FTR (FINC7103D).

LEARNINg OUTCOMES

n Comply with current Joint Federal Travel Regulations (JFTR)

n Define and describe travel orders and the requirements for moving uniformed service personnel who are performing TDY

n Compute allowances for official travel for uniformed service personnel

n Identify and compute allowances and entitlements for uniformed service personnel who are performing TDY

n Determine when per diem allowance is authorized and under what circumstances allowance is not authorized

n Calculate per diem entitlements, reimbursable expenses, and allowances for TDY reimbursements both domestic and worldwide

n Determine subsistence entitlement in conjunction with leave

n Identify and compute allowances using special rules for mixed travel (per diem and actual expense)

n Provide assistance to uniformed service employees to resolve complex travel problems

WHO SHOULD ATTEND

All individuals who are involved with the processing or certifying of temporary duty travel (TDY) orders and claims for per diem travel and transportation allowances and certain other allowances of uniformed service members (including regular and reserve components). Level: Intermediate.



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TRAvEL REgULATIONS FOR NON-DEFENSE AgENCIES, FTR (TDy ONLy)FINC7203D

If you are a federal employee in a civilian agency who needs to know the regulations of Temporary Duty (TDY) travel established by the Federal Travel Regulations (FTR), but not Permanent Change of Station (PCS) travel, then this course is for you. Learn from expert faculty how to avoid costly mistakes, adhere to the current FTR, and save your agency travel money. To learn how to apply both TDY and PCS allowances under the FTR, see our companion course, Travel Regulations for Non-Defense Agencies, FTR (FINC7103D).

LEARNINg OUTCOMES

n Comply with current federal travel regulations as contained in Title 41 of the Code of Federal Regulations (CFR), chapters 300-304

n Define and describe travel orders and the requirements for moving civilian personnel who are performing TDY

n Identify and compute allowances and entitlements for civilian personnel who are performing TDY

n Calculate per diem entitlements, reimbursable expenses, and allowances for TDY reimbursements in all situations

n Provide assistance to civilian employees to resolve complex travel problems

n Apply the requirements as stated in the Federal Travel Regulations (FTR) 41, CFR chapters 300-304 (TDY), in order to determine allowable TDY expenses and travel-related entitlements

WHO SHOULD ATTEND

Non-DoD employees involved in authorizing, approving, processing, auditing, and paying claims. Level: Intermediate.





February 23-24, 2012. . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

May 3-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX

May 23-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO



August 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


TRAvEL REgULATIONS FOR NON-DEFENSE AgENCIES, FTRFINC7103D

Learn from expert faculty how federal civilian government employees (non-DoD) avoid costly mistakes, adhere to current federal travel regulations, and save agency money on travel and relocation expenses. Update your knowledge and skills regarding allowable Permanent Change of Station (PCS) and Temporary Duty (TDY) expenses; travel-related leave; dependent entitlements; taxable and nontaxable relocation allowances; and limitations on travel expenses.

LEARNINg OUTCOMES

n Comply with current Federal Travel Regulations (FTR) as contained in Title 41 of the Code of Federal Regulations (CFR), chapters 300-304

n Define and describe travel orders and the requirements for moving civilian personnel who are performing TDY and PCS moves

n Identify and calculate allowances and entitlements for civilian personnel who are performing TDY and PCS moves

n Calculate per diem entitlements, reimbursable expenses, allowances for PCS moves, and total TDY and PCS reimbursements

n Describe and utilize the FTR for the movement of household goods, house-hunting trips, mobile home allowances, and transporting and storing privately owned vehicles (POVs), and for best-residence transactions

n Provide assistance to civilian employees to resolve complex travel problems

n Apply the requirements as stated in FTR 41, CFR chapters 300-304 (TDY/PCS), in order to determine allowable TDY and PCS expenses and travel-related entitlements

WHO SHOULD ATTEND

Non-DoD employees involved in authorizing, approving, processing, auditing, and paying Permanent Change of Station (PCS) and Temporary Duty (TDY) claims. Level: Intermediate.





March 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV







FOUNDATION COURSES

n Federal Appropriations LawFINC7100D (4 days) • 32 CPE

n Introduction to Federal AccountingACCT7001D (4 days) • 32 CPE

n Introduction to Federal BudgetingBUDG7001D (3 days) • 24 CPE

n Introduction to Financial ManagementFINC7000D (3 days) • 24 CPE

n Congressional Budget ProcessBUDG8175D (3 days) • 24 CPE


FEDERAL FINANCIAL MANAgEMENTMASTER CERTIFICATE IN FEDERAL FINANCIAL MANAgEMENT (MCFFM)

SUBjECT SPECIFIC COURSES

n Budget FormulationBUDG7101D (4 days) • 32 CPE

n Budget executionBUDG7100D (4 days) • 32 CPE

n Public Sector Financial Systems & PoliciesBUDG8005D (4 days) • 32 CPE

n Audit and Review Phase of the Federal BudgetBUDG8006D (2 days) • 16 CPE

n Planning, Programming, Budgeting & execution (PPBe)BUDG8000D (3 days) • 24 CPE

COURSE OF STUDyToday, the requirement for accountability throughout Government is greater than ever before, and so is the need for qualified financial managers. Effective May 1, 2011, the MCFFM replaced the Certificate of Accomplishment in Financial Management previously offered by Graduate School USA.

If you are currently enrolled in the discontinued Certificate of Accomplishment in Financial Management program offered by Graduate School USA prior to May 1, 2011, you will be able to complete the previous certificate program under those requirements. You must complete the requirements within three years after taking the first course in the previous certificate program. If you are interested in transferring from the Certificate of Accomplishment in Financial Management program to the MCFFM, please contact the certificate counselor at (202) 314-3320 or [email protected].

The updated certificate program recognizes and incorporates the behaviors that practitioners at all levels of Federal Government must demonstrate to excel professionally. The competencies, which are the foundation for this certificate program, represent a synthesis of competencies for accountants, budget analysts, financial managers and program managers working in the federal financial management community. With each course you become a more valuable member of your financial management team. In addition to developing solid financial management skills, you also are able to readily handle developmental assignments; demonstrate a personal commitment to self-improvement; and make the transition to higher-level positions.

The courses in the certificate program are developed and taught by current and former financial management professionals and are scheduled at various Graduate School USA training locations nationwide. Students have

three years to complete the program. Today, the requirement for accountability throughout Government is greater than ever before, and so is the need for qualified financial managers. Effective May 1, 2011, the MCFFM replaced the Certificate of Accomplishment in Financial Management previously offered by Graduate School USA.

The courses in the certificate program are developed and taught by current and former financial management professionals and are scheduled at various Graduate School USA training locations nationwide. Students have three years to complete the program. Today, the requirement for accountability throughout Government is greater than ever before, and so is the need for qualified financial managers. Effective May 1, 2011, the MCFFM replaced the Certificate of Accomplishment in Financial Management previously offered by Graduate School USA.

In addition, as part of an articulation agreement between Graduate School USA and Colorado State University (CSU), students who successfully complete the MCFFM certificate will be eligible to receive 12 academic credit hours toward the 42 credits required for the CSU MBA degree with an emphasis in Federal Financial Management. The framework for this unique CSU MBA program provides students the option to complete courses by (1) attending classroom courses; (2) taking distance course; or (3) a combination of both.

The ten required courses in the MCFFM certificate program are in two groups – foundation and subject specific courses. We highly recommend students complete all of the foundation courses before registering for the remaining courses.


HUMAN RESOURCES

MANAgEMENT

➲ graduateschool.edu/hrm

Graduate School USA offers more than 60 basic, intermediate, and specialty courses designed to develop the full complement of HR skills needed to support, recruit, maintain, and retain a competent, dynamic results oriented workforce. These skills also help participants progress from entry-level to journey-level positions. Our courses contain the most current and relevant information available and are offered in the day and evening classroom setting as well as by distance education formats.

Let us customize courses or design new ones to meet your training needs. Our curriculum staff and subject matter experts work closely with you to develop or modify content to meet your specific requirements.

Graduate School USA’s HUMAN

RESOURCES MANAgEMENT

curriculum provides valuable

in-depth learning for federal

hR practitioners, supervisors,

managers, and other employees.

The curriculum ranges from highly

technical courses for practitioners

to retirement planning information

for all Federal employees.

CURRICUlUM OvERvIEW


TABLE OF CONTENTS

FEDERAL HUMAN RESOURCES


nEW Federal Hiring Reform for Supervisors and Managers, PMGT7215D . . . . . . . . . . . . . . . . . . . . . . . . . . 111

Federal Human Resources Management for Supervisors and Managers, PMGT7102D . . . . . . . . . . . . . . . . . . . . . . . 112

Strategic Human Capital Management, PMGT7015D . . . . . . . . 113

Federal Human Resources Management, PMGT7011D . . . . . . . 114

Internal Consulting Skills for Federal HR Professionals, CDEV8005D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115

Federal Human Resources Management for Administrative Personnel, PMGT8007D . . . . . . . . . . . . . . . . . . . . . . . 115

Freedom of Information and Privacy Acts, PMGT7000D . . . . . . . 116

RECRUITMENT AND PLACEMENT

Federal Staffing and Placement, STAF7009D . . . . . . . . . . . . 116

Federal Workforce Analysis and Planning, PMGT7013D . . . . . . . 117

Qualifications Analysis, STAF7023D . . . . . . . . . . . . . . . . . 118

nEW Job Analysis and Competency Assessment,STAF8001D . . . . . . . . . . . . . . . . . . . . . . . . . . 119

nEW Category Rating,STAF8014D . . . . . . . . . . . . . . . . . . . . . . . . . . 119

Examining for Federal Wage System Jobs, STAF7200D . . . . . . . 120

Adjudicating and Applying Veterans’ Preference, STAF8007D . . . . 120DISTANCe eDUCATIoN

CoURSe

Adjudicating and Applying Veterans’ Preference,STAF8607A . . . . . . . . . . . . . . . . . . . . . . . . . . 121

Suitability Adjudication, STAF8101D . . . . . . . . . . . . . . . . . 122

nEW Advanced Suitability Adjudication,STAF9101D . . . . . . . . . . . . . . . . . . . . . . . . . . 123

Using Federal HR Flexibilities, STAF8013D . . . . . . . . . . . . . . 123

Interviewing Techniques, STAF8012D . . . . . . . . . . . . . . . . 124

Processing Federal Personnel Actions, STAF7010D . . . . . . . . . 124

nEW Calculating Service Computation Dates,STAF7602D . . . . . . . . . . . . . . . . . . . . . . . . . . 125

Staffing for Support Staff, STAF7001D . . . . . . . . . . . . . . . 126

Planning and Conducting a RIF, STAF7015D . . . . . . . . . . . . . 126

CLASSIFICATION AND COMPENSATION

Position Classification, CLAS7003D . . . . . . . . . . . . . . . . . 127

Principles of Classification, CLAS7900D . . . . . . . . . . . . . . . 128

Advanced Position Classification, CLAS9001D . . . . . . . . . . . 129

Position Classification for Non-Classifiers, CLAS8102D . . . . . . . 129

Federal Position Management, CLAS7012D . . . . . . . . . . . . . 130

Fair Labor Standards Act, CLAS7101D . . . . . . . . . . . . . . . . 131

Federal Pay Setting, STAF9002D . . . . . . . . . . . . . . . . . . 131

EMPLOyEE AND LABOR RELATIONS

Federal Employee Relations, LABR7009D . . . . . . . . . . . . . . 132

Federal Labor Relations, LABR7010D . . . . . . . . . . . . . . . . 133

Employee Conduct and Performance, LABR7011D . . . . . . . . . 134

Adverse and Performance-Based Actions, LABR7100D . . . . . . . 134

Federal Performance Management, LABR7013D . . . . . . . . . . 135

Employee Performance Discussions, LABR7015D . . . . . . . . . . 135

Federal Employee Performance Standards, LABR7014D . . . . . . 136

Mediating Employee Disputes, PMGT7003D . . . . . . . . . . . . . 136

Negotiating Federal Labor Agreements, LABR9001D . . . . . . . . 137

EMPLOyEE BENEFITS ADMINISTRATION

Federal Employee Benefits, BENE7104D . . . . . . . . . . . . . . . 138

CSRS Benefits Applications, BENE8110D . . . . . . . . . . . . . . 139

FERS Benefits Applications, BENE8111D . . . . . . . . . . . . . . . 139

Workers Compensation and Disability Retirement, BENE8104D . . . 140

EqUAL EMPLOyMENT OPPORTUNITy

EEO in the Federal Sector, EEOP7012D . . . . . . . . . . . . . . . 141

Managing Workforce Diversity, EEOP7001D . . . . . . . . . . . . . 141

Sexual Harassment Prevention for Employees, EEOP0010D . . . . . 142

Sexual Harassment Prevention for Supervisors, EEOP0011D . . . . 142

EEO for Supervisors and Managers, EEOP8101D . . . . . . . . . . 143

Federal EEO Counseling, EEOP7101D . . . . . . . . . . . . . . . . 143

Special Emphasis Program Management, EEOP8115D . . . . . . . 144

Roles and Responsibilities of the EEO Advisory Committee, EEOP8110D . . . . . . . . . . . . . . . . . . . . . . . 144


TABLE OF CONTENTS (continued)

HUMAN RESOURCES DEvELOPMENT

Federal Employee Development, CDEV7007D . . . . . . . . . . . . 145DISTANCe eDUCATIoN

CoURSe

Applying for Federal Jobs,CDEV7005A . . . . . . . . . . . . . . . . . . . . . . . . . . 145

Instructor Training, CDEV9001D . . . . . . . . . . . . . . . . . . . 146

EMPLOyEE RETIREMENT AND FINANCIAL PLANNINgDISTANCe eDUCATIoN

CoURSe

Financial Planning for Federal Employees, BENE7500A . . . . . . . . . . . . . . . . . . . . . . . . . . 147

nEWDISTANCe eDUCATIoN

CoURSe

FERS Orientation for New Employees,BENE7630A . . . . . . . . . . . . . . . . . . . . . . 147

Mid-Career Retirement Planning, BENE8102D . . . . . . . . . . . . 148

Mid-Career Retirement Planning (FERS Participants Only), BENE8120D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148DISTANCe eDUCATIoN

CoURSe

FERS Mid-Career Retirement Planning,BENE7530A . . . . . . . . . . . . . . . . . . . . . . . . . . 149

Pre-Retirement Planning, BENE7102D . . . . . . . . . . . . . . . . 149

Pre-Retirement Planning (CSRS Participants Only), BENE7120D . . 150DISTANCe eDUCATIoN

CoURSe

CSRS Retirement Planning,BENE7520A . . . . . . . . . . . . . . . . . . . . . . . . . . 151

Pre-Retirement Planning (FERS Participants Only), BENE7110D . . 152DISTANCe eDUCATIoN

CoURSe

FERS Retirement Planning,BENE7510A . . . . . . . . . . . . . . . . . . . . . . . . . . 153

Pre-Retirement Planning for Law Enforcement and Firefighters, BENE7201D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154DISTANCe eDUCATIoN

CoURSe

CSRS Retirement Planning for Law Enforcement and Firefighters, BENE7620A . . . . . . . . . . . . . . . . . 155

DISTANCe eDUCATIoN

CoURSe

FERS Retirement Planning for Law Enforcement and Firefighters, BENE7720A . . . . . . . . . . . . . . . . . 155

Certificates of Accomplishment in Human Resources Management . . 157

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HUMAN RESOURCES MANAgEMENT ➲ graduateschool.edu/hrm

NEWFEDERAL HIRINg REFORM FOR SUPERvISORS AND MANAgERS

PMgT7215D

Get the training you need to recruit and hire well-qualified individuals effectively, efficiently, and timely. Partner with Human Resources to get the right people into the right jobs and take ownership of the hiring process.

LEARNINg OUTCOMES

n Know the requirements under Hiring Reform and how they affect your success

n Understand the critical role you play in planning for hiring and recruitment in your organization

n Learn steps you can take to help your servicing human resources specialists provide you with the best quality candidates

n Know how the new staffing processes work

n Learn best methods for making successful selections

WHO SHOULD ATTEND

All supervisors and managers.


SCHEDULEJuly 14-15, 2011 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA



September 29-30, 2011 . . . . . . . . . . . . . . . . . . . .Washington, DC


March 27-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


June 25-26, 2012. . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



What makes our instructors stand out? They bring the same experience and intensity to the classroom as they do to their careers—and all of them have significant professional experience in the areas where they teach. Each Graduate School USA instructor combines innovative teaching methodology with real-world knowledge that creates a learning experience unlike any other.

Courses are updated regularly to stay current with best practices, regulations, technology, and performance benchmarks. Classes are often interactive and collaborative, so participants learn from each other, refining concepts at each session. Our distance learning modules reflect our instructors’ commitment to education through feedback, assignments, and individual Q&A.

We are always looking for new instructors. If you would like to teach for Graduate School USA, visit graduateschool.edu/instructors for details.

graduateschool.edu

There’snosubstituteforexperience.

Heather Murphy Capps joined Graduate School USA three years ago . A former journalist, she teaches a number of courses in the Communications and Professional Skills Curriculum, such as Briefing Techniques and Editing for Impact .

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FEDERAL HUMAN RESOURCES MANAgEMENT FOR SUPERvISORS AND MANAgERSPMgT7102D

Successfully meet organizational objectives and abide by human resources laws and regulations. This five-day course equips you to handle the HR aspects of supervision. Learn about the guiding principles for human resources management, including merit system principles, prohibited personnel practices, and EEO. In addition, gain knowledge and skills in these areas: labor relations; organizing, describing, and classifying positions; filling vacancies; performance management; managing performance and conduct problems; and quality-of-work-life issues.

LEARNINg OUTCOMES

n Understand the roles of the supervisor and manager in federal HRM

n Learn the legal basis for EEO and identify types of discrimination

n Know the supervisor’s obligations when working with employees who are members of a bargaining unit

n Identify the supervisor’s role in position management and classification

n Identify strategies, considerations, and limitations for filling position vacancies

n Recognize the components of an effective performance management system and the supervisor’s role in managing these components

n Identify the steps for understanding performance problems and describe the options for dealing with them

n Understand misconduct and the steps for taking appropriate disciplinary actions

n Identify quality-of-work-life initiatives and describe strategies for managing the impact on supervision and management

WHO SHOULD ATTEND

All supervisors and managers who are unfamiliar with their specific responsibilities in human resources management as well as high-performing, non-supervisory employees who are preparing for supervisory opportunities.


You may be interested in Federal Human Resources Management (PERS1731A), and Introduction to Human Resources Management for Supervisors (SUPV7018N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.










January 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA







July 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . .Philadelphia, PA





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STRATEgIC HUMAN CAPITAL MANAgEMENTPMgT7015D

You are a leader, supervisor, manager, or HR practitioner who seeks a solid foundation in strategic human capital management concepts, principles, and best practices. This introductory course equips you with the skills you need to align human resources goals and budgets with your agency’s mission, and teaches you to use metrics to identify needs and outcomes and measure progress toward the identified outcomes.

This course is part of the Certificates of Accomplishment in Human Resources Management.

LEARNINg OUTCOMES

n Acquire a historical overview of strategic human capital management

n Understand how to utilize data in strategic human capital management

n Understand the strategic human capital management framework, strategic alignment, and workforce planning and deployment

n Develop a results-oriented performance culture

n Learn the basics of knowledge management

WHO SHOULD ATTEND

Supervisors, managers, management analysts, program specialists, and human resources leaders and practitioners.


SCHEDULEJuly 5-6, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA






January 30-31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA




June 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA




No matter how much you’re stretched

for time, we offer distance learning options

that can suit your schedule. From

interactive online classes to self-paced

courses, GS Connect and GS Classic

provide flexible options for learning on

the go. Study at your own pace, submit

assignments, get instructor feedback, and

earn course credits without interrupting

your schedule.


graduateschool.edu


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July 18-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH

July 26-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



August 29-31, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

September 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . . Annapolis, MD


September 13-15, 2011 . . . . . . . . . . . . . . . . . . . . . . New York, NY




October 25-27, 2011 . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



January 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . New Orleans, LA


February 13-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

February 28 – March 1, 2012 . . . . . . . . . . . . . . . . . .Philadelphia, PA


April 3-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL




May 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM

May 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



June 12-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

June 19-21, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


July 16-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH

July 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


August 6-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

August 20-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO






FEDERAL HUMAN RESOURCES MANAgEMENTPMgT7011D

This course provides you with a comprehensive overview of the federal human resources environment, where merit system principles and prohibited personnel practices drive federal human resources management decisions.


LEARNINg OUTCOMES

n Understand the terms and functions of federal human resources management

n Know the primary regulations, practices, and policies of the federal human resources management system

n Summarize the interrelationships of personnel laws and regulations and your role in the HR office

n Discuss issues relating to EEO, classification and compensation, hiring, retention, performance management, and labor and employee relations

WHO SHOULD ATTEND

Administrative specialists, management analysts, and technicians who assist in handling human resources issues. This course is not appropriate for individuals who have already completed Federal Human Resources Management for Administrative Personnel (PMGT8007D).


You may be interested in Federal Human Resources Management (PERS1731A), and Introduction to Human Resources Management for Supervisors (SUPV7018N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


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FEDERAL HUMAN RESOURCES MANAgEMENT FOR ADMINISTRATIvE PERSONNELPMgT8007D

You are already aware that merit system principles and prohibited personnel practices drive federal human resources management decisions.

This course provides a high-level overview of the federal human resources environment, terminology, and the following human resources functions: hiring, employee retention, performance management, and human resources relations.

LEARNINg OUTCOMES

n Understand the terms and functions of federal human resources management

n Identify the primary regulations, practices, and policies of the federal human resources management system

n Summarize the interrelationships of personnel laws and regulations and your role in the human resources office

n Briefly explain the various components of the human resources office (e.g., labor/employee resources, classification, staffing, and placement)

WHO SHOULD ATTEND

Administrative specialists, management analysts, and technicians who assist in handling human resources issues. This course is not appropriate for individuals who have already completed Federal Human Resources Management (PMGT7011D).


You may be interested in Federal Human Resources Management (PERS1731A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


SCHEDULEJuly 5-7, 2011. . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC














INTERNAL CONSULTINg SkILLS FOR FEDERAL HR PROFESSIONALSCDEv8005D

Acquire the skills you need to build partnerships with management and operate as an HR consultant within your organization. Identify various HR options available within the federal context by participating in exercises, workshops, and case studies that have direct application to federal HR situations and issues.


LEARNINg OUTCOMES

n Expand your role from a federal HR professional to an internal consultant

n Plan and prepare for the consultative relationship

n Know what causes client resistance and how to deal effectively with it

n Build partnerships with management

n Offer alternative solutions to contemporary HR problems

n Integrate your technical HR knowledge into the consultative process

n Practice consulting skills using federal HR case studies, exercises, and examples

WHO SHOULD ATTEND

All human resources professionals who advise federal managers. Agencies may want to schedule this course on-site. The course can be easily customized to address agency-specific HR issues.











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FEDERAL STAFFINg AND PLACEMENTSTAF7009D

Recruit and hire the right people with the right skills for your jobs. This course provides federal HR practitioners with the background and knowledge necessary to operate in the complex federal staffing environment. Become knowledgeable about staffing rules, regulations, and principles; appointment authorities; recruitment methods and hiring procedures; qualifications; merit promotion; and in-service placement actions.


LEARNINg OUTCOMES

n Apply OPM policies and instructions

n Identify competitive and non-competitive appointing authorities

n Assess minimum qualifications using the operating manual Qualification Standards for GS Positions

n Apply category rating procedures

n Apply concepts of time-in-grade and time-after-competitive appointment restrictions

n Apply merit promotion and other in-service procedures

n Learn the role of the HR practitioner in assisting agency managers to recruit and retain top talent

n Devise alternative solutions to recruiting challenges

n Research and use all available resource and reference material, including legal and regulatory issuances

WHO SHOULD ATTEND

Human resources management specialists, assistants, clerks, and others, such as supervisors, managers, and EEO staff members, who need to use and apply current staffing procedures and regulations.



You may be interested in Basic Staffing and Placement (STAF7100N), and Federal Staffing (STAF7102A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJune 27 – July 1, 2011 . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

July 11-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . Salt Lake City, UT


July 25-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


August 1-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM


FREEDOM OF INFORMATION AND PRIvACy ACTSPMgT7000D

Learn how to respond to Freedom of Information Act (FOIA) and Privacy Act (PA) requests. Become skilled at properly releasing records to the public while safeguarding necessary information.

LEARNINg OUTCOMES

n Advise managers on which records can remain undisclosed

n Respond fairly to the public’s right to know

n Keep personal information private

n Keep proprietary corporate information private

n Sanitize information to make records releasable

n Know where to get advice on cases too close to call

n Observe procedural requirements (tracking, denial letters, etc.)

n Determine when and how to charge fees for FOIA and PA records

WHO SHOULD ATTEND

All personnel who are involved with requests associated with the Freedom of Information Act or Privacy Act.


SCHEDULEJuly 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV








November 16-18, 2011 . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


January 18-20, 2012 . . . . . . . . . . . . . . . . . . . . San Francisco, CA


March 13-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX




May 22-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ

June 20-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

July 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV








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August 22-26, 2011. . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV







October 24-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


November 14-18, 2011 . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


December 5-9, 2011 . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV







March 5-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


March 26-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



April 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD



April 30 – May 4, 2012 . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

May 7-11 2012 . . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA





June 18-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ


July 9-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX



July 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . Albuquerque, NM





August 20-24, 2012. . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV






FEDERAL WORkFORCE ANALySIS AND PLANNINgPMgT7013D

Using a workforce planning model, acquire the skills you need to align workforce planning with your agency’s mission.

Learn how to forecast and plan for future human resources needs: analyze mission requirements, collect workforce data, identify workforce surpluses or gaps, and identify solutions to address the gaps.


LEARNINg OUTCOMES

n Recognize the importance of workforce analysis and planning in the strategic management of human capital

n Use data and planning models in the workforce planning process

n Analyze and interpret workforce data using workforce supply and demand analysis

n Develop strategies to address skill gaps

n Take the steps needed to successfully implement a workforce action plan

n Evaluate whether a workforce plan is achieving desired results or needs revision

WHO SHOULD ATTEND

HR leaders, HR practitioners, budget analysts, management and program analysts, supervisors, and managers involved in strategic planning. This course is relevant to anyone involved in assessing and planning for workforce needs.

You may also benefit from Internal Consulting Skills for Federal HR Professionals (CDEV8005D).


SCHEDULEJuly 7-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA





November 3-4, 2011 . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX


February 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



June 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA






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July 20-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA




August 22-24, 2011. . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI



September 20-22, 2011. . . . . . . . . . . . . . . . . . . . . . . Orlando, FL


September 27-29, 2011. . . . . . . . . . . . . . . . . . . . Kansas City, MO



December 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM





April 16-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

May 1-3, 2012 . . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA



June 5-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


June 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


July 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA





August 20-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI




qUALIFICATIONS ANALySISSTAF7023D

Learn how to evaluate federal job applicants and assess the qualifications of job candidates. This course covers OPM’s Qualifications Standards and focuses on legal and regulatory requirements such as basic eligibility, minimum qualification requirements, specialized experience requirements, positive education requirements, and the substitution of education for experience.


LEARNINg OUTCOMES

n Determine whether applicants meet eligibility requirements

n Differentiate between general and specialized experience

n Assess both general and specialized experience

n Identify and evaluate positive education requirements

n Evaluate education as a substitute for experience

n Apply Individual Occupational Requirement

n Apply Group Coverage Standards

WHO SHOULD ATTEND

HR specialists, assistants, and others who are involved in the federal recruitment, staffing, and/or placement process.



You may be interested in Qualification Standards for GS Positions (STAF7051N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.



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NEWjOB ANALySIS AND COMPETENCy ASSESSMENTSTAF8001D

Learn how to analyze federal jobs so that you can identify appropriate job requirements (specialized experience, traits, and competencies), write better vacancy announcements, prepare effective assessment plans, and develop assessment tools that measure applicants’ abilities.


LEARNINg OUTCOMES

n Conduct an effective job analysis that identifies the major duties of a position, and use the results to identify the competencies needed to perform the work of the position

n Develop appropriate applicant selection and assessment criteria

n Develop effective tools that measure an applicant’s ability to do the work

WHO SHOULD ATTEND

Human resources management practitioners as well as supervisors and managers who assess job candidates.



July 26-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . New York, NY


August 29-31, 2011. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


September 20-22, 2011. . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ


November 30 – December 2, 2011 . . . . . . . . . . . . . San Francisco, CA





April 17-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


April 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



June 4-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

June 19-21, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL




August 27-29, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


September 18-20, 2012. . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ


NEWCATEgORy RATINgSTAF8014D

Effectively and correctly use category rating, as required by the president’s hiring reform initiatives, to rate and refer federal job applicants. Learn how to develop quality categories that distinguish candidates, apply veterans’ preference, prepare certificates for the selecting official, and select candidates from the certificate.

LEARNINg OUTCOMES

n Understand the goals and legal basis of category rating

n Know how to properly distinguish differences in applicant quality, based on job-related competencies and KSAs

n Ensure that veterans’ preference is correctly applied

n Place qualified applicants into the appropriate category

n Ensure that you make valid and legal selections, and document the procedures

WHO SHOULD ATTEND

Human resources specialists, hiring officials, and federal supervisors and managers who are involved in the federal recruiting, staffing, or placement process.


SCHEDULESeptember 29, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC

January 24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA


May 4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA



August 28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH


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ADjUDICATINg AND APPLyINg vETERANS’ PREFERENCESTAF8007D

Ensure that your personnel actions fully comply with all current and applicable veterans’ preference laws, rules, and regulations. Understand who meets the definition of veteran; who is entitled to veterans’ preference in employment in the competitive civil service and in the excepted service; and the circumstances under which veterans’ preference applies, including competitive appointments, noncompetitive appointments, and merit promotion under the Veterans Employment Opportunities Act.

LEARNINg OUTCOMES

n Know the circumstances when veterans’ preference applies

n Identify the types of veterans’ preference, including veterans, spouses, widows/widowers, and mothers

n Correctly adjudicate veterans’ preference claims

n Apply veterans’ preference to competitive civil service and excepted service appointments

n Apply special appointing authorities for veterans in the following: Veterans’ Recruitment Appointments (VRA); 30 Percent or More Disabled Veterans; disabled veterans enrolled in a VA training program; and Veterans Employment Opportunities Act of 1998

WHO SHOULD ATTEND

Anyone who adjudicates veterans’ preference or performs delegated examining work.



You may be interested in Adjudicating and Applying Veterans’ Preference (STAF8607A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


August 19, 2011 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



February 2, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

May 22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

June 18, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA



EXAMININg FOR FEDERAL WAgE SySTEM jOBSSTAF7200D

Learn to use the job element method to examine applicants for trades and labor occupations. Identify the job elements necessary for success on the job, develop a plan to measure the qualifications of applicants, and rate the applicants.

LEARNINg OUTCOMES

n Understand the principles of job-element (JE) examining for Federal Wage System jobs

n Use appropriate sets of elements

n Use screen-out elements

n Identify and use applicable JE examining references and tools

n Apply JE examining practices in open-competitive and merit-staffing actions

n Use practical methods for rating applicants

WHO SHOULD ATTEND

Human resources practitioners, hiring officials, and others who need to understand and/or use the JE examining method for “blue-collar” jobs.


SCHEDULESeptember 20-21, 2011. . . . . . . . . . . . . . . . . . . Virginia Beach, VA




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DISTANCe eDUCATIoN

CoURSe

ADjUDICATINg AND APPLyINg vETERANS’ PREFERENCESTAF8607A

Ensure your personnel actions fully comply with all current and applicable veterans’ preference laws, rules, and regulations. Understand who meets the definition of veteran; who is entitled to veterans’ preference in employment in the competitive civil service and in the excepted service; and the circumstances under which veterans’ preference applies, including competitive appointments, noncompetitive appointments, and merit promotion under the Veterans Employment Opportunities Act.





LEARNINg OUTCOMES

n Identify the circumstances when veterans’ preference applies

n Know the types of veterans’ preference, including veterans, spouses, widows/widowers, and mothers

n Properly adjudicate veterans’ preference claims

n Apply veterans’ preference in both competitive and excepted appointments

n Employ these special appointing authorities for veterans: Veterans’ Recruitment Appointments (VRA); disabled veterans enrolled in a VA training program; and Veterans Employment Opportunities Act of 1998

WHO SHOULD ATTEND

Anyone who adjudicates, applies, or advises on Veterans’ Preference.



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SCHEDULEJuly 12-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH



August 16-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . . New York, NY




September 21-23, 2011. . . . . . . . . . . . . . . . . . . . . Las Vegas, NV



November 2-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO



February 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA


February 22-24, 2012. . . . . . . . . . . . . . . . . . . . . .Long Beach, CA

February 28 – March 1, 2012 . . . . . . . . . . . . . . . . . . Baltimore, MD



May 1-3, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


June 5-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



June 26-28, 2012. . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX






September 19-21, 2012. . . . . . . . . . . . . . . . . . . . . Las Vegas, NV


SUITABILITy ADjUDICATIONSTAF8101D

Learn how to perform suitability screening and adjudication for federal employment. Understand the statutory and regulatory requirements of Title 5 CFR, Part 731, and the criteria used to make suitability determinations. Apply OPM’s methodology for designating position risk and its model for making suitability determinations.

All students must bring a valid federal ID and a copy of the OPM Suitability Processing Handbook to the class. See “Course Admission Requirements” below.

WHO SHOULD ATTEND

All adjudicators who perform suitability screening of applicants for federal employment. Non-federal employees must obtain pre-approval from OPM to attend.

COURSE ADMISSION REqUIREMENTS (NO EXCEPTIONS)

To be admitted into this course, you must present:

n a valid federal ID verifying that you are a federal employee ; AND

n a copy of the OPM Suitability Processing Handbook (dated September 2008).

You must obtain the Suitability Processing Handbook from your agency’s Security Officer. Graduate School USA cannot provide the handbook. If you have any questions about the course admission requirements or are a non-federal employee, please email [email protected] before you register.


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NEWADvANCED SUITABILITy ADjUDICATIONSTAF9101D

Enhance your suitability adjudication skills. Review the adjudication process, including the specific factors and additional considerations in OPM’s regulations and Issues Characterization Chart. Gain advanced knowledge to ensure that you make sound decisions, avoid reversals on appeal, and safeguard the integrity, efficiency, and effectiveness of the federal service.

All students must bring a valid federal ID and a copy of the OPM Suitability Processing Handbook to the class. See “Course Admission Requirements” below.

WHO SHOULD ATTEND

All experienced adjudicators. Non-federal employees must obtain pre-approval from OPM to attend.

COURSE ADMISSION REqUIREMENTS (NO EXCEPTIONS)

To be admitted into this course, you must present:

n a valid federal ID verifying that you are a federal employee ; AND

n a copy of the OPM Suitability Processing Handbook (dated September 2008).

You must obtain the Suitability Processing Handbook from your agency’s Security Officer. Graduate School USA cannot provide the handbook. If you have any questions about the course admission requirements or are a non-federal employee, please email [email protected] before you register.


SCHEDULEAugust 9-10, 2011 . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD




June 28-29, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

August 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


September 12-13, 2012 . . . . . . . . . . . . . . . . . . . . . Columbus, OH



USINg FEDERAL HR FLEXIBILITIESSTAF8013D

Select and use HR flexibilities and authorities to recruit and retain a high-performing workforce. Learn the practical and appropriate uses of the various staffing, workforce restructuring, and compensation flexibilities available to federal agencies. Learn when to use direct hire authority; excepted service employment authorities; the Presidential Management Fellows Program; recruitment, retention, and relocation bonuses; various veterans’ programs; student loan repayment programs; and more.

LEARNINg OUTCOMES

n Choose and correctly use the appropriate flexibility to accomplish selective recruitment and retention objectives

n Make your agency an “employer of choice” and your agency’s hiring process more effective and efficient

n Increase your agency’s return on investment (ROI) on recruitment efforts

WHO SHOULD ATTEND

Human resources management specialists, assistants, and clerks, as well as supervisors, managers, recruiters, and other hiring officials who need to know about and use HR flexibilities.



You may be interested in Pay Options for Recruitment and Retention (PADM7003N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.





March 22-23, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


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PROCESSINg FEDERAL PERSONNEL ACTIONSSTAF7010D

Learn how to prepare, process, and approve Requests for Personnel Actions (SF-52) and Notifications of Personnel Actions (SF-50), the essential personnel records for federal employees. Use the correct and appropriate forms, terminology, codes, remarks, processes, and procedures that affect a personnel action.

LEARNINg OUTCOMES

n Locate information in and understand how to use the Guide to Processing Personnel Actions

n Apply the civil service rules, regulations, and procedures that govern federal personnel actions

n Document accession, change, and separation actions by correctly completing required entries (Nature of Action codes, Legal Authorities, remarks, etc.) on SF-50s and SF-52s

n Compute service computation dates, determine veterans’ preference, make career tenure and within-grade waiting-period decisions, and identify correct probationary periods

WHO SHOULD ATTEND

Human resources management assistants, clerks, specialists, and others who need to understand and apply federal personnel procedures.



You may be interested in Basic Processing Personnel Actions (PROC7003N) and Advanced Processing Personnel Actions (PROC9003N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

INTERvIEWINg TECHNIqUESSTAF8012D

Gain the knowledge you need to design and administer structured interviews. Focus your interviews on the job competencies that are most critical to the position. Gain skill in developing behavior-based questions that tap the applicant’s experience and indicate how the applicant is likely to handle similar assignments. Develop structured interview questions and rating scales.

LEARNINg OUTCOMES

n Conduct effective, structured interviews

n Ask appropriate, nondiscriminatory interview questions designed to evaluate applicants’ technical experience and expertise, communication skills, and other, more complex competencies, such as leadership abilities and analytical thinking

n Define benchmark responses that permit you to rate or score applicant responses

n Obtain useful information from candidates so that better selection decisions can be made

WHO SHOULD ATTEND

This course is designed for supervisors, managers, recruiters, human resources management practitioners, and others who interview job applicants.




April 19-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

June 27-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


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SCHEDULEJuly 11-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM


August 1-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD



August 22-26, 2011. . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA

September 12-16, 2011 . . . . . . . . . . . . . . . . . . . . . . Portland, OR


September 26-30, 2011 . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



December 5-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ




February 13-17, 2012 . . . . . . . . . . . . . . . . . . . . San Francisco, CA


March 19-23, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





April 30 – May 4, 2012 . . . . . . . . . . . . . . . . . . . . . Columbus, OH



May 14-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



July 9-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM


July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . . Baltimore, MD





September 10-14, 2012 . . . . . . . . . . . . . . . . . . . . . . Portland, OR



NEWCALCULATINg SERvICE COMPUTATION DATESSTAF7602D

Determine creditable service and correctly compute four service computation dates (SCDs): leave, retirement, RIF, and TSP. Recognize when and how to change an employee’s SCD.

LEARNINg OUTCOMES

n Determine what service is creditable for leave, for retirement, for RIF, and for TSP

n Correctly change SCDs based on events such as excess nonpay status or changes from intermittent to full-time or part-time work schedule

n Compute SCDs accurately

WHO SHOULD ATTEND

All federal human resources personnel who compute and make changes to SCD.


You may be interested in Calculating Service Computation Dates (PROC7002N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


SCHEDULENovember 7, 2011. . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


June 11, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

August 2, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA




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PLANNINg AND CONDUCTINg A RIFSTAF7015D

Learn to properly execute a reduction-in-force (RIF). Know what to do when an agency abolishes positions, or separates or downgrades employees due to a reorganization, lack of work, shortage of funds, or insufficient personnel ceiling. Run a mock RIF to learn about agency obligations, appeal procedures, priority placement programs, and employees’ rights, including reemployment and restoration rights.

LEARNINg OUTCOMES

n Correctly apply four key factors of a RIF: tenure of employment, veteran’s preference, length of service, and performance rating

n Determine if an employee retains his or her present position or has a right to a different position

n Understand the importance of competitive areas and competitive levels, retention group and sub-group, and “bump” and “retreat”

n Establish a retention register

n Identify pay implications for specific employees, including severance pay and retained grade and pay

WHO SHOULD ATTEND

All HR practitioners, as well as union officials and other employee representatives who need to understand or execute a RIF.



You may be interested in Reduction-In-Force (STAF7052N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 19-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO



June 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

July 23-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


STAFFINg FOR SUPPORT STAFFSTAF7001D

Learn the essential federal staffing functions and how staffing relates to other HR programs. Become knowledgeable about the Merit System Principles and the Prohibited Personnel Practices; the basic requirements of eligibility and minimum qualifications; in-service placement actions, including merit promotion; and other components of a sound recruitment and placement program.

LEARNINg OUTCOMES

n Understand the federal human resources management (HRM) model, the recruitment and staffing function, and the process and steps in filling a vacancy

n Research the Code of Federal Regulations (5 CFR) to properly determine legal and regulatory requirements for recruitment and staffing

n Determine eligibility and minimum qualifications using OPM Qualification Requirements Standards

n Apply merit promotion and in-service procedures

n Apply a job analysis process for developing assessment tools

WHO SHOULD ATTEND

Staff members involved in the preparation of SF-52s or SF-50s who need to understand the relationship between staffing and other HR programs, or who are new to the federal recruitment and placement functions.



You may be interested in Basic Staffing and Placement (STAF7100N), Federal Staffing (STAF7102A), and Staffing and Placement for Supervisors (SUPV7010N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.








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POSITION CLASSIFICATIONCLAS7003D

Become a well-trained classifier. This intensive 10-day course provides you with a foundation in General Schedule (GS) and Federal Wage System (FWS) classification. Focus on the legal bases, structure, and operation of the GS, and FWS, and alternative classification systems. Also, develop your skills in selecting and applying position classification standards and writing position evaluation statements.


LEARNINg OUTCOMES

n Understand the legal basis, structure, and primary tools of the General Schedule system

n Apply the procedures used to classify federal positions using the Factor Evaluation System

n Prepare an evaluation statement using the Factor Evaluation System

n Understand job family standards, guides, and the automated classification programs used by some federal agencies

n Select and apply procedures used to classify federal positions in the Federal Wage System

n Select and apply procedures used to classify federal positions using the narrative system

n Illustrate the rules applicable to classifying mixed grade/series and the interdisciplinary positions

n Identify the preparation and interview procedures required for a position audit

n Know how to apply the procedures used to classify federal leader, supervisor, and manager positions

WHO SHOULD ATTEND

All HR staff and others who classify positions or require an in-depth knowledge of how positions are classified. Note: Principles of Classification (CLAS7900D) is not a substitute for this in-depth, exercise-intensive course.



You may be interested in Federal Classification (CLAS7052A) and Position Classification: An Introduction (CLAS7051N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.





August 8-19, 2011 . . . . . . . . . . . . . . . . . . . . . . . Annapolis, MD

August 8-19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

September 12-23, 2011. . . . . . . . . . . . . . . . . . . . . . St. Louis, MO



October 17-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA




December 5-16, 2011. . . . . . . . . . . . . . . . . . . . . .Washington, DC


January 30 – February 10, 2012 . . . . . . . . . . . . . . . .San Antonio, TX

February 27 – March 9, 2012 . . . . . . . . . . . . . . . . . . Baltimore, MD

February 27 – March 9, 2012 . . . . . . . . . . . . . . . . . . San Diego, CA

February 27 – March 9, 2012 . . . . . . . . . . . . . . . . Virginia Beach, VA



April 23 – May 4, 2012 . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ

May 7-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL




June 11-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

July 9-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



July 30 – August 10, 2012 . . . . . . . . . . . . . . . . . . .Washington, DC

August 6-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


September 10-21, 2012. . . . . . . . . . . . . . . . . . . . . . St. Louis, MO


September 17-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . Austin, TX

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SCHEDULEAugust 8-12, 2011 . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

August 29 – September 2, 2011 . . . . . . . . . . . . . . . . . . Chicago, IL

October 3-7, 2011. . . . . . . . . . . . . . . . . . . . . . . .Washington, DC






June 11-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





PRINCIPLES OF CLASSIFICATIONCLAS7900D

Learn how to apply the basic, crosscutting principles needed to classify and analyze positions in all systems, including alternative classification systems. Become adept with the principles and procedures associated with the systems used in federal classification. Improve the analytical skills you need to ask good questions about position duties and design.

This five-day course differs from the 10-day course in several ways. Due to time constraints, this course provides fewer exercises to practice and demonstrate correct application of classification standards. Also, this course does not cover certain related topics, such as FLSA, position reviews, and classification appeals. This five-day course is not a substitute for the 10-day Position Classification (CLAS7003D) course.


LEARNINg OUTCOMES

n Identify the methods used to evaluate positions in the federal system

n Learn the principles and references that guide classification in the federal sector

n Explain and apply procedures used to classify federal positions using the FES

n Explain and apply procedures used to classify federal positions using the narrative system

n Explain and apply the rules applicable to classifying mixed grade/series and interdisciplinary positions

n Identify and apply the procedures used to classify federal leader, supervisory, and managerial positions

WHO SHOULD ATTEND

This course is for HR staff classifying positions. This includes HR and staff; managers and supervisors; administrative staff; and all others who need to know how to evaluate the level and pay of federal positions.



You may be interested in Federal Classification (CLAS7052A) and Position Classification: An Introduction (CLAS7051N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

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ADvANCED POSITION CLASSIFICATIONCLAS9001D

Your experience informs you that in federal government today it is not uncommon to find agency organizations operating side-by-side with some under the General Schedule System and with others classifying their jobs according to specific agency procedures. Acquire a good basic foundation in the principles of federal classification so you can make solid management decisions. This course refreshes your classification experience and operates as a forum for discussing the more difficult and technical classification issues.

This course and its exercises are based on actual classification appeals decided by the Office of Personnel Management.

LEARNINg OUTCOMES

n Learn the procedures used to evaluate positions under the Factor Evaluation System and the narrative system

n Use the references that guide the federal classification system

n Understand the concepts and apply the procedures to such technical issues as mixed grade/mixed series, interdisciplinary positions, and one-grade vs. two-grade interval work

n Understand the General Schedule and Federal Wage System classification appeals processes

n Interpret and apply the General Schedule Leader Grade Evaluation Guide and the General Schedule Supervisory Guide

n Apply the Fair Labor Standards Act (FLSA) categories to properly determine exempt/non-exempt status

WHO SHOULD ATTEND

This course is for HR and other agency staff, including managers, supervisors, and administrative staff, who have experience evaluating/classifying positions under Title 5 and/or alternative classification and compensation systems.


SCHEDULEJuly 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA


August 1-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

August 29 – September 1, 2011. . . . . . . . . . . . . . . . .San Antonio, TX








September 18-21, 2012 . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

POSITION CLASSIFICATION FOR NON-CLASSIFIERSCLAS8102D

Learn the basic principles, structure, and operation of the federal position classification process.

Discover how to proficiently do the following: interpret and apply classification standards, select appropriate occupational groups and series, prepare well-written descriptions and evaluation statements, apply alternative classification principles, identify work characteristics that impact position classification, and recognize the basic principles underlying position management.

LEARNINg OUTCOMES

n Select and apply job-grading standards using the Federal Wage System

n Learn the structure and operation of the General Schedule (GS) system

n Select and apply GS narrative and Factor Evaluation System (FES) classification standards

n Prepare position descriptions in a variety of formats

n Prepare evaluation statements for a variety of situations

n Learn the classification appeals process

n Classify mixed positions using a variety of classification standards and guides

n Apply guides for classifying work leaders and supervisors in the GS system

WHO SHOULD ATTEND

Supervisors, managers, and administrative staff who prepare and evaluate job descriptions or have delegated position classification authority.



You may be interested in Planning and Describing Positions for Supervisors (SUPV7061N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEAugust 3-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX



September 26-27, 2011. . . . . . . . . . . . . . . . . . . . . Baltimore, MD





August 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA




September 24-25, 2012. . . . . . . . . . . . . . . . . . . . . Baltimore, MD

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FEDERAL POSITION MANAgEMENTCLAS7012D

Discover how to use position management tools, techniques, and methods to support a high-performing organization. Obtain a solid understanding of the role of position management in succession planning.

Learn to identify and correct the following problems: fragmentation, layering unnecessary positions, narrow supervisor-to-employee ratios, job dilution, missing career ladders, workforce inconsistencies, and inaccurate position descriptions.


LEARNINg OUTCOMES

n Understand position management and its historical impact on federal agency programs

n Recognize the impact of organizational mission on position design

n Understand how organizational structures and common patterns of assigning duties affect position design

n Recognize the symptoms associated with common position management problems and how to resolve them

n Identify and apply the appropriate staffing and classification tools necessary to deal with position management issues

n Learn the various agency roles and responsibilities in the position management process

WHO SHOULD ATTEND

Human resources management specialists, management and program analysts, supervisors, managers, and team leaders who are responsible for position management and increasing work unit efficiency.


You may be interested in Fair Labor Standards Act (CLAS7102A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


SCHEDULEJuly 14-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA





March 27-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL




July 12-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA


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FAIR LABOR STANDARDS ACTCLAS7101D

Equip yourself with the information, understanding, and ability to correctly apply the provisions of the FLSA.

Learn the following: the general principles of FLSA and the administrative procedures by which covered work time must be compensated; how hours of work and scheduling of work become important factors when considering overtime pay entitlements; how to treat time spent traveling away from the official duty station that occurs outside regular working hours; and the responsibilities of those who are to ensure that FLSA provisions are not violated.


LEARNINg OUTCOMES

n Learn the history, coverage, and regulations governing the FLSA

n Describe agency, manager/supervisor, and employee responsibilities under the FLSA

n Make FLSA exempt/non-exempt determinations by applying exemption criteria to employees/positions

n Determine hours of work that can be credited as overtime by applying FLSA guidelines to a variety of situations

n Identify situations in which travel is credited as hours of work and apply the appropriate guidelines, including compensatory time for travel

n Learn the guidelines for filing an FLSA claim

WHO SHOULD ATTEND

This course is for HR practitioners, administrative staff, and payroll technicians who need an understanding of the FLSA provisions to make informed decisions or advise employees or managers on FLSA matters.


You may be interested in Fair Labor Standards Act (CLAS7102A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


SCHEDULEJuly 19-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

August 4-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

August 31 – September 1, 2011. . . . . . . . . . . . . . . . . . . Atlanta, GA

February 22-23, 2012. . . . . . . . . . . . . . . . . . . . San Francisco, CA


April 4-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

April 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . New York, NY

July 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

August 2-3, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


August 29-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

FEDERAL PAy SETTINgSTAF9002D

Acquire the knowledge necessary to set and administer pay for GS employees. Learn how to implement and apply the complex array of pay administration rules and understand the terminology, including locality rates, special rates, position of record, official worksite, highest applicable rate range, payable rate, and the geographic conversion rule.

LEARNINg OUTCOMES

n Explain GS pay-setting policies and requirements

n Apply pay-setting rules and requirements that illustrate the federal pay-setting cycle

n Set pay for a wide variety of personnel actions

WHO SHOULD ATTEND

This course is for persons who set pay or give advice on setting pay.



You may be interested in Pay Setting for GS Positions (PADM7002N) and Pay Setting for FWS Positions (PADM7001N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


July 12-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA


September 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO









June 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



August 21-23, 2012. . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

September 5-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


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SCHEDULEJuly 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL




August 16-19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Portland, OR

August 23-26, 2011. . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA





September 20-23, 2011. . . . . . . . . . . . . . . . . . . . . Columbus, OH


October 18-21, 2011 . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL


November 1-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ



January 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


February 28 – March 2, 2012 . . . . . . . . . . . . . . . . . . . . Atlanta, GA

March 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





May 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD



June 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

June 19-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL











FEDERAL EMPLOyEE RELATIONSLABR7009D

Understand the complexities of federal employee relations. Learn the rights and responsibilities of agency employees in areas such as probationary periods, performance management and awards, discipline, conduct problems, leaves of absence, labor management issues, appeals and grievances, and more.


LEARNINg OUTCOMES

n Understand management and employee rights in the workplace

n Identify and apply the correct laws and regulations for specific employee relations situations

n Determine probationary periods

n Separate performance from conduct problems

n Decide when and how management should discipline employees

n Improve performance standards and advise managers on handling performance problems

n Know the categories of awards available in the federal service

n Correctly handle situations involving medical issues

n Understand the grievance and appeal options of federal employees

WHO SHOULD ATTEND

Employee relations specialists and human resources practitioners working in support of human resources programs.


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FEDERAL LABOR RELATIONSLABR7010D

Gain a solid foundation in the area of federal labor-management relationships. Understand how harmonious labor relations can bring productivity gains to your workforce. Become proficient with the following: bargaining unit determination and election procedures; exclusive union representation, negotiations, and good-faith bargaining; and contract administration, grievance systems, and arbitration.


LEARNINg OUTCOMES

n Gain an overview of the history of labor relations in the federal sector

n Become familiar with the basic principles of labor relations incorporated in the Labor-Management Relations Statute

n Become familiar with the missions and goals of the various bodies involved in overseeing and facilitating the labor relations processes in the federal sector

n Explain the process by which a union becomes the exclusive representative

WHO SHOULD ATTEND

Labor relations specialists, human resources practitioners, and managers or supervisors who frequently deal with labor relations issues.



You may be interested in Basic Labor Relations (LABR7051N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 26-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD







January 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


March 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


April 9-12, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA




June 19-22, 2012. . . . . . . . . . . . . . . . . . . . . . San Francisco, CA










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ADvERSE AND PERFORMANCE-BASED ACTIONSLABR7100D

Achieve confidence in your ability to prepare or decide adverse actions or performance-based actions. Learn to meet rigid standards of cause, penalty, and proof-set by third parties that review removals, suspensions, demotions, and furloughs before taking adverse and performance-based actions against employees. Explore disciplinary and non-disciplinary causes; unusual cause situations, such as medical problems or off-duty conduct; penalty factors; issues of proof; and pre-action investigations.

LEARNINg OUTCOMES

n Determine whether an action requires adverse action or unacceptable performance action procedures

n Decide when an adverse action or unacceptable performance action is justified

n Determine if enough proof is available to take an action

n List relevant factors in assessing penalties

n Follow the correct procedures in taking either of the two actions

WHO SHOULD ATTEND

Federal HR practitioners, administrative specialists, and managers and supervisors who prepare or decide adverse actions.


You may be interested in Solving Performance and Conduct Problems (LABR7052N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.



August 16-19, 2011 . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA





December 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



April 3-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


May 15-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

June 25-28, 2012. . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD





EMPLOyEE CONDUCT AND PERFORMANCELABR7011D

Develop the skills necessary to deal with common performance and conduct problems. In this practical, no-nonsense program, you explore day-to-day problems that face federal supervisors.

Become adept at dealing with the following workplace issues: absenteeism, insubordination, an employee coming to work under the influence, threatening and intimidating co-workers, sick leave abuse, contentious conduct, poor performance, and workplace violence.

LEARNINg OUTCOMES

n Distinguish between a performance problem and a conduct problem

n Determine when employee conduct is actionable

n Decide whether to take formal or informal action

n List the most common factors in assessing penalties

n Follow the correct steps in a performance counseling session

n Write a performance improvement plan

n Learn the steps in a performance-based action

WHO SHOULD ATTEND

HR practitioners, as well as civilian and military supervisors of federal civilian employees.



You may be interested in Solving Performance and Conduct Problems (LABR7052N), Improving Employee Performance (SUPV7007N), and Performance Feedback (SUPV7008A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEAugust 1-2, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX









July 30-31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX




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FEDERAL PERFORMANCE MANAgEMENTLABR7013D

Become equipped in your role as supervisor, manager, or human resources specialist with the skills you need to make meaningful performance distinctions. Improve and implement your communication, planning, tracking, and existing performance tools to make, or advise on making, performance decisions, regardless of the system in which you find yourself.


LEARNINg OUTCOMES

n Describe the basis for performance decisions

n Identify the current federal performance management systems

n Plan and determine how performance distinctions will be measured

n Identify how to help employees progress toward established performance goals

n Evaluate performance against established standards, and communicate results

WHO SHOULD ATTEND

Supervisors or managers who are involved in appraising individual employees, or HR practitioners who offer advice or work to make the appraisal process functional in their organizations.



You may be interested in Developing Performance Standards (LABR7007A), Improving Employee Performance (SUPV7007N), and Performance Feedback (SUPV7008A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX




March 19-21, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



EMPLOyEE PERFORMANCE DISCUSSIONSLABR7015D

Learn how to hold productive performance discussions with your employees. By structuring discussions and appropriately focusing your feedback, become skilled at defining short- and long-term expectations, explaining how progress is measured, and identifying current levels of accomplishment. Through real-world exercises, you practice communication and performance management skills to minimize stress when providing feedback, anticipate employee reactions, and build a common understanding of performance expectations.

LEARNINg OUTCOMES

n Recognize the differences between performance and conduct

n Utilize proven communication approaches to reach a common understanding of expectations

n Monitor performance and provide ongoing feedback to avoid surprises

n Deliver effective performance-focused feedback

n Overcome reluctance toward conducting performance-based discussions

n Eliminate personal issues that get in the way of effective performance discussions

n Communicate and recognize successful performance

n Plan interim and annual performance review conversations

WHO SHOULD ATTEND

All supervisors, managers, and team leaders who conduct performance discussions.




September 14-15, 2011 . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO



March 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


May 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 19-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


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MEDIATINg EMPLOyEE DISPUTESPMgT7003D

Learn how to mediate employee disputes and maintain productive work relationships. Develop your problem-solving skills and study the causes and dynamics of conflict, the alternative dispute resolution process, coaching and negotiating skills, and more.

LEARNINg OUTCOMES

n Define alternative dispute resolution

n Identify criteria to help select cases best suited for mediation

n Explain when alternative dispute resolution is not appropriate

n Coach disputing parties to communicate effectively

n Contrast the outcome of a dispute resolved using traditional dispute resolution methods with one resolved by alternative dispute resolution methods

WHO SHOULD ATTEND

Human resources, EEO, and management officials who deal with employee disputes will find this course especially helpful.


SCHEDULESeptember 19-22, 2011. . . . . . . . . . . . . . . . . . . . .Washington, DC




FEDERAL EMPLOyEE PERFORMANCE STANDARDSLABR7014D

Gain the skills you need to develop or revise employee performance standards that are realistic, relate to the organization mission, and identify true differences in employee performance.

LEARNINg OUTCOMES

n Develop performance standards that distinguish the true levels of employee performance

n Identify objective criteria suitable for measurement

WHO SHOULD ATTEND

Supervisors, managers, and team leaders, and HR staff involved in the development of performance standards. This course is appropriate for all individuals who develop or modify performance standards.



You may be interested in Developing Performance Standards (LABR7007A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULESeptember 27, 2011. . . . . . . . . . . . . . . . . . . . . . .Washington, DC


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NEgOTIATINg FEDERAL LABOR AgREEMENTSLABR9001D

Enhance your abilities to prepare for contract negotiation sessions. Explore the fundamentals of preparing for negotiations, from applying refined bargaining skills and tactics to resolving impasses and dealing successfully with the Federal Mediation and Conciliation Service. Learn to apply a proactive approach to developing management and negotiation philosophy and proposals.

LEARNINg OUTCOMES

n Organize a team to negotiate labor agreements

n Understand union proposals and tactics

n Assess the implications of proposal bargaining

n Develop a proactive approach to negotiation

n Understand and use interest-based bargaining approaches

WHO SHOULD ATTEND

This course is for supervisors, managers, attorneys, and human resources management staff who negotiate labor agreements or advise management negotiators.

Prerequisite: Prior labor relations training is advantageous but not required.


SCHEDULESeptember 19-23, 2011. . . . . . . . . . . . . . . . . . . . . Baltimore, MD















[email protected].



graduateschool.edu

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July 25-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX







December 5-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


January 30 – February 3, 2012 . . . . . . . . . . . . . . . . . . . Seattle, WA






May 14-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

June 4-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA




July 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX






FEDERAL EMPLOyEE BENEFITSBENE7104D

Make sure you can accurately and thoroughly analyze and respond to employees’ questions about their federal employee benefits. This course covers the Federal Employees Health Benefit (FEHB) program, the Federal Employees Group Life Insurance (FEGLI) program, the Thrift Savings Plan (TSP), CSRS, CSRS Offset and FERS, and Social Security. Participants gain the ability to advise new, current, and separating employees about their benefits.


LEARNINg OUTCOMES

n Determine retirement system coverage for new hires, rehires, transfers, and converted employees

n Explain the basics of the Social Security eligibility and survivor benefits

n Explain the basics of the Thrift Savings Program and withdrawal options

n Determine retirement eligibility dates, identify creditable service, and calculate basic annuity amounts under CSRS and FERS

n Determine and explain eligibility requirements, options, and coverage for FEHB and FEGLI

WHO SHOULD ATTEND

All HR employees who administer and apply federal employee benefits.


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FERS BENEFITS APPLICATIONSBENE8111D

Learn all you need to know to correctly inform and counsel FERS employees about their federal retirement benefits and option issues. This comprehensive workshop covers the Federal Employees Retirement System rules, regulations, and benefits, as well as FERS retirement application procedures.

LEARNINg OUTCOMES

n Identify FERS coverage and retirement eligibility requirements

n Compute creditable annuity and service estimates

n Explain the significance of the Thrift Savings Plan for FERS employees

n Perform deposit service and post-56 military deposit service

n Apply FERS retirement spousal elections, survivor benefits, and death benefits

n Utilize the appropriate FERS retirement forms, and accurately prepare and process retirement applications

WHO SHOULD ATTEND

All HR employees who administer and apply FERS employee benefits.












CSRS BENEFITS APPLICATIONSBENE8110D

Learn all you need to know to correctly counsel CSRS and CSRS Offset employees about their federal retirement benefits. This comprehensive workshop covers the Civil Service Retirement System rules, regulations, and benefits, as well as CSRS retirement application procedures.

LEARNINg OUTCOMES

n Identify CSRS coverage and retirement eligibility requirements

n Compute creditable annuity and service estimates

n Explain deposit service, redeposit service, and post-56 military deposit service

n Explain CSRS retirement spousal elections, survivor benefits, and death benefits

n Use the appropriate CSRS retirement forms and accurately process retirement applications

n Explain retiree aspects of FEHB and FEGLI, including eligibility and options

n Explain the special rules that impact Social Security benefits for CSRS retirees and surviving spouses

n Prepare complete and accurate CSRS retirement applications

WHO SHOULD ATTEND

All HR employees who administer and apply CSRS employee benefits. Staff specialists, assistants, and clerks, as well as other support staff members who are involved in administering federal benefits, will also benefit.



August 2-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




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WORkERS COMPENSATION AND DISABILITy RETIREMENTBENE8104D

Develop the knowledge and skills you need to handle claims for the Office of Workers Compensation Program (OWCP) and federal disability retirement. Understand the features of each program and help your agency process claims quickly and accurately, reduce its worker compensation costs, and bring injured employees back to work.

LEARNINg OUTCOMES

n Understand benefits available under the Office of Workers Compensation Program (OWCP) and federal disability retirement

n Answer questions regarding the OWCP

n Explain and process the various claims forms for OWCP and disability retirement

n Explain injury compensation rules and return-to-work plans to federal employees

WHO SHOULD ATTEND

HR specialists, assistants, and clerks, as well as other support staff members who are involved in administering federal benefits.






June 27-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



Graduate School USA knows that travel and

accommodations can be challenging and

sometimes expensive. As the official hotel of

Graduate School USA, Club Quarters offers

special terms for course participants attending

Graduate School USA courses in Boston,

Chicago, Houston, New York, Philadelphia,

San Francisco, and Washington, DC. When

making your reservations, just use the code

“Graduate School” to qualify for special rates

and individual daily meal credits.

For reservations, call (212) 575-0006 or visit www.clubquarters.com.

graduateschool.edu

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MANAgINg WORkFORCE DIvERSITyEEOP7001D

Create an inclusive environment that capitalizes on today’s complex and dynamic workplace. Come to understand, appreciate, and account for the impact and value of differences—in backgrounds, generations, cultural experiences, perspectives, personality, and heritage. Examine your own workplace interpersonal behavior, discover its impact on those you lead, and enhance your skills to set a positive example and foster a respectful environment that maximizes employee productivity.

LEARNINg OUTCOMES

n Identify the major trends that impact diversity in the workplace

n Explain the relationships among diversity, EEO, and affirmative action

n Understand culture and cultural diversity

n Describe the impact of culture and cultural differences on interpersonal relations and the organization

n Identify differences between cultural groups, gender groups, and generational groups

n Explain how prejudices and stereotypes are formed

n Recognize how to manage your own stereotypes

n Identify ways to improve communication across cultures

n Describe the self-management skills individuals need for effective intercultural transactions

WHO SHOULD ATTEND

Supervisors, managers, and team leaders.

2 Days • 1.2 CeU


EEO IN THE FEDERAL SECTOREEOP7012D

Understand the basics of EEO laws as they affect federal employment. Learn about prohibited forms of discrimination; the federal sector EEO complaint process; techniques for identifying and avoiding workplace discrimination, harassment, and retaliation; and supervisory responsibility for affirmative employment in the federal sector.


LEARNINg OUTCOMES

n Identify agency responsibilities for establishing and maintaining EEO and affirmative employment programs

n Discuss the history of EEO in the federal government

n Understand the role and responsibilities of EEO and HR practitioners in the EEO program

n Explain the rights and responsibilities of federal employees, supervisors, and managers under EEO regulations

n Recognize EEO’s place in the agency and how it interfaces with HR management

WHO SHOULD ATTEND

All federal employees.



You may be interested in EEO – Its Place in the Federal Government (EEOP7051N) and Introduction to Federal EEO (EEOP7004N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.










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SEXUAL HARASSMENT PREvENTION FOR SUPERvISORSEEOP0011D

Learn about the various types of sexual harassment and the kinds of behavior that may be interpreted as sexual harassment in the workplace. Recognize your role in preventing sexual harassment and your responsibilities when sexual harassment complaints are raised.

LEARNINg OUTCOMES

n Define sexual harassment and identify sexually harassing situations

n Identify the nature and extent of sexual harassment

n Identify agency actions to reduce sexual harassment

n Take appropriate action when handling sexual harassment allegations

n Use appropriate techniques when interviewing the victim and the accused

n Counsel potential complainants regarding their rights and the remedies available to them

n Explain the discrimination complaint procedure

n Recognize personal behavior that could lead to charges of sexual harassment

WHO SHOULD ATTEND


1 Day • 0.6 CeU


You may be interested in Preventing Sexual Harassment in the Workplace (EEOP7003N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


SEXUAL HARASSMENT PREvENTION FOR EMPLOyEESEEOP0010D

Sexual harassment is not only illegal, it also detracts from workplace productivity and professionalism. Learn about the various types of sexual harassment; how to distinguish sexual harassment from sexual discrimination; the avenues for addressing sexual harassment issues; your rights to file a sexual harassment complaint; and the types of remedies available for victims.

LEARNINg OUTCOMES

n Define sexual harassment

n Identify sexually harassing situations


n Identify personal behavior that could be offensive or harassing

n Respond appropriately to sexually harassing behavior

n Describe how sexual harassment can affect the terms, conditions, and privileges of employment

n Describe management’s responsibility for creating a hostility-free work environment

WHO SHOULD ATTEND

All federal employees.

1 Day • 0.6 CeU


You may be interested in Preventing Sexual Harassment in the Workplace (EEOP7003N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.




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FEDERAL EEO COUNSELINgEEOP7101D

Prepare to be an effective EEO counselor. Practice the skills you need to counsel employees and handle complaints. Learn about the EEO counselor’s roles and responsibilities, and study the laws, regulations, and directives that govern federal EEO and the federal EEO complaint procedures. Learn about prohibited forms of discrimination, including disparate treatment and adverse impact, and understand reasonable accommodation.

LEARNINg OUTCOMES

n Explain the EEO process set forth in 29 CFR, Part 1614, emphasizing important time frames in the EEO process and the rights and responsibilities of parties

n Identify relevant issues, documents, and witnesses

n Attempt resolution of the issues

n Prepare the EEO counselor’s report

n Describe other procedures available to aggrieved persons

n Understand mixed-case processing issues, including the right of election; class complaints processing; and the negotiated grievance procedure

n Describe available remedies, including compensatory damages, attorneys’ fees, and costs available to prevailing parties

WHO SHOULD ATTEND

EEO counselors.



You may be interested in EEO Counseling (EEOP7002N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.



August 2-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV







April 3-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

May 1-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


June 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM



July 31 – August 3, 2012 . . . . . . . . . . . . . . . . . . . . Las Vegas, NV



EEO FOR SUPERvISORS AND MANAgERSEEOP8101D

Enhance your performance as a federal supervisor by understanding your roles, responsibilities, and obligations in recruiting and maintaining a diverse workforce and in addressing and preventing discrimination, retaliation, and all forms of harassment.

LEARNINg OUTCOMES

n Define management’s role and responsibility in the EEO program

n Consider the impact of EEO laws when making decisions

n Take appropriate action when an EEO complaint is filed

n Recognize and implement sound practices that support EEO objectives

n Work with the special emphasis programs to achieve EEO objectives

n Define, identify, and take appropriate action in sexual harassment cases

n Understand the affirmative action program

n Learn proper job interview questions

WHO SHOULD ATTEND

Federal team leaders, supervisors, and managers, as well as military personnel who supervise civilian employees.



You may be interested in Introduction to Federal EEO (EEOP7004N) and EEO – Its Place in the Federal Government (EEOP7051N), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.





April 24-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

June 18-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

July 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO



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ROLES AND RESPONSIBILITIES OF THE EEO ADvISORy COMMITTEEEEOP8110D

Build a strong, effective equal employment opportunity (EEO) advisory committee. Identify the roles and responsibilities of committee members. Learn the EEO laws, regulations, and directives that govern the federal sector, and acquire the skills you need to communicate and coordinate with top management regarding EEO and diversity issues.

LEARNINg OUTCOMES

n Explain the roles and responsibilities of a committee member

n Use group dynamics to develop effective EEO advisory committees

n Advise management on EEO-related issues

n Identify the laws, regulations, and directives that govern the federal sector

n Explain the EEO complaint process

n Discuss the basic concepts behind affirmative action and federal EEO affirmative action program planning

n Coordinate plans with Special Emphasis Program coordinators and/or managers

WHO SHOULD ATTEND

EEO advisory committee members, individuals with collateral EEO responsibilities, Special Emphasis Program managers, and EEO staff members.


SCHEDULEJuly 28-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



September 8-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ

April 9-10, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

July 26-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



September 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ

SPECIAL EMPHASIS PROgRAM MANAgEMENTEEOP8115D

Obtain the guidance you need to perform successfully as a Special Emphasis Program (SEP) manager. Get an overview of EEO and affirmative employment principles, and learn to develop a strategy for managing and implementing your program. Learn how to identify employment barriers that impact your target group; allocate resources; conduct meetings; and sponsor appropriate SEP activities.

LEARNINg OUTCOMES

n Successfully carry out your duties and responsibilities as a Special Emphasis Program manager

n Identify employment barriers that impact your target group

n Provide sound input to management in developing affirmative employment and Federal Equal Opportunity Recruitment Program (FEORP) plans

n Explain EEO laws, the complaint process, and its role in EEO

n Create, implement, publicize, and promote a Special Emphasis Program

WHO SHOULD ATTEND

All EEO Program managers: Federal Women’s Program, Disability Program, Latino Employment Program, Native-American Program, Asian-Pacific Program, African-American Program, Veterans Employment Program, and Diversity Program.


SCHEDULEJuly 27-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA


August 22-24, 2011. . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ


August 30 – September 1, 2011. . . . . . . . . . . . . . . . .San Antonio, TX


February 1-3, 2012 . . . . . . . . . . . . . . . . . . . . . San Francisco, CA



April 2-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

May 22-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

July 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX




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APPLyINg FOR FEDERAL jOBSCDEv7005A

Understand the federal application process and learn how to describe your credentials so that you get the credit you deserve. Explore the information provided on USAjobs.gov to prepare a resume that demonstrates your qualifications and eligibility for the job you want.




n Instructor support via email and video conferencing

LEARNINg OUTCOMES

n Understand federal employment terminology

n Select and apply to appropriate job openings on USAjobs.gov

n Prepare a resume that describes your qualifications for specific federal job openings

n Identify strategies and skills for marketing, networking, and interviewing

WHO SHOULD ATTEND

U.S. citizens interested in applying for a federal job, including the general public and current and former federal employees.



Enroll anytime.

FEDERAL EMPLOyEE DEvELOPMENTCDEv7007D

Gain a comprehensive understanding of the role of training and development in the management of human resources. Explore the impact of legal requirements and both OPM and agency policy guidance. Learn to use a systematic approach to improving individual and organizational performance as well as the importance of a continuous learning environment in the development of a high-performing workforce.


LEARNINg OUTCOMES

n Understand the evolving role of the HRD professional in the changing HRD environment

n Describe the learning organization

n Identify the connection between learning and performance

n Apply training needs assessment tools

n Recognize optional training formats, such as Web-based instruction

n Know the specific training regulations and policies related to training and development

n Apply training policy to real organizational situations

n Learn the key components of career management

WHO SHOULD ATTEND

Human resources management practitioners at all levels.





August 31 – September 2, 2011. . . . . . . . . . . . . . . . . San Diego, CA






July 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



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INSTRUCTOR TRAININgCDEv9001D

Sharpen and improve your instructional skills and become a more polished presenter. Discover proven training techniques for large and small groups, including a variety of instructional methods from presentation and demonstration to role-playing and game-playing. Develop a personal toolkit of training techniques, and learn to evaluate your training success.

LEARNINg OUTCOMES

n Understand the needs of the adult learner in the classroom environment

n Appreciate the seven different learning styles and identify your own preferred style

n Effectively use nonverbal communication techniques to manage the group

n Use PowerPoint presentations and transparencies effectively

n Apply the five phases of the instructional design process

n Use alternatives to lecturing that actively involve the learner

n Strengthen your presentation skills and techniques

n Assess whether learning has occurred

WHO SHOULD ATTEND

All employees who conduct training.


SCHEDULEAugust 2-5, 2011 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA



April 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA




graduateschool.edu

Approved for Veterans Affairs (VA) Education BenefitsGraduate School USA is a member

of SOC ConsortiumA member of GoArmyED

For nine decades, Graduate School USA has been honored to support members of the armed services and their families with professional training and continuing education options.

Visit graduateschool.edu/military for information about benefits available to veterans, service members, and their spouses and dependents.

Providingservicemembersandtheirspouseswitheducationoptionsthatmeettheirneeds.

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NEWDISTANCe

eDUCATIoN CoURSe

FERS ORIENTATION FOR NEW EMPLOyEESBENE7630A

Are you new to your job with the federal government? Need to know and understand your basic benefits? Then this is the course for you! This online course is designed to give participants an introduction to Federal Employee Retirement System (FERS) and employee benefit programs. Get the tools and information necessary to understand federal employee benefits. Topics covered in this course include Federal Employee Retirement System (FERS) basics; survivor benefits for survivors of FERS employees; disability planning for FERS employees; Thrift Savings Plan (TSP) basics; Federal Employee Health Benefits (FEHB) program and Flexible Benefit Plan options, the Federal Long Term Care Insurance Program (FLTCIP); and life insurance planning for FERS employees, including the Federal Employee Group Life Insurance (FEGLI) program.




LEARNINg OUTCOMES

n Explain the basics of the FERS retirement system

n Know how military service, temporary service, and refunded service impact retirement benefits under FERS

n Understand the survivor benefits payable upon the death of a FERS employee

n Understand the benefits available to a disabled FERS employee

n Know the basic provisions of the Thrift Savings Plan (TSP)

n Understand and utilize the Federal Employee Health Benefits (FEHB) program

n Explain federal Flexible Benefit Plans

n Understand the Federal Long Term Care Insurance Program (FLTCIP)

n Know the basics of the Federal Employee Group Life Insurance (FEGLI) program and how that program fits into life insurance planning

WHO SHOULD ATTEND

All federal employees in the first 12 months of service.




DISTANCe eDUCATIoN

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FINANCIAL PLANNINg FOR FEDERAL EMPLOyEESBENE7500A

Apply an analysis and decision-making framework to assess your personal financial health and your readiness for retirement. Learn how to invest and save to meet your retirement goal.



LEARNINg OUTCOMES

n Determine your financial and retirement “personality”

n Calculate what your retirement investment should be in order to meet your retirement goals

n Identify the value of your federal benefits, including retirement benefits, health and life insurance options, long-term-care insurance, Thrift Savings Plan (TSP), and the flexible savings accounts

n Create your retirement readiness profile

WHO SHOULD ATTEND

All federal employees, especially those new to their careers.

Note: Mid-career employees will benefit from Mid-Career Retirement Planning (BENE8102D). Pre-retirement employees will benefit from any of our pre-retirement planning workshops.


SCHEDULE (gS CONNECT LIvE FORMAT)Monday & Wednesday 1:00 – 3:00 p.m. Eastern time.

September 19, 21, 2011 . . . . . . . . . . . . . . . . . . Distance Education

March 19, 21, 2012 . . . . . . . . . . . . . . . . . . . . . Distance Education

June 18, 20, 2012 . . . . . . . . . . . . . . . . . . . . . Distance Education

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MID-CAREER RETIREMENT PLANNINg (FERS PARTICIPANTS ONLy)BENE8120D

Improve your retirement outlook by obtaining important information now. This course, designed for federal employees covered under the Federal Employees Retirement System (FERS), helps you prepare a retirement readiness index and a financial plan. Learn how to optimize your TSP and FERS annuities, how Social Security benefits are calculated, and how your health and life insurance benefits carry over into retirement.

LEARNINg OUTCOMES

n Develop a realistic retirement plan

n Identify your retirement income needs and develop appropriate financial plans for your retirement

n Understand how your basic civil service annuity will be computed

n Make decisions regarding your federal health and life insurance benefits

n Identify TSP withdrawal options

WHO SHOULD ATTEND

Federal employees interested in understanding the implications of benefits decisions made early in their careers.

Note: Employees who are within 10 years of retirement should take a pre-retirement planning course. Federal employees in the first 12 months of service should take FERS Orientation for New Employees (BENE7630A).

Spouses are welcome to attend at no charge.



You may be interested in FERS Mid-Career Retirement Planning (BENE7530A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 28-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCNovember 3-4, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DCMarch 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WAMarch 22-23, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 3-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CAMay 15-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GAMay 21-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJune 4-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CAJune 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXJune 12-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PAJuly 26-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCAugust 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Portland, ORAugust 29-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MOSeptember 27-28, 2012. . . . . . . . . . . . . . . . . . . . .Washington, DC

MID-CAREER RETIREMENT PLANNINgBENE8102D

Get important information now that will help you improve your retirement outlook. In this course—which is designed for federal employees covered under the Federal Employees Retirement System (FERS) or under the Civil Service Retirement System (CSRS)—prepare a retirement readiness index and a financial plan. Learn how to optimize your TSP, FERS, and CSRS annuities; how Social Security benefits are calculated; and how your health and life insurance benefits carry over into retirement.

LEARNINg OUTCOMES

n Develop a realistic retirement plan


n Understand how your basic civil service annuity will be computed

n Make decisions regarding your federal health and life insurance benefits

n Identify TSP investment options

WHO SHOULD ATTEND

Federal employees interested in understanding the implications of benefits decisions made early in their careers.

Note: Employees who are within 10 years of retirement should take a pre-retirement planning course.

2 Days • 1.2 CeU

Available by contract at your location.

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PRE-RETIREMENT PLANNINgBENE7102D

Acquire the information you need to make fully informed decisions about retirement. Learn how CSRS and FERS annuities and Social Security benefits are calculated and how your health and life insurance benefits carry over into retirement. Learn about Social Security benefits, Medicare, and Thrift Savings Plan withdrawal options, and gain an overview of financial, estate, and “life” planning.

LEARNINg OUTCOMES

n Determine when you are able to retire and explain the major steps involved in the retirement application process

n Understand how your basic annuity will be computed and what benefits will be payable to your survivors

n Identify your federal health and life insurance benefits after retirement, as well as your entitlement to Social Security benefits, including Medicare, and how/whether your Social Security benefit will be affected by the Windfall Elimination Provision



WHO SHOULD ATTEND

Federal employees who are within 10 years of retirement. Employees who do not anticipate retiring for more than 10 years should take the Mid-Career Retirement Planning (FERS only Participants) (BENE8120D) or FERS Mid-Career Retirement Planning (BENE7530A) course.




You may be interested in FERS Retirement Planning (BENE7510A) and CSRS Retirement Planning (BENE7520A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 13-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Harrisburg, PAAugust 17-18, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCAugust 31 – September 1, 2011. . . . . . . . . . . . . . . . . Las Vegas, NVSeptember 7-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HISeptember 13-14, 2011 . . . . . . . . . . . . . . . . . . . . Kansas City, MOFebruary 29 – March 1, 2012 . . . . . . . . . . . . . . . . . .Washington, DCApril 11-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TXMay 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GAJune 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 11-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Harrisburg, PAJuly 11-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Portland, ORAugust 15-16, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HISeptember 11-12, 2012 . . . . . . . . . . . . . . . . . . . . Kansas City, MO

DISTANCe eDUCATIoN

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FERS MID-CAREER RETIREMENT PLANNINgBENE7530A

Learn the best moves to improve your retirement outlook. Focus on key information and available options now, while time is on your side. Learn how to maximize your TSP savings, how Social Security benefits are calculated, and how to ensure that health and life insurance benefits carry over into retirement.




LEARNINg OUTCOMES

n Determine when you are able to retire and understand the major steps involved in the retirement process

n Perform basic Federal Employees Retirement System (FERS) annuity computations

n Explain your options regarding federal health and life insurance benefits

WHO SHOULD ATTEND

Federal employees covered by the Federal Employees Retirement System (FERS) who are interested in understanding the implications of benefit decisions made early in their careers.

Note: Employees who do not anticipate retiring for at least 10 years should take a pre-retirement planning course.






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July 11-12, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

July 12-13, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

July 13-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

July 21-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV





August 18-19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


August 31 – September 1, 2011. . . . . . . . . . . . . . . . . . . Chicago, IL

September 15-16, 2011 . . . . . . . . . . . . . . . . . . . . . Rock Island, IL









March 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

March 20-21, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

March 22-23, 2012 . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM




May 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


May 31 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

June 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

June 19-20, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

July 11-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

July 19-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV



August 8-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Portland, OR

August 16-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX




September 13-14, 2012 . . . . . . . . . . . . . . . . . . . . . Rock Island, IL




PRE-RETIREMENT PLANNINg (CSRS PARTICIPANTS ONLy)BENE7120D

Acquire the information you need to make fully informed decisions about retirement. Learn how Civil Service Retirement System (CSRS) annuities are calculated and how your health and life insurance benefits carry over into retirement. In this course, learn about Social Security, Medicare, and Thrift Savings Plan (TSP) withdrawal options, and gain an overview of financial and estate planning.

LEARNINg OUTCOMES



n Determine whether you will be entitled to Social Security benefits, including Medicare, and how/whether your Social Security benefit will be affected by either the Windfall Elimination Provision or the Government Pension Offset

n Identify your federal health and life insurance benefits after retirement



WHO SHOULD ATTEND

Federal employees covered by the Civil Service Retirement System (CSRS) who are within 10 years of retirement.




You may be interested in CSRS Retirement Planning (BENE7520A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

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CSRS RETIREMENT PLANNINgBENE7520A

Prepare for retirement by learning how Civil Service Retirement System (CSRS) annuities are calculated; how health and life insurance benefits carry over into retirement; and how Social Security, Medicare, and Thrift Savings Plan (TSP) withdrawal options apply to the federal retiree.




LEARNINg OUTCOMES

n Determine when you are eligible to retire and explain the major steps involved in the retirement application process


n Determine your entitlement to Social Security benefits, including Medicare, and how/whether your Social Security benefit will be affected by either the Windfall Elimination Provision or the Government Pension Offset

WHO SHOULD ATTEND

Federal employees covered by the Civil Service Retirement System (CSRS) who are within 10 years of retirement.

Note: Employees who do not anticipate retiring for at least 10 years should take Mid-Career Retirement Planning (BENE8102D). For information on financial planning we recommend Financial Planning for Federal Employees (GS Connect)

(BENE7500A).



You may be interested in Financial Planning for Federal Employees (BENE7500A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.














[email protected].



graduateschool.edu

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PRE-RETIREMENT PLANNINg (FERS PARTICIPANTS ONLy)BENE7110D

Obtain the information you need in order to make fully informed decisions about retirement. Learn how FERS annuities and Social Security benefits are calculated and how your health and life insurance benefits carry over into retirement. In this course, learn about Medicare and Thrift Savings Plan (TSP) withdrawal options, and gain an overview of financial and estate planning.

LEARNINg OUTCOMES



n Identify your federal health and life insurance benefits after retirement, as well as your entitlement to Social Security benefits, including Medicare, and how/whether your Social Security benefit will be affected by the Windfall Elimination Provision



WHO SHOULD ATTEND

Federal employees covered by the Federal Employees Retirement System (FERS) who are within 10 years of retirement. Those employees who do not anticipate retiring for more than 10 years should take FERS Mid-Career Retirement Planning (FERS Participants Only) (BENE8120D) or FERS Mid-Career Retirement Planning (BENE7530A).




You may be interested in FERS Retirement Planning (BENE7510A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.






August 29-30, 2011 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



September 20-21, 2011. . . . . . . . . . . . . . . . . . . . . . . Boston, MA






February 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

February 13-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA


March 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




April 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Kahului, HI



May 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

May 16-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hilo, HI


June 4-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


June 21-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA








September 18-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . Boston, MA



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FERS RETIREMENT PLANNINgBENE7510A

Prepare for retirement by learning how FERS annuities are calculated; how health and life insurance benefits carry over into retirement; and how Social Security, Medicare, and Thrift Savings Plan (TSP) withdrawal options apply to the federal retiree.




LEARNINg OUTCOMES

n Explain the major steps involved in the retirement application process, and determine when you are eligible for retirement

n Understand how your basic annuity will be computed (including how a CSRS component affects the computation) and what benefits will be payable to your survivors

n Determine your entitlement to Social Security benefits, including Medicare, and how/whether your Social Security benefit will be affected by either the Windfall Elimination Provision or the Government Pension Offset

WHO SHOULD ATTEND

Federal employees covered by the Federal Employees Retirement System (FERS) who are within 10 years of retirement.

Note: Employees who do not anticipate retiring for at least 10 years should take Mid-Career Retirement Planning (FERS Participants Only) (BENE8120D). For information on financial planning we recommend Financial Planning for Federal Employees (GS Connect) (BENE7500A).



You may be interested in Financial Planning for Federal Employees (BENE7500A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.














[email protected].



graduateschool.edu

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PRE-RETIREMENT PLANNINg FOR LAW ENFORCEMENT AND FIREFIgHTERSBENE7201D

As a law enforcement officer or firefighter, obtain the information you need to make fully informed decisions about retirement. Learn how your CSRS and FERS annuities are calculated and how your health and life insurance benefits carry over into retirement. Take this course to learn about Social Security, Medicare, and Thrift Savings Plan (TSP) withdrawal options, and to gain an overview of financial and estate planning.

LEARNINg OUTCOMES


n Understand how your annuity will be computed and what benefits will be payable to your survivors

n Determine whether you will be entitled to Social Security benefits, including Medicare, and how/whether your Social Security benefit will be affected by either the Windfall Elimination Provision or the Government Pension Offset

n Identify your federal health and life insurance benefits after retirement



WHO SHOULD ATTEND

Federal law enforcement officers or firefighters covered by the Civil Service Retirement System (CSRS) or the Federal Employees Retirement System (FERS) who are within 10 years of retirement.




You may be interested in CSRS Retirement Planning for Law Enforcement and Firefighters (BENE7620A) and FERS Retirement Planning for Law Enforcement and Firefighters (BENE7720A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 6-7, 2011. . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

August 16-17, 2011 . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH

August 31, 2011 – September 1, 2011 . . . . . . . . . . . . . San Diego, CA



October 18-19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





April 25-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

May 3-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA


June 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

June 19-20, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL



July 10-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

August 29-30, 2012 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

September 18-19, 2012 . . . . . . . . . . . . . . . . . . . . Kansas City, MO

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CSRS RETIREMENT PLANNINg FOR LAW ENFORCEMENT AND FIREFIgHTERSBENE7620A

Learn how CSRS annuities for law enforcement officers and firefighters are calculated; how health and life insurance benefits carry over into retirement; and how Social Security, Medicare, and Thrift Savings Plan (TSP) withdrawal options affect retiring law enforcement officers and firefighters.




LEARNINg OUTCOMES

n Explain the major steps involved in the retirement application process and determine your retirement date

n Compute your basic annuity and determine what benefits will be payable to your survivors

n Establish your Social Security entitlements, including Medicare, and learn how/whether your Social Security benefit will be affected by either the Windfall Elimination Provision or the Government Pension Offset

WHO SHOULD ATTEND

Federal law enforcement officers or firefighters covered by the Civil Service Retirement System (CSRS) who are within 10 years of retirement.

Note: For information on financial planning, we recommend Financial Planning for Federal Employees (BENE7500A).




DISTANCe eDUCATIoN

CoURSe

FERS RETIREMENT PLANNINg FOR LAW ENFORCEMENT AND FIREFIgHTERSBENE7720A

Learn how FERS annuities for law enforcement officers and firefighters are calculated; how health and life insurance benefits carry over into retirement; and how Social Security, Medicare, and Thrift Savings Plan (TSP) withdrawal options affect retiring law enforcement officers and firefighters.




LEARNINg OUTCOMES

n Explain the major steps involved in the retirement application process and determine when you are eligible for retirement

n Determine what benefits will be payable to your survivors, and learn to compute your basic annuity

n Discover if your Social Security benefits will be affected by either the Windfall Elimination Provision or the Government Pension Offset, and determine whether you will be entitled to Social Security benefits, including Medicare

WHO SHOULD ATTEND

Federal law enforcement officers or firefighters covered by the Federal Employees Retirement System (FERS) who are within 10 years of retirement.

Note: Employees who do not anticipate retiring within 10 years should take Mid-Career Retirement Planning (BENE8102D). For information on financial planning, we recommend Financial Planning for Federal Employees (GS Connect) (BENE7500A).




EveningandWeekendforeignlanguagecoursesinWashington,DC.Just as Washington is a hub for leadership, Graduate School USA is a hub for

language study. Our evening and weekend programs are a popular DC-area choice

for those who want to learn a new language. We offer the skills and cultural

insights of a cadre of native-speaking instructors, as well as courses designed for

beginning to advanced speakers. By taking these popular courses on evenings and

weekends, you can learn languages, customs, and traditions from around the world

while maintaining your work schedule!

In addition to language skills, we offer courses covering a wide range of career

topics and personal interests. You can even earn certificates of accomplishment in

several key areas.


We offer customized on-site foreign

language courses . For a price quote

call our Customer Support Center

at (888) 744-GRAD or complete

the Contract for Training at your

Location Inquiry Form on our website

at graduateschool.edu/Quote .

Enjoytheexperienceoflearning…inover15differentlanguages.


COURSE OF STUDyGraduate School USA offers a three-level certificate program for human resources practitioners. With courses that are practical, job-related, and federal-specific, our certificate program focuses on the real issues that confront contemporary HR practitioners and managers.

Courses required for the Level I Certificate cover the conceptual, technical, and procedural knowledge and skills needed by the successful HR practitioner. The Level II Certificate courses build on these concepts and significantly broaden and expand your competencies. The Level III courses further develop the analytical and consulting skills that equip the HR practitioner to serve as a valuable advisor to management.

The certificate program includes classroom and distance education courses. The Level I Certificate may be completed entirely by distance education.

Classroom courses are enhanced by instructors who know firsthand the issues faced by today’s human resources managers. Distance education courses create an option for those students with an alternative method to meet the requirements of the certificate program.

CLASSROOM DISTANCE EDUCATION

lEvEl I CERtIFICatE

Federal Human Resources Management (PMGT7011D) 1.8 CEU OR Federal Human Resources Management (PERS1731A) 4.0 CEU

Federal Staffing and Placement (STAF7009D) 3.0 CEU ORBasic Staffing and Placement (STAF7100N) 4.0 CEUoRFederal Staffing (STAF7102A) 4.0 CEU NeW july 2011

Position Classification (CLAS7003D) 6.0 CEUoRPrinciples of Classification (CLAS7900D) 3.0 CEU

ORPosition Classification: An Introduction (CLAS7051N) 4.0 CEUoRFederal Classification (CLAS7052A) 4.0 CEU

Federal Employee Relations (LABR7009D) 2.4 CEUoRFederal Labor Relations (LABR7010D) 4.0 CEU

ORBasic Labor Relations (LABR7051N) 4.0 CEU

EEO in the Federal Sector (EEOP7012D) 1.8 CEU OR EEO – Its Place in the Federal Government (EEOP7051N) 1.6 CEUoRIntroduction to Federal EEO (EEOP7004N) 1.2 CEU

Basic Statistics (STAT7001D) 2.4 CEU ORElements of Statistics (STAT3350C) 3 ACE CreditsoRPractical Statistics (STAT7001N) 3.2 CEU

lEvEl II CERtIFICatE UpON COMpLETION OF LEVEL I

Federal Employee Benefits (BENE7104D) 3.0 CEU

Strategic Human Capital Management (PMGT7015D) 1.2 CEUoRFederal Workforce Analysis and Planning (PMGT7013D) 1.2 CEU

Fair Labor Standards Act (CLAS7101D) 1.2 CEU OR Fair Labor Standards Act (CLAS7102A) 4.0 CEU

Federal Position Management (CLAS7012D) 1.2 CEU

Job Analysis and Competency Assessment (STAF8001D) 1.8 CEUoRQualifications Analysis (STAF7023D) 1.8 CEU

OR Qualifications Standards for GS Positions (STAF7051N) 4.0 CEU

Federal Employee Development (CDEV7007D) 1.8 CEU

lEvEl III CERtIFICatE UpON COMpLETION OF LEVEL II

Clear Writing through Critical Thinking (WRIT7100D) 1.8 CEU OR Thinking Critically, Writing Clearly (WRIT1101A) 3 Credits

Internal Consulting Skills for Federal HR Professionals (CDEV8005D) 1.8 CEU

Leading Teams and Groups (TDEV8200D) 1.8 CEU OR Leading Teams and Groups (TDEV8500A) 1.8 CEU

Federal Performance Management (LABR7013D) 1.8 CEU

Management Analysis: Overview (PGMT7000D) 2.4 CEU

Project Management (PGMT7005D) 2.4 CEU OR Project Management (PROJ1101A) 3.0 CEU

HUMAN RESOURCES MANAgEMENTCERTIFICATES OF ACCOMPLISHMENT IN HUMAN RESOURCES MANAgEMENT




➲ graduateschool.edu/gati

The Government Audit Training Institute (GATI) emphasizes training for performance auditing, including operational and internal auditing. Courses examine the traditional issues of economy,

efficiency, performance measurement, effectiveness, internal control, and fraud. The curriculum focuses on all aspects of performance auditing, from courses providing an overview of the auditing process to courses concentrating on specific types of audits, methodologies (such as sampling), audit skills, and report writing. All GATI courses are based on the Government Auditing Standards issued by the Government Accountability Office.

Graduate School USA is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to: National Registry of CPE Sponsors, 150 Fourth Avenue, Suite 700, Nashville, TN, 37219-2417. Website: www.nasba.org.

In addition, Graduate School USA has sponsorship agreements with the New Jersey, New York, and Texas Boards of Accountancy, which recognize us as an approved source for continuing education and auditing professional education.

All of the sessions listed in this catalog are instructor-led, group-live programs, unless otherwise noted.

We also offer many courses through distance education platforms to address the needs of our audience. To learn more about our distance education courses, please visit graduateschool.edu/distance.

gOvERNMENT AUDIT TRAININg

INSTITUTE

The gOvERNMENT AUDIT

TRAININg INSTITUTE is

recognized as the premier provider

of training in performance auditing.

Since 1979, the Government Audit

Training Institute (GATI), as part of

Graduate School USA, has provided

classes to meet the continuing

professional education

requirements of the diverse audit

community. GATI courses are

designed to meet the needs of

auditors in U.S. federal, state, and

local governments; international

organizations and governments;

and nonprofit organizations.

CURRICUlUM OvERvIEW

TABLE OF CONTENTS


FOUNDATION COURSESAudit Evidence and Documentation, AUDT7011G . . . . . . . . . . 160

Basic Governmental Auditing, AUDT7001G . . . . . . . . . . . . . 160

Compliance Auditing, AUDT8095G . . . . . . . . . . . . . . . . . 161

Conducting Performance Audits, AUDT7002G . . . . . . . . . . . 162

Developing and Presenting Audit Findings, AUDT7021G . . . . . . 162DISTANCe eDUCATIoN

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Developing Performance Audit Findings,AUDT8500A . . . . . . . . . . . . . . . . . . . . . . . . . 163

Information Technology for Auditors, AUDT8024G . . . . . . . . . 163

Interviewing Techniques for Auditors, AUDT7012G . . . . . . . . . 164

Written Communication for Auditors, AUDT8611G . . . . . . . . . 164

INTERMEDIATE COURSESApplying Impact Evaluation Methods to Audits, AUDT9021G . . . . 165

Assessing Controls in Performance Audits, AUDT8021G . . . . . . 165

Assessing Financial-Related Activities and Controls, AUDT8811G . 166DISTANCe eDUCATIoN

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Audit ReportWriting, AUDT8431A . . . . . . . . . . . . . . . . . . . . . 166

Auditing Grants, AUDT7407G . . . . . . . . . . . . . . . . . . . . 167

Contract Auditing, AUDT8801G . . . . . . . . . . . . . . . . . . . 167

The Governmental Audit: From Planning to Reporting, AUDT8032G . . 168

Intermediate Performance Auditing, AUDT8046G . . . . . . . . . 168

Making Your Case to Prosecute Fraud, AUDT8090G . . . . . . . . 169

Planning Audit Assignments, AUDT8451G . . . . . . . . . . . . . 169DISTANCe eDUCATIoN

CoURSe

Planning AuditAssignments, AUDT8047A . . . . . . . . . . . . . . . . . . 170

Quick Response Auditing, AUDT8011G . . . . . . . . . . . . . . . 170

Using Metrics to Assess Performance Improvement, AUDT8027G . 171

Writing Audit Reports by Objectives, AUDT8511G . . . . . . . . . . 171

Writing Value-Added Audit Reports, AUDT8521G . . . . . . . . . . 172

Zeroing in on Bribes, Kickbacks, and Payoffs, AUDT8950G . . . . 172

ADvANCED COURSESDISTANCe eDUCATIoN

CoURSe

Advanced Audit Report Writing for Supervisors,AUDT9431A . . . . . . . . . . . . . . . . . . . . . . . . . 173

Auditing Performance Outcomes, AUDT9012G . . . . . . . . . . . 173

Contract and Procurement Fraud, AUDT8036G . . . . . . . . . . . 174

Effective Audit Supervision, AUDT9002G . . . . . . . . . . . . . . 174

The Human Side of Auditing, AUDT7800G . . . . . . . . . . . . . 175

Managing the Audit Engagement, AUDT9102G . . . . . . . . . . . 175

Planning and Managing Skills for Audit Leadership, AUDT9014G . . 176

Practical Statistical Sampling for Auditors, AUDT8112G . . . . . . 176DISTANCe eDUCATIoN

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Practical Statistical Sampling for Auditors,AUDT9100A . . . . . . . . . . . . . . . . . . . . . . . . . 177

Reviewing Other People’s Report Writing, AUDT9502G . . . . . . . 177

COURSES FOR ALL LEvELSAnalysis Techniques for Auditors, AUDT7900G . . . . . . . . . . . 178

Army Managers’ Internal Control Administrators’ Course, AUDT9015G . . . . . . . . . . . . . . . . . . . . . . . . 178

Assessing the Reliability of Computer-Processed Data, AUDT8043G . .179

Creative Thinking for Auditors, AUDT8012G . . . . . . . . . . . . 179

Ethical Decision Making for Auditors, AUDT9030G . . . . . . . . . 180

Government Auditing for Non-Auditors, AUDT7005G . . . . . . . . 180

Government Auditing Standards: Review and Update, AUDT7732G . . 181

Information Systems Auditing, AUDT8029G . . . . . . . . . . . . 181

Management’s Responsibility for Internal Control (OMB Circular A-123), AUDT8003G . . . . . . . . . . . . . . . . . 182

Presentation Skills for Auditors, AUDT8522G . . . . . . . . . . . . 183

Prevention and Detection of Fraud, AUDT8002G . . . . . . . . . . 183

Team-Developed Audit Reports, AUDT9601G . . . . . . . . . . . . 184

EXAM PREPARATION COURSECertified Government Auditing Professional® Examination Review, AUDT9998G . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184

gOvERNMENT AUDIT TRAININg INSTITUTE ➲ graduateschool.edu/gati


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AUDIT EvIDENCE AND DOCUMENTATIONAUDT7011g

As a performance auditor, you know that the Government Auditing Standards require you to ensure that your findings and recommendations are supported by sufficient, appropriate evidence that is recorded in audit documentation (working papers). In this course, you analyze the types of evidence, the tests that evidence must meet, alternative methods for collecting and documenting each type of evidence, and the benefits of referencing. You also learn how your audit objectives and design strategy affect the evidence required to conduct an audit. CGAP Exam Aid.

LEARNINg OUTCOMES

n Identify and apply the Government Auditing Standards that pertain to audit evidence and documentation

n Describe the tests, types, and sources of evidence, how evidence is collected, and how it can be documented, to include use of data collection instruments

n Apply appropriate methods in collecting and recording evidence to ensure the reliability of the evidence

n Design an audit to identify and obtain sufficient, relevant evidence that will satisfy the audit’s objectives using a step-by-step process and a matrix to document the design

n Describe the purpose, types and forms, basic principles, and information elements of audit documentation

n Explain reasons and demonstrate methods for indexing, safeguarding, and cross-referencing audit documentation

n Describe responsibilities for supervisory review of audit documentation and the benefits of referencing the audit report to the documentation

n Prepare a plan for conducting an audit survey to obtain needed information and knowledge

WHO SHOULD ATTEND

New auditors and intermediate auditors with limited exposure to the subject matter may also benefit. Level: Foundation.


SCHEDULEJuly 7-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



January 26-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL




July 5-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


BASIC gOvERNMENTAL AUDITINgAUDT7001g

In this, our premier course for new performance auditors, develop the personal and professional attributes you need to be successful in the government audit environment. Lectures, discussions, and exercises provide you with an understanding of the Government Auditing Standards, types of audits, audit evidence, the fundamentals of interviewing, the preparation of audit working papers, and audit findings and their elements. Learn to develop and present audit findings through individual and group exercises that emphasize sufficient qualitative and quantitative evidence and development of the findings for different audiences. Course materials include the book by Raaum and Morgan, Performance Auditing: A Measurement Approach. Many topics in this course are also covered in Conducting Performance Audits (AUDT7002G). CGAP Exam Aid.

LEARNINg OUTCOMES

n Explain the requirements for and expectations of a government auditor

n Describe the legal and regulatory standards that apply to government audits

n Describe what occurs during each phase of an audit

n Apply Government Auditing Standards when planning, conducting, and reporting the results of your audits

n Conduct interviews to collect important facts and opinions

n Identify appropriate evidence and prepare audit documentation that meets standards and contains all the necessary elements

n Develop audit findings that address condition, criteria, and cause and effect, and that lead to recommendations

n Communicate and present audit findings to different audiences

n Identify knowledge and skill areas in which you may wish to pursue future training and continued career development

WHO SHOULD ATTEND

Auditors new to government performance auditing. Level: Foundation.





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SCHEDULEJuly 11-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX






October 24-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL




March 12-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

March 26-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


April 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

May 14-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Long Beach, CA


June 4-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD




August 13-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX



COMPLIANCE AUDITINgAUDT8095g

Auditing compliance with authoritative requirements is a staple in government. Legislators and public officials expect such audits, and their conduct is set forth in the Government Auditing Standards. In this course you learn the different kinds of compliance audits that might be made, including compliance with the provisions of contracts and grant agreements, conformance with quality requirements, and compliance with established procedures and controls. You learn what auditors might do when they find that an authoritative requirement does not produce the desired results. Also, you learn the circumstances when a compliance audit might not be appropriate. In case- study audits, you learn the way compliance findings may differ from findings for traditional performance audits.

LEARNINg OUTCOMES

n Cite the basic auditing principles that apply in conducting compliance audits

n Explain how audit findings differ for compliance with performance requirements and for compliance with procedures and controls

n Explain the unique development of cause in auditing compliance

n Formulate objectives that establish what a given compliance audit is to accomplish

n Plan, execute, and report on compliance audits

WHO SHOULD ATTEND

Auditors wanting to know the principles and general prerequisites in auditing for conformance with authoritative requirements, including contracts and grants. Also beneficial for others who do grant auditing. Level: Foundation.









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DEvELOPINg AND PRESENTINg AUDIT FINDINgSAUDT7021g

This course provides in-depth, hands-on guidance and practice in developing performance audit findings in accordance with the Government Auditing Standards. Using alternative outlining methods, you learn how to marshal the evidence from your audit into a finding that answers the audit objectives. In cases exercises, you practice developing findings for compliance, process and control, accomplishment, and impact audits. Differences in the structure and elements of traditional and impact findings are explained and demonstrated. A case study is worked on throughout the course, and you’ll give an oral presentation of the finding that you develop. CGAP Exam Aid.

LEARNINg OUTCOMES

n Explain the central role of effective audit objectives in finding development

n Define the role of performance aspects in audit findings

n Describe two finding paradigms used in performance auditing and the elements they contain

n Outline a finding and prepare a synopsis summarizing the audit results in response to the audit objectives

n Develop and present audit findings and related conclusions and recommendations

WHO SHOULD ATTEND

New auditors who do performance, contract, and grant auditing. This course will also benefit experienced auditors who have had limited exposure to the subject matter. Level: Foundation.



You may be interested in Developing Performance Audit Findings (AUDT8500A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.




April 11-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LA



CONDUCTINg PERFORMANCE AUDITSAUDT7002g

Gain a strong foundation in the theory, principles, and methodology for conducting performance audits in accordance with the Generally Accepted Government Auditing Standards (GAGAS). As a new auditor, focus exclusively on the knowledge and skills needed for performance auditing: the expectations of public sector auditors, the purposes and types of performance audits, the role of audit objectives, the types and tests of audit evidence, methods of evidence collection and documentation, and the types of performance audit findings and applicable elements of those findings. Case-study exercises are used to provide an opportunity to practice audit techniques and to develop audit findings.

Note: Topics covered in this course are also included in Basic Governmental Auditing (AUDT7001G). CGAP Exam Aid.

LEARNINg OUTCOMES

n Describe the phases of a performance audit and the end product of each phase

n Apply techniques for conducting the survey phase

n Formulate objectives that articulate what the audit should accomplish and provide guidance for planning, fieldwork, and reporting

n Apply a step-by-step process in planning to achieve an audit’s objectives, and use a matrix to document those plans

n Apply alternative methods for collecting and documenting the different types of evidence

n Demonstrate a working knowledge of findings development and performance audit reporting

WHO SHOULD ATTEND

New auditors. This course is for those who have not attended Basic Governmental Auditing (AUDT7001G). Level: Foundation.





April 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

May 16-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


August 1-3, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




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INFORMATION TECHNOLOgy FOR AUDITORSAUDT8024g

Learn the components of information technology and how they are organized, developed, and managed; how technology affects your audit responsibilities; and the guidelines governing audits performed under the Government Auditing Standards. This course, or equivalent, is the prerequisite for all other technology-related courses offered in our auditing curriculum. The information systems audit process is presented in Information Systems Auditing (AUDT8029G).

LEARNINg OUTCOMES

n Describe how information technology is organized, developed, and managed

n Explain how technology affects your responsibilities

n Cite standards and guidelines governing audits performed under the Government Auditing Standards

WHO SHOULD ATTEND

New auditors and experienced auditors with limited exposure to the subject matter. Level: Foundation.




June 12-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL


DISTANCe eDUCATIoN

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DEvELOPINg PERFORMANCE AUDIT FINDINgSAUDT8500A

Learn to develop findings for compliance, process and control, results, and impact audits in accordance with Government Auditing Standards. Gain skills in organizing the elements of findings and supporting evidence to address audit objectives.Explore best practices developing audit findings.





LEARNINg OUTCOMES

n Apply the Government Auditing Standards to the development of audit findings

n Explain the central role of effective audit objectives in development of findings

n Outline findings and prepare synopses summarizing audit results consistent with audit objectives

WHO SHOULD ATTEND

Performance auditors with some experience in developing audit findings. Level: Foundation.

4 Weeks • 12 CPe • Tuition $645

SCHEDULE (gS CONNECT INDEPENDENT)September 19 – October 16, 2011 . . . . . . . . . . . . . Distance Education


September 17 – October 14, 2012 . . . . . . . . . . . . . Distance Education

This distance course is the winner of a Gold 2011 Hermes Creative Award.



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WRITTEN COMMUNICATION FOR AUDITORSAUDT8611g

Gain experience using the writing tools you need to produce professional audit documents that comply with Generally Accepted Government Auditing Standards (GAGAS). Learn to develop strong messages in response to audit objectives, support those messages with compelling evidence, develop the appropriate elements of a finding, and organize your writing to eliminate unnecessary information. Also learn how to write in a professional and correct style.

LEARNINg OUTCOMES

n Assess the strengths and weaknesses of report messages and structures

n Develop a strong link from objectives to findings to recommendations

n Control paragraph unity and coherence

n Master the message-first style

n Use all four elements of a finding

n Recognize common sentence problems

n Avoid common grammar and punctuation problems

n Develop objective criteria for writing and reviewing audit documents

WHO SHOULD ATTEND

New auditors and junior-level auditors who want basic guidance on writing performance audit reports. Level: Foundation.




September 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA









September 5-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

INTERvIEWINg TECHNIqUES FOR AUDITORSAUDT7012g

Sharpen your skills in obtaining the information necessary for an effective audit through practice interviews. Learn the mechanics of effective interviewing techniques through lectures, discussions, and simulated interview exercises. Witness the major steps of the interview process demonstrated in a mock interview. Identify ways to improve interviewing techniques, identify your own style, and try out your solutions through role-playing. Class size is limited to 15 students to ensure individualized attention.

LEARNINg OUTCOMES

n Plan and conduct effective audit interviews using an eight-step model

n Conduct effective individual and team interviews

n Manage the interpersonal dynamics that occur between auditors and auditees

n Select an appropriate note-taking technique

n Listen more effectively during an interview

n Use appropriate questioning and paraphrasing skills

WHO SHOULD ATTEND

New auditors and experienced auditors who want to enhance their skills. Level: Foundation.


SCHEDULEJuly 12-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL





February 21-23, 2012. . . . . . . . . . . . . . . . . . . . San Francisco, CA




June 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX


July 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL

August 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM





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ASSESSINg CONTROLS IN PERFORMANCE AUDITSAUDT8021g

If assessment of controls is one of your audit priorities, this course will help you prepare clear objectives that define what your audit is to accomplish. You explore the relationship of controls to risk and to processes and systems, the prerequisites for good controls, and techniques for assessing the design and implementation of controls. Also become proficient in using a step-by-step process for planning an audit of controls, understanding the relationship of control weaknesses to the elements of a finding, and incorporating findings into audit reports. CGAP Exam Aid.

LEARNINg OUTCOMES

n Recognize what internal controls and their uses are

n Apply the Government Auditing Standards guidance for considering controls in planning an audit

n Integrate an assessment of controls in the survey phase

n Plan an audit to assess controls, including development of objectives and selection of the scope and methodology to achieve objectives

n Document internal controls

n Develop and report findings on controls’ deficiencies

WHO SHOULD ATTEND

Junior auditors and seasoned professionals who have had limited exposure to this audit approach. Level: Intermediate.


SCHEDULEAugust 18-19, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA







APPLyINg IMPACT EvALUATION METHODS TO AUDITSAUDT9021g

Are the programs in your agency achieving the desired results? If you are a professional who seeks the skill set required to successfully perform impact audits, this course is designed for you. Impact audits help to determine the benefits or results attributable to a new program or a change in program operations. This objective is met by comparing the performance being achieved with the change in program operations to what the performance would have been without it. In this course you learn to identify which audit questions dictate an impact evaluation. Also, you learn three evaluation designs useful to auditors for assessing impact, and the strengths and weaknesses of each design in establishing the impact and isolating the effect of possible rival causes. In case exercises, you learn when and how to apply each of the three designs to answer audit questions.

LEARNINg OUTCOMES

n Recognize when an audit of impact is appropriate, and write objectives that provide direction for planning and reporting on such audits

n Prepare a cost-benefit analysis of an implemented initiative

n Define and apply the finding elements that pertain in auditing impact

n Describe the evaluation designs most useful to auditors, including their strengths and weaknesses

n Identify variables (rival causes) that can adversely affect an auditor’s ability to draw sound conclusions about the impact attributable to an initiative

n Choose the design that is most applicable for evaluating a particular initiative, considering data availability and rival causes

n Cite the background information about an initiative that auditors need in conducting an impact audit

n Describe the form and content of well-developed objectives for impact audits

n Apply a structured approach in selecting the scope and methodology to achieve the objectives, and use a matrix to document the design

n Explain the uses of cost-benefit analysis and the role of impact evaluations in such analysis

WHO SHOULD ATTEND

Junior auditors and seasoned professionals who have had limited exposure to this audit approach. Level: Intermediate.







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AUDIT REPORTWRITINgAUDT8431A

Learn a structured approach to planning, developing, writing, reviewing, and revising audit reports. Designed for new auditors, as well as those with several years of experience, this course defines the typical format of the audit report and the components common to federal, state, and local government audit reports. Learn strategies and helpful tips for understanding how findings form the foundation of the audit report and how to build a report on that foundation. Also, learn methods for drafting audit reports to make the report clear, comprehensive, and concise, and for revising paragraphs and sentences with the reader in mind. Using data from a case study, practice designing, developing, and revising an audit report.





LEARNINg OUTCOMES

n Analyze the writing situation, including your own writing background and experience, the target audience, and organizational aids and barriers

n Employ diagnostic schematics to test the logic of the findings

n Create a logical and clear report structure, based on the audit findings

n Use advance organizers to synthesize and crystallize the message

n Draft audit reports that are logically organized

n Review audit reports in a structured manner

n Craft unified and coherent paragraphs

n Write clear and concise sentences

WHO SHOULD ATTEND

Junior auditors who want to enhance their report-writing skills. Level: Foundation.





ASSESSINg FINANCIAL-RELATED ACTIvITIES AND CONTROLSAUDT8811g

This course provides you with the skills to assist in auditing financial-related activities and controls on a systems-procedure and results-outcome basis in accordance with auditing and internal control standards. You learn to plan and conduct audits of eight common financial activities: financial planning and budgeting, cash, receivables, procurement, payables, property management, employee compensation, and financial reporting. CGAP Exam Aid.

LEARNINg OUTCOMES

n Explain the purpose and operation of financial support activities and the controls generally applicable to these activities

n Plan a review of financial activities using a “systems-procedure” approach and a “results-outcome” approach

n Measure the performance of financial activities

n Evaluate the application of control activities with respect to planned objectives

n Identify and detect unauthorized use of resources and illegal and unethical acts

n Formulate effective recommendations for needed improvements (cure and prevention)

WHO SHOULD ATTEND

Junior auditors and seasoned professionals who have had limited exposure to the subject matter. Level: Intermediate.



December 13-16, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX









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CONTRACT AUDITINgAUDT8801g

Gain the knowledge and skills to conduct a forward pricing proposal and a historical cost audit through performing two case studies. The forward pricing proposal case study addresses how to evaluate a contractor’s estimate of costs to perform a contract. Learn how to audit the various elements of a proposal: direct labor, direct material, and indirect costs. Also learn how to incorporate quantitative audit techniques—statistical sampling, correlation analysis, and improvement curve—in performing the audit. The historical cost case study addresses how to determine whether the contractor is entitled to be reimbursed for costs claimed on contracts. You learn how to use the Federal Acquisition Regulation (FAR) and the Cost Accounting Standards to determine the allowability, allocability, and reasonableness of costs. You also learn how to calculate indirect allocation rates and how they are applied to contracts. Applicable sections of the FAR are included as part of your materials for this course.

LEARNINg OUTCOMES

n Describe the types of contract audits and related concerns, and the specific purposes of price proposal and historical cost audits

n Determine the allowability of costs using acquisition regulations and cost accounting standards

n Select and apply the methodology and quantitative audit techniques applicable to price proposal and historical cost audits

n Perform price proposal and historical cost audits

WHO SHOULD ATTEND

Junior auditors and seasoned professionals with limited exposure to the subject matter. Level: Intermediate.






March 5-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


August 6-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



AUDITINg gRANTSAUDT7407g

Recent events have led to the public eye’s becoming critically focused on the use of federal and state dollars in grant-funded programs. This course provides an awareness of the unique challenges faced by grant and program managers, by the entities receiving the grants, and auditors. Gain an overview of the grants process, relevant grants management, and grant audit regulatory requirements. Learn the stages of the grant process: award, monitoring, audit, and close out. Also, become adept at implementing strategies for auditing each of these stages by applying those strategies in case studies. This course also provides you with a general overview of some of the requirements contained in the American Recovery and Reinvestment Act (ARRA).

LEARNINg OUTCOMES

n Understand the full grants management process and current regulatory requirements governing grants

n Identify the role of auditors in providing guidance and feedback to grants managers

n Describe the role of auditors in providing audit recommendations, assistance, and other constructive feedback to grants managers

n Identify options for audit objectives and procedures that are achievable and will provide timely, useful information

n Identify issues beyond compliance that need to be audited

WHO SHOULD ATTEND

Auditors and others involved in the grants process. Level: Intermediate.







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INTERMEDIATE PERFORMANCE AUDITINgAUDT8046g

Gain the knowledge and skills necessary of a seasoned audit professional performing or supervising complex performance audits. Learn key concepts and decision processes for successfully executing each phase of a performance audit: survey, planning, fieldwork, and reporting. Explore the audit process through a progressive case study that challenges you to consider audit alternatives, make critical decisions focusing the review, and examine the outcome of your decisions. Apply expertise used by experienced audit practitioners and supervisors in this hands-on approach to managing audit engagements and ensuring more timely completion of meaningful audits.

LEARNINg OUTCOMES

n Prepare programs of audit work to be done in each phase of the audit

n Based on survey work, identify detailed audit issues and core performance aspects having maximum potential for improvement

n Appraise in fieldwork the quantity and quality of program products and services (outputs) and the timeliness of their delivery to customers

n Appraise in fieldwork the economy and efficiency in producing program products and services and in delivering them to customers

n Prepare an analysis demonstrating any potential for improvement

n Develop performance findings and make recommendations for improvement

WHO SHOULD ATTEND

Auditors with two to five years of experience conducting performance audits, generally at the GS-11 and GS-12 levels for federal auditors. Level: Intermediate.



September 13-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . Austin, TX



April 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


THE gOvERNMENTAL AUDIT: FROM PLANNINg TO REPORTINgAUDT8032g

If you have been assigned to only portions of an audit and need an overall perspective of the process, this course is for you. This refresher course on governmental auditing theories and practices improves your knowledge and skills related to all phases of the performance audit and the evaluation of results. By working a case study throughout the course, you experience a complete audit, from preparation of an audit justification and planning and conducting a survey, to planning an audit and preparing a report.

LEARNINg OUTCOMES

n Plan for and manage audit assignments

n Identify types of evidence used by auditors and evaluate their quality

n Survey, review, and comment on the adequacy of controls and results

n Organize and utilize your audit documentation more effectively

n Formulate value-added recommendations and get them accepted

n Implement the audit plan using the necessary tasks, and understand staff responsibilities

n Assemble a findings-based audit report that will obtain and maintain interest

WHO SHOULD ATTEND

Junior auditors with three or more years of experience doing performance audits. Level: Intermediate.









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PLANNINg AUDIT ASSIgNMENTSAUDT8451g

Careful planning is the foundation of audit success. The Yellow Book states that “Auditors must adequately plan and document the planning of the work necessary to address the audit objectives.” This course takes you through the process for planning performance audits: from audit selection to formulation of the audit objectives to selection of the scope and methodology. It provides a structured approach for using risk assessment in audit selection and a structured approach for planning the audit work that parallels project management principles. Engage in multiple case exercises that allow you to apply the structured planning process in class. CGAP Exam Aid.

LEARNINg OUTCOMES

n Write objectives that make clear what the audit is to accomplish; provide direction for planning and fieldwork; facilitate report writing; and meet auditing standards

n Apply a step-by-step approach in designing audits to achieve the objectives, and use a matrix to document the design

n Use risk assessment to identify areas of vulnerability and performance improvement for the audit

n Cite factors to consider in determining staff needs

WHO SHOULD ATTEND

This course is intended for experienced performance auditors. Level: Intermediate.



You may be interested in Planning Audit Assignments (AUDT8047A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULESeptember 20-21, 2011. . . . . . . . . . . . . . . . . . . . . . . Austin, TX


February 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL


August 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX

MAkINg yOUR CASE TO PROSECUTE FRAUDAUDT8090g

Learn the techniques that are unique to planning and implementing a forensic audit. Fraud is a booming business today, and as fraud schemes become more sophisticated and defense attorneys more proactive, there is a need for more interaction among auditors, investigators, and prosecutors. Often, task forces are assembled for this purpose. Identify how each team member contributes to the success of such joint efforts, and learn the special rules and procedures that apply in obtaining evidence to substantiate and prosecute fraud. This course provides not only an in-depth analysis of the differences between the program and the forensic audit but also the basis for those differences.

LEARNINg OUTCOMES

n Describe and apply the five elements of a prosecutable fraud scheme

n Be conversant with the criteria used by prosecutors in making litigation decisions

n Describe the current situation that mandates joint task force efforts in combating fraud, and the participant’s role on such a task force

n Contrast the standards of evidence that apply in auditing from those that apply in prosecuting fraud

n Differentiate the various ways that a government agency may obtain evidence for use in administrative, civil, and criminal cases

n Describe the restrictions that a government agency must observe in obtaining evidence for use in prosecuting a criminal fraud case

n Understand the principles of the forensic audit, and be able to apply them during a class project

n Be familiar with the basic rules of trial procedure, as well as the role of each participant

n Understand the task force participant’s responsibilities as a potential witness, and be familiar with defense attorney tactics

WHO SHOULD ATTEND

Auditors, investigators, and attorneys at all levels who participate on task forces to uncover fraud schemes and prosecute the perpetrators. Also for auditors wanting to know the rules that apply in independently pursuing fraud as part of an audit. Level: Intermediate.




May 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA




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qUICk RESPONSE AUDITINgAUDT8011g

Receive guidance helpful in reducing the cycle time for your performance audits while maintaining quality, meeting user information needs, and conforming to the Government Auditing Standards. Ascertain when it is appropriate to offer clients alternatives to classic “full scope” audit coverage, and how to establish an auditor-client relationship that is helpful in delivering products quickly. Also, you learn how to tailor audit products to better meet client needs. Drawing on case studies, you learn to write objectives to facilitate quick field work, timely reporting, and ways to narrow or limit the scope of audit work to satisfy the objectives.

LEARNINg OUTCOMES

n Discuss why timely receipt of audit results has become increasingly important to those whom government auditors serve

n Identify appropriate conditions for quick response audits

n Describe techniques for limiting the number and breadth of audit objectives to facilitate quick audits

n Identify techniques for limiting audit scope

n Examine the flexibility in Government Auditing Standards that can be leveraged to foster quick response in audit engagements

n Discuss the use of non-audit services in delivering prompt information to government auditors’ clients

WHO SHOULD ATTEND

Experienced auditors, including supervisors, team leaders, and managers. Level: Intermediate.







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PLANNINg AUDITASSIgNMENTSAUDT8047A

Learn performance audit planning from audit selection to formulation of audit objectives and selection of scope and methodology. Review and apply a structured approach for using risk assessment in audit selection and for planning audits that parallel project management principles. Explore the basic questions to ask in assessing report user needs, and evaluate resource requirements. Learn the format and content of audit objectives that clearly identify what the audit should accomplish.





LEARNINg OUTCOMES

n Explain the central role of objectives in performance auditing

n Use risk assessment in audit selection to identify areas of vulnerability and performance improvement for the audit

n Write objectives that clearly state what the audit is to accomplish, provide direction for planning and fieldwork, facilitate report writing, and meet auditing standards

n Apply an iterative approach to designing audits, and prepare written documentation of the design

n Cite factors to consider in determining resource needs

WHO SHOULD ATTEND

Experienced performance auditors.


SCHEDULE (gS CONNECT INDEPENDENT)August 1-28, 2011 . . . . . . . . . . . . . . . . . . . . . Distance Education

April 2-29, 2012 . . . . . . . . . . . . . . . . . . . . . . Distance Education





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WRITINg AUDIT REPORTS By OBjECTIvESAUDT8511g

Accepted practice in performance auditing is to begin an audit with objectives based on user needs and to then develop a report that answers those objectives. This course is grounded on the concept that using audit objectives as the logical, integrated basis from planning through reporting helps you organize your message and write reports that succinctly communicate the audit results. In practice exercises and case studies, you write audit objectives that, when answered, will tell audit results as a story; use a report conference to reach agreement on the message before writing; organize the report message to answer the audit objectives; and write a finding synopsis. CGAP Exam Aid.

LEARNINg OUTCOMES

n Describe the effect objectives have on findings and message formulation

n Design a report to solve the problem of multiple audiences

n Write objectives for process-oriented and results-oriented audits that identify performance aspects and finding elements to be developed, and develop a report outline

n Organize a finding that answers the audit objectives using different outline methods and advance organizers such as captions and topic sentences

n Apply general guidelines for selecting appropriate visual aids

WHO SHOULD ATTEND

Junior auditors and seasoned professionals who want to enhance their report-writing skills. Level: Intermediate.





May 23-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


USINg METRICS TO ASSESS PERFORMANCE IMPROvEMENTAUDT8027g

Emphasize applying a measurement-based approach in conducting audits to assess performance of program operations. Learn how to prepare metrics of timeliness, quality, economy, and efficiency, and how to apply those metrics in determining the adequacy of agency performance in producing and delivering outputs. Understand how to apply analytic methods in determining the cause of performance shortcomings. Engage in numerous case studies where you prepare appropriate metrics, analyze the nature, extent, and cause of shortcomings, and organize the audit results into a finding. CGAP Exam Aid.

LEARNINg OUTCOMES

n Explain the purpose and value in auditing the outputs of program operations

n Plan an audit to assess an entity’s success in producing and delivering quality products and services timely, economically, and efficiently

n Prepare metrics using quantitative and qualitative data and use those metrics, along with problem-solving tools and benchmarking, to systematically identify performance problems, their causes, and authentic solutions

n Develop findings that consider the nuances that arise in reporting findings for cost saving and performance improvement

WHO SHOULD ATTEND

Junior auditors and seasoned professionals with limited exposure to this audit approach. Level: Intermediate.


SCHEDULEAugust 3-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX



June 5-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Pensacola, FL

August 1-3, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX




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ZEROINg IN ON BRIBES, kICkBACkS, AND PAyOFFSAUDT8950g

Learn to recognize the indicators of bribes, kickbacks, and payoffs in the procurement area and, in case studies, discern what evidence to identify and collect to show that a bribe, kickback, or payoff may have occurred. The potential for bribes, kickbacks, and payoffs, whether in the private or public sector, is inherent in virtually every business transaction. Recent research conducted by a major financial institution revealed that an estimated one trillion dollars a year is paid in bribes worldwide. Audit standards require that all audits be planned to provide a reasonable assurance of detecting fraud if it has occurred. Bribes, kickbacks, and payoffs constitute three types of fraud—often referred to as corruption. This course provides an introduction to (a) the provisions of law pertaining to fraud and corruption in the forms of bribes, kickbacks, and payoffs; (b) activities that are particularly susceptible to such forms of fraud; (c) the short- and long-term impact; and (d) the methods used to make illegal payments.

LEARNINg OUTCOMES

n Describe the kinds of activities that are susceptible to bribes, kickbacks, and payoffs

n Determine the impact and effects of bribes, kickbacks, and payoffs

n Discuss the Government Auditing Standards requirement to explicitly consider the potential for fraud in audit planning

n Describe how bribes, kickbacks, and payoffs occur, including the audit trails they create and how the trails can be followed

n Identify and collect evidence to demonstrate and document that a bribe, kickback, or payoff may have occurred or has occurred

n Apply techniques to assess radical and unexplained changes in an individual’s lifestyle that may indicate participation in a bribe, kickback, or payoff scheme

n Use analytic audit techniques to detect bribery, kickbacks, or payoff schemes

WHO SHOULD ATTEND

Auditors and investigators with three years’ experience, and seasoned professionals with limited exposure to the subject matter. Level: Intermediate.


SCHEDULESeptember 6-7, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC



July 16-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

WRITINg vALUE-ADDED AUDIT REPORTSAUDT8521g

Write persuasive audit reports that are easy to read and understand and that demonstrate added value to the audited organization. Knowing that quick understanding of the report message is essential for an influential report, utilize techniques that help the busy reader grasp the basic logic of the report at a glance and also satisfy the needs of multiple readers. Learn how to outline the report message based on the elements of a finding and the audit objectives. Develop paragraphs with viable topic sentences while using sentence length as a tool to increase clarity; learn to use the active and passive voices appropriately; and revise a report to make it reader-based. Practice applying these skills by developing a report outline, drafting sections of case-study reports, and revising those sections. CGAP Exam Aid.

LEARNINg OUTCOMES

n Describe the stages of the writing process as they apply to the development of an audit report

n Use techniques to create readable and persuasive audit reports

n Explain the role an introduction plays in an audit report

n Explain the finding concept and discuss how the finding forms the foundation of the report

n Use advance organizers to build a report

n Apply steps in revising a report to make it “reader-based” rather than “writer-based”

n Recognize how sentence length, subordination and coordination, and active and passive voice affect clarity

WHO SHOULD ATTEND

Junior auditors and seasoned professionals who want to enhance their report writing. Level: Intermediate.






May 22-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

July 9-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Long Beach, CA





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AUDITINg PERFORMANCE OUTCOMESAUDT9012g

In response to the initiatives of the Governmental Accounting Standards Board, the Government Performance Results Act, and other specific legislation, federal, state, and local governments are measuring, evaluating, and reporting on their service efforts and accomplishments (outputs and outcomes). Taxpayers and government officials are demanding more meaningful data on government operations, while government managers are simultaneously concerned with numerous aspects of performance, from mission achievement to quality and efficiency. This course is designed to help you measure and evaluate the performance of government operations in terms of results, quality, cost, and integrity. CGAP Exam Aid.

LEARNINg OUTCOMES

n Determine and define the intent of missions and customer expectations

n Identify and select performance aspects to measure on a priority basis

n Identify, evaluate, or develop quantitative criteria for measuring results, quality, integrity, and cost

n Reach consensus on how to measure output and outcome performance

n Evaluate the standings and trends of organizations in meeting their missions and customer expectations

n Develop reports and recommendations to improve agency performance and results

n Report the results of operations in meaningful terms to government officials, their staffs, and the public

n Measure and evaluate the quality, costs, and benefits of audits

WHO SHOULD ATTEND

Auditors with extensive experience in performance auditing. Level: Advanced.


SCHEDULEAugust 2-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

September 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . .Long Beach, CA



July 31 – August 1, 2012 . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

September 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . .Long Beach, CA

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ADvANCED AUDIT REPORT WRITINg FOR SUPERvISORSAUDT9431A

Seasoned auditors know that well-written audit reports can influence decision makers while informing others. Learn how to write high-impact objectives that produce high-impact executive summaries with a focus on quality outcomes. This course focuses on objectives, the executive summary, and the audit review process.





LEARNINg OUTCOMES

n Explain the effect objectives have on findings and message formulation

n Write objectives and a report outline for process- and results-oriented audits that identify performance aspects and finding elements to be developed

n Explain the fundamental principles of writing clear, concise, and readable executive summaries

n Define the purpose of and write both an executive summary and a highlights page

n Describe an eight-step review process for evaluating audit report drafts, and apply this structured review process to the evaluation of an audit report

n Provide effective oral and written feedback to those who draft audit reports

WHO SHOULD ATTEND

Seasoned auditors who want to enhance their report-writing skills.


SCHEDULE (gS CONNECT INDEPENDENT)September 26 – October 23, 2011 . . . . . . . . . . . . . Distance Education

February 27 – March 25, 2012 . . . . . . . . . . . . . . . Distance Education

July 9 – August 5, 2012. . . . . . . . . . . . . . . . . . . Distance Education





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EFFECTIvE AUDIT SUPERvISIONAUDT9002g

Identify your management style and improve your effectiveness when dealing with others with different styles. Learn how to set performance expectations and how to match staff capabilities with audit tasks. Industry-recognized analytic instruments provide you with a set of practical tools and techniques intended to enhance your supervisory skills.

Note: This course focuses on the supervisor’s human relations role in leading audits. Our course Managing the Audit Engagement (AUDT9102G) focuses on the supervisor’s technical role in leading audits.

LEARNINg OUTCOMES

n Recognize the natural tension between the audit supervisor’s roles as “technical” and “human relations” leader

n Identify ways of balancing these dual responsibilities

n Describe the leader’s role and responsibilities under the Government Auditing Standards

n Recognize your own managerial and interpersonal styles

n Identify ways to improve your effectiveness when dealing with team members

n Apply leadership techniques to tasks such as managing the performance cycle, setting expectations, providing coaching and on-the-job training, monitoring performance, providing feedback, leading groups and meetings, managing conflict, and fulfilling administrative and legal responsibilities

n Identify ways to apply the principles of motivation and leadership in leading and developing audit teams

WHO SHOULD ATTEND

New audit supervisors and team leaders; also, experienced supervisors, team leaders, and managers who want to improve their knowledge and skills. Level: Advanced.


SCHEDULEJuly 26-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL





July 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL


CONTRACT AND PROCUREMENT FRAUDAUDT8036g

The possibility of fraud in government procurement presents a constant risk. Learn to recognize the indicators of procurement fraud in different government contracts and to develop audit strategies to identify and quantify the extent of fraud in specific government contracting programs. Actual examples from past procurement fraud cases illustrate traditional fraud schemes involving false statements, false claims, product substitution, accounting frauds, and minority/woman/small business front operations. Focus on identifying the indicators of fraud, as well as criminal, civil, administrative, and contractual actions in response to fraud. You also explore fraud issues related to the growing government involvement in e-commerce.

LEARNINg OUTCOMES

n Describe the auditor’s responsibilities for the detection and investigation of contract fraud

n Identify fraud schemes and indicators that are common to government contracting programs

n Be familiar with procurement regulations and contracting practices

n Understand government procurement procedures and their impact upon audits

n Understand small and minority business programs and their susceptibility to fraud

n Pick out investigative techniques to assist criminal investigators in conducting procurement fraud investigations

n Describe criminal, civil, administrative, and contractual actions that can be taken in response to contract fraud

n Identify fraud in e-commerce

WHO SHOULD ATTEND

Experienced financial and performance auditors. Level: Advanced.




November 15-16, 2011 . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA







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MANAgINg THE AUDIT ENgAgEMENTAUDT9102g

Improve your effectiveness as a supervisor in leading the survey and planning phases of a performance audit. First, understand the purpose, tasks, and end products of each phase. Second, apply project management conferencing techniques in making requisite decisions in each phase. Gain practice applying the conferencing techniques in conducting the survey and planning phases of a case study.

Special Note: This course focuses on the supervisor’s technical role in leading audit engagements. Our course Effective Audit Supervision (AUDT9002G) focuses on the supervisor’s human relations role in leading audit engagements.

LEARNINg OUTCOMES

n Describe what each phase of the audit process contributes to finding development

n Describe the decisions that need to be made at each phase and the role that conferences play in making those decisions

n Illustrate how well-stated objectives form the basis for field work and reporting and for monitoring the ongoing conduct of the audit

n Define the purpose and product of a conference at the survey, planning, fieldwork verification, and reporting phases, and describe which team members should attend and their roles

n Demonstrate a working knowledge of how to conduct a conference by participating in a case-study simulation using a team-prepared agenda

WHO SHOULD ATTEND

Audit supervisors, team leaders, and managers. Level: Advanced.


SCHEDULESeptember 21-23, 2011. . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

October 5-7, 2011. . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


September 19-21, 2012. . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

THE HUMAN SIDE OF AUDITINgAUDT7800g

Acceptance of audit results and a willingness to act on recommendations require not only good data and analysis but also effective communication on the part of auditors. Learn common-sense approaches to interpersonal communications, including elements of small and large group dynamics and how they affect the success of audit engagements. Learn to distinguish among personality types to better understand auditor-client relationships. Also, learn the key communication factors in developing and conducting successful briefings, meetings, and close-out conferences.

LEARNINg OUTCOMES

n Identify key communication challenges facing today’s auditor

n Distinguish between various personality types and discuss their effects on auditor-client relationships

n Identify nonverbal cues and describe appropriate countermeasures

n Identify key communication factors in developing and conducting successful briefings and meetings

n Be cognizant of your ability to listen, and describe actions required to improve listening skills

n Identify key elements in small and large group dynamics and how they can affect audit engagements

WHO SHOULD ATTEND

Experienced auditors, including audit supervisors, team leaders, and managers. Level: Journeyman.






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PRACTICAL STATISTICAL SAMPLINg FOR AUDITORSAUDT8112g

Equip yourself with the basic concepts of statistical sampling and confidently explain how the concepts can be applied to decision making. Gain an appreciation of the role statistical sampling plays in auditing, inspections, and fact-finding, and become proficient at applying basic statistical sampling principles and procedures in the audit environment. CGAP Exam Aid.

LEARNINg OUTCOMES

n Formulate the audit problem and the sampling approach to its solution, including the conduct of a pilot (test) sample

n Explain the advantages of and when to use random sampling methods such as mean-per-unit, stratified cluster difference estimation, and probability proportional to size sampling

n Choose an appropriate sample selection method

n Determine the appropriate size of a sample

n Select a statistical sample and derive essential facts to form audit findings

n Present audit findings with reasonable assurance of their correctness

n Identify some key problems that can occur when using samples for estimation

WHO SHOULD ATTEND

Auditors who have some experience in performance auditing. Level: Advanced.





April 30 – May 3, 2012 . . . . . . . . . . . . . . . . . . . . . San Diego, CA

June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



PLANNINg AND MANAgINg SkILLS FOR AUDIT LEADERSHIPAUDT9014g

Receive guidance in selecting the right audits to be effective in today’s fast-changing environment. Learn how to accomplish them with higher quality in less time. Skill is required to communicate audit results in a manner that yields appropriate corrective action and significant improvements in quality, cost, and integrity. Develop the knowledge and skills necessary to achieve a high cost/benefit ratio in performing audits and to motivate your staff to carry out assignments effectively and economically.

LEARNINg OUTCOMES

n Identify and apply leadership concepts and various techniques that can be used to successfully plan, manage, and communicate audit assignments

n Motivate staff to carry out assignments with the highest quality and lowest cost

n Develop successful audit teams

n Evaluate and select staff for audit assignments, and be able to manage and communicate effectively with audit staff

n Plan the overall coordination and cohesion needed to determine systematically the extent and type of audit work to be done

n Communicate effectively with auditees and other government officials

n Measure quantitatively the quality of audit work and results

WHO SHOULD ATTEND

Experienced audit supervisors, team leaders, and managers. Level: Advanced.



August 23-25, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX




February 27-29, 2012. . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA




August 21-23, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX





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REvIEWINg OTHER PEOPLE’S REPORT WRITINgAUDT9502g

Reviewing draft audit reports written by others is a critical and delicate skill. Critiquing the writing, not the writer, is the golden rule. Learn a structured process for efficiently evaluating the accuracy, appropriateness, and readability of audit reports and for checking that findings are convincing, clear, objective, and complete yet concise. Discover how best to provide effective, constructive feedback with the ultimate goal of preparing better drafts and improving your writing skills. Practice applying the structured review process and developing new feedback skills through individual and group exercises.

LEARNINg OUTCOMES

n Explain the role and responsibility of the reviewer

n Use Government Auditing Standards as the foundation throughout the report review, feedback, and revision process

n Describe an eight-step review process for evaluating audit report drafts

n Apply this structured review process to evaluate communication problems quickly in draft reports you review

n Provide effective oral and written feedback from the review process to those who draft audit reports

WHO SHOULD ATTEND

Auditors who review reports written by other auditors. Level: Advanced.




June 27-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX


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PRACTICAL STATISTICAL SAMPLINg FOR AUDITORSAUDT9100A

Understand the basic concepts of statistical sampling and explain how the concepts can be applied to decision making. Appreciate the role statistical sampling plays in auditing/inspection/fact-finding, and apply basic statistical sampling principles and procedures in audit environments.

n Online course




n Optional one-hour weekly conference call

LEARNINg OUTCOMES

n Formulate the audit problem

n Explain when to use various sampling methods

n Choose an appropriate method of a sample selection

n Determine the appropriate sample size

n Select a statistical sample and use the results to form audit findings

n Present audit findings with some assurance of their correctness

n Identify some key problems that can occur when using samples

WHO SHOULD ATTEND

Auditors with some experience in performance auditing.


SCHEDULE (gS CONNECT INDEPENDENT)July 11 – August 7, 2011 . . . . . . . . . . . . . . . . . . Distance Education

November 28 – December 25, 2011. . . . . . . . . . . . . Distance Education





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ARMy MANAgERS’ INTERNAL CONTROL ADMINISTRATORS’ COURSEAUDT9015g

As an Army Internal Control Administrator, receive detailed guidance for carrying out your roles and responsibilities. This two-day seminar covers the statutory and regulatory requirements of the Army Managers’ Internal Control Program. Fully comprehend the underlying Army philosophy on internal controls, the major elements of the Army Managers’ Internal Control Program, and the basic responsibilities of key players in that process. Practice is provided in identifying assessable units, developing internal control evaluation plans, and conducting internal control evaluations.

LEARNINg OUTCOMES

n Provide detailed guidance on conducting effective internal control evaluations

n Provide detailed guidance for developing an Internal Control Evaluation Plan

n Provide detailed guidance on identifying and documenting material weaknesses

n Provide guidance for establishing corrective action plans

n Provide detailed guidance on preparing annual statements of assurance

WHO SHOULD ATTEND

This course is appropriate for Army, Army Reserve, and Army National Guard Internal Control Administrators.






March 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Raleigh, NC



May 8-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


July 24-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX

ANALySIS TECHNIqUES FOR AUDITORSAUDT7900g

Learn when and how to apply nine analysis tools useful to auditors in identifying and diagnosing problems and their components, significance, causes, and solutions. Seven of the analysis tools provide graphics that can be used in an audit report to display the analysis results. In case studies, you practice applying the nine analysis tools, to include run chart, Pareto chart, histogram, Ishikawa diagram, radar chart, scatter diagram, and process flowcharting. Course materials include a book on application of analysis techniques.

LEARNINg OUTCOMES

n Describe each of the nine analytical techniques and its specific uses

n Explain the steps in applying each technique

n Apply each technique to one or more case exercises, following the steps for preparing the analysis and interpreting the results

n Select when to use specific analysis techniques

WHO SHOULD ATTEND

Auditors with some experience in performance auditing. Level: All.




January 31 – February 1, 2012 . . . . . . . . . . . . . . . . . . . Orlando, FL







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CREATIvE THINkINg FOR AUDITORSAUDT8012g

There are many ways to conduct audits and help organizations solve problems. Learn practical, easy-to-use techniques for generating new ideas and how to apply them in the audit process. Practice these skills using exercises related to government auditing, business, and real life. Gain experience with idea-generation techniques, best practices in auditing, use of control frameworks, and the impact of organizational cultures on auditing. Return to your work environment with a handful of tools to assist you in generating new ideas for your audits.

LEARNINg OUTCOMES

n Eliminate roadblocks and pitfalls to creative thinking and auditing

n Identify and explain the four phases of the creative process

n Use specific tools to boost your output of innovative ideas

n Use creative thinking techniques to identify the real cause of, and best solutions to, organizational problems

WHO SHOULD ATTEND

Auditors who do performance, grant, and contract auditing. Level: All.






ASSESSINg THE RELIABILITy OF COMPUTER-PROCESSED DATAAUDT8043g

Do you rely on computer-processed data as corroborative support for your audit findings and conclusions? This course helps you develop the necessary skills to evaluate the reliability of computer-processed data regardless of the environment in which it is generated and/or processed. Learn types of reviews to assess reliability and the process for conducting them.

LEARNINg OUTCOMES

n Define the professional standards, policies, and guidelines governing audit activity related to data processing and data reliability

n Define and discuss the concept of, and responsibility for, data reliability assessments

n Review information technology control concepts and audit tools

n Discuss recommended methodologies for conducting a reliability assessment of computer-processed data and for reporting on methodologies applied

n Review a structured approach for performing and documenting the data assessment process

WHO SHOULD ATTEND

Junior auditors and seasoned professionals who have had limited exposure to the subject matter. Level: All.








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gOvERNMENT AUDITINg FOR NON-AUDITORSAUDT7005g

Why do auditors do what they do? Do you need to interact with auditors and thus need to know what is expected of you and what you can expect of the auditors? Learn the critical role that public sector auditors play in ensuring that government organizations, grantees, and contractors merit the public’s confidence. Explore the required standards they use and the processes they follow in planning, executing, and reporting on financial, compliance, and performance audits. Discover the expectations that audit organizations have in working with agency personnel and what agency staff can expect of auditors. With this knowledge, you are prepared to effectively interact with your auditors, represent your agency before them, and respond to their findings.

LEARNINg OUTCOMES

n Describe the role of public sector auditors

n Describe the processes they follow in planning, executing, and reporting on performance audits

n Explain the expectations of audit organizations and their staffs in dealing with agency personnel

n Effectively interact with auditors and respond to audit findings

WHO SHOULD ATTEND

Primarily for non-auditors. Level: All.


SCHEDULEAugust 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC




ETHICAL DECISION MAkINg FOR AUDITORSAUDT9030g

Focus on how to recognize, analyze, and resolve the ethical dilemmas that auditors face in their professional activities. The auditor’s mission is to uncover evidence of fraud, waste, and abuse, which often results in tough decisions about how to handle sensitive situations. Since auditor ethics are currently under greater scrutiny, the goal of this course is to help each participant develop ethical fitness. Become armed with a decision-making matrix, a tool that focuses on auditors’ shared core values and allows you to approach the analysis and resolution of ethical dilemmas in an organized way. Use your own examples of real situations to develop the skills to manage the dilemmas you face every day.

LEARNINg OUTCOMES

n Develop a consensus on core values

n Describe how establishing shared, core values improves the ethical environment of a government audit organization

n Discriminate between moral temptations and authentic ethical dilemmas

n Analyze the dilemmas you face according to a structured framework

n Resolve the dilemmas according to classic ethical principles

WHO SHOULD ATTEND

Auditors, inspectors, evaluators, and analysts. Level: All.








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INFORMATION SySTEMS AUDITINgAUDT8029g

Learn the basic processes, tools, and techniques involved in auditing today’s information systems. Become familiar with the basic audit techniques specified in the U.S. Government Accountability Office’s Federal Information System Controls Audit Manual (FISCAM), selected National Institute of Standards and Technology (NIST) special publications, and other relevant audit guidance by engaging in exercises, case studies, lectures, and discussions. Improve your skill set by discovering alternative methods of evaluating and testing both general and business process application controls, including identifying indicators of potential fraud. CGAP Exam Aid.

LEARNINg OUTCOMES

n Provide a conceptual framework of internal controls in a computer environment

n Discuss the primary steps in conducting a risk assessment of an IT system

n Describe the various phases of systems development from the perspective of the auditor

n Review the evaluation and testing procedures for general and business process application controls

WHO SHOULD ATTEND

New and experienced auditors with limited exposure to the subject matter. Level: All.





February 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . San Francisco, CA


June 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL



gOvERNMENT AUDITINg STANDARDS: REvIEW AND UPDATEAUDT7732g

In government, auditing is used as a multipurpose tool for accountability and management decision making, as well as a control for providing information to improve program operations and results. Producing effective audits that serve these purposes requires an understanding of the Government Auditing Standards. Learn the requirements of individual standards as well as the latest amendments to the standards. The focus of the course is on standards for performance audits. Graduate School USA can tailor the course for on-site presentation and address standards for financial audits and attestation engagements.

LEARNINg OUTCOMES

n Understand the use and application of GAGAS, including the types of audits and engagements

n Explain the auditor’s ethical responsibilities

n Be familiar with the Government Auditing Standards, including updates

n Explain the field work standards for performance audits, including updates

n Explain the reporting standards for performance audits, including updates

n Preview the supplemental guidance

WHO SHOULD ATTEND

Auditors at all levels. Level: All.


SCHEDULESeptember 6, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


April 3, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC





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February 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL





May 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX


July 17-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Long Beach, CA




MANAgEMENT’S RESPONSIBILITy FOR INTERNAL CONTROL (OMB CIRCULAR A-123)AUDT8003g

It is more important than ever that agency heads follow the requirements of the Federal Manager’s Financial Integrity Act and OMB’s implementing Circular A-123 to assess and report on the agency’s system of internal control. It is no less important for auditors to be able to report on an agency’s compliance with the Act. Learn how the required assessment should be structured and carried out, including assessable units and how key controls should be selected for testing. Become acquainted with intent and content as related to internal controls through summaries of Appendix A and its July 2005 Implementation Guide and Appendices B and C of Circular A-123.


The course can be compressed and presented on-site in a half-day format for executives.

LEARNINg OUTCOMES

n Explain why internal control is important for helping managers accomplish organizational, operational, and program objectives for which they are responsible

n Identify the laws that have laid the foundation for stewardship and performance accountability in the federal government and, consequently, for sound internal control

n Define management control, internal control, and the basic concepts and objectives for them

n Identify and apply GAO standards and OMB guidance for establishing and assessing controls

n Identify and apply key components of assessing risk

n Identify and apply key components in assessing controls

n Prepare a statement of assurance under the Integrity Act

n Identify alternative approaches for evaluating controls

n Recognize and report deficiencies and material weaknesses

WHO SHOULD ATTEND

Program managers and others who conduct control assessments, as well as auditors who review agencies’ implementation of Circular A-123. Level: All.







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PREvENTION AND DETECTION OF FRAUDAUDT8002g

Explore the legal statutes on fraud. Learn both the legal and layperson’s definitions of fraud, and the nature, causes, and types of white-collar crimes. Become familiar with your professional audit responsibilities for designing audit procedures to detect fraud. Discover the role of internal controls and supervision in preventing fraud, and become familiar with audit procedures proven effective in detecting fraud. The role of auditors in reporting illegal acts and working with investigators to prosecute fraud is discussed. You practice fraud detection methods in multiple case exercises. CGAP Exam Aid.

LEARNINg OUTCOMES

n Identify auditor responsibilities for the prevention and detection of fraud

n Describe the circumstances under which fraud is committed and who commits fraud

n Conduct risk assessments

n Identify common indicators and detection techniques associated with illegal activity and abuse

n Describe threats to, and identify safety measures for, computer-based systems

n Describe the federal rules of evidence and criminal statutes related to fraud

n Identify factors relevant to auditor cooperation with investigators and the timing and content of investigative audits

WHO SHOULD ATTEND

Auditors who have experience in financial and performance auditing. Program managers may also find the course beneficial. Level: All.






February 28 – March 1, 2012 . . . . . . . . . . . . . . . . . .Philadelphia, PA






PRESENTATION SkILLS FOR AUDITORSAUDT8522g

Your effectiveness as an auditor often depends on how well you orally present your audit results. Prepare and conduct various presentations of your audit findings in this nonthreatening classroom environment. Receive individualized coaching on the organization and delivery of your presentation after it is videotaped. Class size is limited to 15 students to ensure individualized attention.

LEARNINg OUTCOMES

n Analyze your audience

n Organize your presentation effectively

n Deliver your message skillfully

n Handle audience questions

n Use visuals to help convey your message

n Clarify the purpose of your presentation

n Manage the tensions related to public speaking

WHO SHOULD ATTEND

Auditors with some experience in performance, contract, and grant auditing. Level: All.





June 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TX





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CERTIFIED gOvERNMENT AUDITINg PROFESSIONAL® EXAMINATION REvIEWAUDT9998g

Prepare for the examination you are required to pass to become a Certified Government Auditing Professional (CGAP®) as designated by the Institute of Internal Auditors (IIA). The exam comprises the requisite knowledge and skills for doing government auditing. You prepare by listening to lectures from an instructor who has passed the exam, by participating in discussions, and by working mock exam questions. This course is designed to provide new knowledge as well as a review.

Advance preparation for this course, using the IIA’s CGAP Examination Study Guide, is recommended. This guide can be purchased from the IIA, (877) 867-4957, or IIARF Bookstore, 1650 Bluegrass Lakes Pkwy., Alpharetta, GA 30009-1616.

Note: Other Graduate School USA courses that address CGAP Exam content are identified in the course descriptions with the notation “CGAP Exam Aid.”

The IIA requires a completed CGAP examination registration form, and all registration documents and fees must be filed with the IIA. For brochures, forms, or more details, write or call:

The Institute of Internal Auditors, Inc.247 Maitland Avenue, Altamonte Springs, FL 32701 PHoNe: (407) 937-1100Visit www.theiia.org for IIA exam details.

LEARNINg OUTCOMES

n Comprehensively prepare to take the CGAP examination

n Understand and apply required standards for governmental auditing

n Use current audit methodologies and techniques in government audits

n Describe the government auditor’s evolving role in accountability

WHO SHOULD ATTEND

Those looking to take the Certified Government Auditing Professional (CGAP) Exam.



March 6-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


TEAM-DEvELOPED AUDIT REPORTSAUDT9601g

Learn a structured approach for involving all team members in all phases of the audit process, from planning through reporting. Become adept at conferencing techniques to help you reach agreement on key points and develop and write quality reports quickly with fewer rewrites. Using a case study, practice being involved as team members at strategic points in the audit and report development process. Learn the key points on which agreement is desired at each phase of the audit and useful techniques for reaching desired agreements. This course culminates with drafting specific report sections of the case study from assignments agreed upon in a team conference.

On a pre-arranged contract, this course can be presented in three or four days. In a three-day presentation, the course will be limited to use of conferencing techniques in developing the report. In a four-day presentation, the course can be covered in full if participants have attended Developing and Presenting Audit Findings (AUDT7012G) or Writing Audit Reports by Objectives (AUDT8511G).

LEARNINg OUTCOMES

n Discuss the four stages of the audit process and describe what each stage contributes to total communication logic

n Explain the role of conferences in achieving the goals of each stage

n Address the finding elements in writing a report by developing case-study findings

n Describe the purpose and product of a conference at each audit stage, which team members should attend, and what their roles should be

n Explain the four stages of group interaction, how the four principles of negotiation strategy apply, and the positive role that dissent can play in developing a consensus

n Demonstrate a working knowledge of the conduct of conferences by participating in conference simulations at each stage, using a case study and a team-prepared agenda

n Draft specific report sections of the case study, working from assignments agreed upon in a report-planning conference

WHO SHOULD ATTEND

Audit organizations that want to involve team members at strategic points in the audit and reporting process with the goal of preparing quality reports quickly. Level: All.


SCHEDULEMarch 12-16, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC





Letusmanageyourtrainingcenter.Get the solutions you need for effective employee development. Our on-site training center for administrative support lets you choose the precise services you need to update staff skills and assess your agency’s true needs. Our capabilities include training center office staff support, facilities management, competency-based organizational development facilitation, workforce assessment, customized course development and delivery, learning management system administration, career and work/life counseling services, and on-site distance learning delivery support.

Career Transition ServiceFor federal agencies facing a RIF or organizational reengineering, our certified career management professionals can help staff and managers ease transitions with career assessments, coaching, and guidance services.

Assessment InstrumentsTo help you optimize your employee development programs, we are experienced and certified in using such proven tools as Strong Interests and Skills Confidence Instrument, MBTI, LEI, SDSS, ACCI, Career Anchors, ISC 20/20 Insights, Benchmark Profiler, Firo-B, CPI, 16PF, CLI, CAI, Denison Culture Survey, COS, TDS, Covey Seven Habits Survey, Skillscope, Developmental Challenge, and Learning Tactics.

Career Development WorkshopsWe provide on-site training focused on specific topics to help your staff and managers learn effective career and leadership tools. Areas covered include career planning, managing change, Myers-Briggs, KSA development, and many more.

Letushandleyourstafftraininganddevelopment.

An example of our training center management .

National Fair Housing Training AcademySince 2007 The Graduate School USA has been managing the Department of Housing and Urban Development’s (HUD) Patricia Roberts Harris National Fair Housing Training Academy . The Academy’s goal is to ensure consistent and prompt enforcement of fair housing laws through professional training of HUD, state, and local civil rights investigators, who are the Fair Housing Assistance Program’s (FHAP) enforcement partners .


gRANTS

➲ graduateschool.edu/grants

Graduate School USA is committed to providing a results-oriented grants curriculum for grants providers and recipients to help you master this complex subject. Our curriculum is designed to help grants managers and their staffs meet presidential initiatives designed to:

n Reduce costs

n Improve customer service

n Increase standardization/streamlining of business processes and technologies

Open enrollment classes are offered in Washington, DC, and we can schedule on-site or online training that is customized for your organization’s needs.

Federal gRANTS program

management involves 900

programs in over 26 grant-making

agencies, providing over $500

billion annually in financial

assistance. Since grants

management has evolved in a

decentralized manner, the subject

can be daunting to master.

CURRICUlUM OvERvIEW

TABLE OF CONTENTS


gRANTSIntroduction to Grants Management, PGMT7101D . . . . . . . . . 188

Grants Performance Management, PGMT8101D . . . . . . . . . . 188

The Effective Grants Manager, PGMT8201D . . . . . . . . . . . . 189

Auditing Grants, AUDT7407G . . . . . . . . . . . . . . . . . . . . 189

Certificate of Accomplishment in Grants Management . . . . . . . 191

GraduateSchoolUSA






gRANTS ➲ graduateschool.edu/grants


graduateschool.edu/grants ➲ gRANTS

INTRODUCTION TO gRANTS MANAgEMENTPgMT7101D

Gain an overview of federal grants topics and terminology, roles and responsibilities, and rules and regulations.

Delve into administrative requirements and basic financial compliance requirements, including common problem areas and potential solutions. Learn about elements common to most grants as well as some of the unique requirements which call for increased management attention.

This course is part of the Certificate of Accomplishment in Grants Management.

LEARNINg OUTCOMES

n Define common types of grants and grant-related terminology

n Interpret common administrative and cost requirements

n Develop a procedure for tracking grant requirements for multiple grants

n Identify high-risk requirements for your organization, and more

WHO SHOULD ATTEND

Anyone involved with administration of grants or grant-funded programs.









gRANTS PERFORMANCE MANAgEMENTPgMT8101D

Focus on the unique performance management and measurement issues for grants and grant-funded programs.

Enhance your awareness of performance issues relating to both achievement of program goals and effective and efficient management of program resources. Learn to apply a step-by-step, hands-on process on how to develop and use a formalized monitoring function for grants within your agency. Identify monitoring issues and tools applicable for both grantors and grantees, including elements for self-monitoring as well as monitoring of grantees and sub-grantees.


LEARNINg OUTCOMES

n Establish realistic and realizable performance targets

n Provide performance data in support of performance reports that are clear, concise, and accurate

n Define and prioritize key monitoring processes and procedures

n Establish a formal monitoring plan for your agency, and more

WHO SHOULD ATTEND






gRANTS ➲ graduateschool.edu/grants graduateschool.edu/grants ➲ gRANTS


THE EFFECTIvE gRANTS MANAgERPgMT8201D

This capstone course explores the next steps towards increasing economy, efficiency, and effectiveness of grants and grant-funded programs. Explore current issues and events in grants management along with how to prepare for a grants audit. Work a comprehensive case study in a simulated team environment to apply all the principles covered in the grants management curriculum.


LEARNINg OUTCOMES

n Identify current issues and trends in grants management

n Assess and address the 10 most common audit findings in grant programs

n Identify new and unique options for dealing with special challenges in grants, such as volunteer recruitment/training/retention, advertising of services, communication between the “number-crunchers” and the program/performance managers, and much more

WHO SHOULD ATTEND







AUDITINg gRANTSAUDT7407g

Recent events have led to the public eye’s becoming critically focused on the use of federal and state dollars in grant-funded programs. This course provides an awareness of the unique challenges faced by grants and program managers, the entities receiving the grants, and auditors. Gain an overview of the grants process, relevant grants management, and grant audit regulatory requirements. Learn the stages of the grant process: award, monitoring, audit, and close out. Also, become adept at implementing strategies for auditing each of these stages by applying those strategies in case studies. This course provides you with a general overview of some of the requirements contained in the American Reinvestment and Recovery Act (ARRA).

LEARNINg OUTCOMES

n Understand the full grants management process and current regulatory requirements governing grants

n Identify the role of auditors in providing guidance and feedback to grants managers

n Describe the role of auditors in providing audit recommendations, assistance, and other constructive feedback to grants managers

n Identify options for audit objectives and procedures that are achievable and will provide timely, useful information

n Identify issues beyond compliance that need to be audited

WHO SHOULD ATTEND

New Auditors and others involved in the grants process. Level: Intermediate.






“I believe those who may be able to

avail themselves of this opportunity

will both enrich themselves and

enhance the value of their service

they render.”

Stillaninspiration,

90yearslater.OurfirstDirectorwas,foremost,aneducator.

As our first Director, Elmer D. Ball believed that the federal workforce deserved

an opportunity for continuing education. Through his efforts, the Department

of Agriculture established a new school to help a handful of federal professionals

enhance their skills and knowledge. Ninety years later, Graduate School USA has

provided career training to over one million students around the world.

We share Mr. Ball’s commitment to formal education and are proud to continue

his mission.

For more Graduate School USA history visit

graduateschool.edu/history



gRANTSCERTIFICATE OF ACCOMPLISHMENT IN gRANTS MANAgEMENT

REqUIRED COURSES n Introduction to Grants Management

PGMT7101D • 2.4 CEU

n Grants Performance ManagementPGMT8101D • 2.4 CEU

n The effective Grants ManagerPGMT8201D • 1.8 CEU

COURSE OF STUDyThe Certificate of Accomplishment in Grants Management helps participants acquire basic knowledge and skills in managing grants in today’s challenging, results-oriented environments. You have three years to complete the program. Participants should complete the courses in the following order:



INFORMATIONTECHNOLOgy

Graduate School USA offers

state-of-the-art INFORMATION

TECHNOLOgy training to

help you meet the challenges

of your workplace. You gain

from cutting-edge software,

comprehensive training materials,

and expert instructors.

➲ graduateschool.edu/it

Our state-of-the-art Information Technology courses help you meet the challenges of today’s workplace. Benefit from our cutting-edge software, comprehensive training materials, and knowledgeable instructors.

A wide variety of courses in the following subject areas are offered to meet your training and development needs:

n Cloud Computing

n Desktop/Internet Publishing

n Enterprise Architecture

n Email and Collaboration Software

n Geographic Information Systems (GIS)

n Information Security

n Industry Certifications

n Microsoft Applications

n Project Management

Our Microsoft Office 2007 Suite (Microsoft Access, Excel, PowerPoint, Project, and Word) courses can also be delivered at your location in the Washington, DC metropolitan area. The onsite contract sessions for these one-day, two-day, or three-day Microsoft courses:

n Offer savings opportunities for groups of 10, 15, or 20 participants,

n Can be taught at your site or in our fully-equipped, state-of-the-art computer labs.

Classes are also available for 2003 Microsoft Office applications. Our one-day Microsoft Office 2007 Upgrade courses cover the new features for the Microsoft Office applications Excel and Access.

Many of our courses can also be delivered through GS Connect—our online learning platform that expands the School’s educational expertise and capabilities to meet your mission-critical training needs, especially for employees working outside of the Washington, DC metropolitan area.

CURRICUlUM OvERvIEW

TABLE OF CONTENTS


TABLE OF CONTENTSINFORMATION TECHNOLOgy

MICROSOFT APPLICATIONS

Microsoft Access 2007: Introduction, DBAS7125T . . . . . . . . . 194DISTANCe eDUCATIoN

CoURSe

Microsoft Access 2007: Introduction,DBAS7515A . . . . . . . . . . . . . . . . . . . . . . . . . 194

Microsoft Access 2007 Upgrade, DBAS7126T . . . . . . . . . . . 195Microsoft Access 2007: Intermediate, DBAS8125T . . . . . . . . . 195DISTANCe eDUCATIoN

CoURSe

Microsoft Access 2007: Intermediate,DBAS8515A . . . . . . . . . . . . . . . . . . . . . . . . . 196

Microsoft Access 2007: Advanced Applications Development, DBAS9111T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196Microsoft Excel 2007: Introduction, SPRD7978T . . . . . . . . . . 197DISTANCe eDUCATIoN

CoURSe

Microsoft Excel 2007: Introduction,SPRD7578A . . . . . . . . . . . . . . . . . . . . . . . . . 197

Microsoft Excel 2007 Upgrade, SPRD7979T . . . . . . . . . . . . 198Microsoft Excel 2007: Intermediate, SPRD8978T . . . . . . . . . 198DISTANCe eDUCATIoN

CoURSe

Microsoft Excel 2007: Intermediate,SPRD8578A . . . . . . . . . . . . . . . . . . . . . . . . . 199

Microsoft Excel 2007: Advanced, SPRD9962T . . . . . . . . . . . 199

nEW Microsoft Excel Budgeting Techniques,SPRD8550T . . . . . . . . . . . . . . . . . . . . . . . . . 200

nEW Microsoft Excel 2007 Macros,SPRD8888T . . . . . . . . . . . . . . . . . . . . . . . . . 200

Microsoft PowerPoint 2007: Introduction, PRES7959T . . . . . . . 201DISTANCe eDUCATIoN

CoURSe

Microsoft PowerPoint 2007: Introduction,PRES7568A . . . . . . . . . . . . . . . . . . . . . . . . . 201

Microsoft PowerPoint 2007: Intermediate, PRES8959T . . . . . . 202Microsoft Project 2007, PROJ7990T . . . . . . . . . . . . . . . . 202DISTANCe eDUCATIoN

CoURSe

Microsoft Project 2007,PROJ7590A . . . . . . . . . . . . . . . . . . . . . . . . . 203

Microsoft Word 2007: Introduction, WORD7980T . . . . . . . . . 203DISTANCe eDUCATIoN

CoURSe

Microsoft Word 2007: Introduction,WORD7568A . . . . . . . . . . . . . . . . . . . . . . . . . 204

Microsoft Word 2007: Intermediate, WORD8979T . . . . . . . . . 204

DESkTOP/INTERNET PUBLISHINg

Adobe Dreamweaver: Introduction, INET7885T . . . . . . . . . . 205Adobe InDesign: Introduction, DTOP7988T . . . . . . . . . . . . . 205Adobe InDesign: Intermediate, DTOP8988T . . . . . . . . . . . . 206Adobe Photoshop: Introduction, DTOP7769T . . . . . . . . . . . . 206

EMAIL AND COLLABORATION SOFTWARE

Lotus Notes 8 .5 Introduction, MAIL7897T . . . . . . . . . . . . . 207Microsoft Office SharePoint Designer 2007: Introduction, INET7102T . . 207Microsoft Office SharePoint Designer 2007: Intermediate, INET8102T . . 208Microsoft Office SharePoint Services 3 .0: Introduction, INET7103T . . . 208

gEOgRAPHIC INFORMATION SySTEMS (gIS)

Introduction to GIS Software: ESRI ArcGIS 9 .x, GIST7000T . . . . 209Introduction to GIS Technologies, GIST7001T . . . . . . . . . . . 209

INFORMATION SECURITy

Certified Information System Security Professional (CISSP) Prep, SRTY9100T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210

nEW Cyber Security: A Technical Approach,SRTY8330T . . . . . . . . . . . . . . . . . . . . . . . . . 210

Fundamentals of Computer Security for Federal Information Systems, SRTY7768T . . . . . . . . . . . . . . . . . . . . . . . 211Information Security Specialist Certification Program, SRTY9999T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212DISTANCe eDUCATIoN

CoURSe

Safeguarding Personally Identifiable Information, SRTY8004A . . . . . . . . . . . . . . . . . . . . . . . . . 213

Security+ Certification Preparation, SRTY9031T . . . . . . . . . . 213

CLOUD COMPUTINg

nEW Introduction to Cloud Computing and Architectureand Services, ENTR7101T . . . . . . . . . . . . . . . . . . 214

nEW Designing Cloud Computing Architectures,ENTR8101T . . . . . . . . . . . . . . . . . . . . . . . . . 214

nEW Implementing Systems Using Cloud ComputingArchitectures, ENTR8102T . . . . . . . . . . . . . . . . . . 215

nEW Securing Systems Using Cloud ComputingArchitecture, ENTR9101T . . . . . . . . . . . . . . . . . . 215

INDUSTRy CERTIFICATIONS

A+ Certification 2009, TCOM9996T . . . . . . . . . . . . . . . . 216Oracle: Introduction, CMAN7710T . . . . . . . . . . . . . . . . . 216

ENTERPRISE ARCHITECTURE

Introduction to Enterprise Architecture, ENTR7000T . . . . . . . . 217DISTANCe eDUCATIoN

CoURSe

Enterprise Architecture Overview,ENTR7001A . . . . . . . . . . . . . . . . . . . . . . . . . 217

Implementing an Enterprise Architecture, ENTR7001T . . . . . . . 218Service-Oriented Architectures – Components and Services, ENTR8001T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218Technical Architectures, ENTR8002T . . . . . . . . . . . . . . . . 219Data Architectures, ENTR8003T . . . . . . . . . . . . . . . . . . 219Applied Enterprise Architecture: Affecting Strategic Change, ENTR9002T . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220Capital Portfolio Planning, Implementing, Maintenance, and Management, PROJ7998T . . . . . . . . . . . . . . . . . . . 220Certificate of Accomplishment in Enterprise Architecture . . . . . 222

PROjECT MANAgEMENT

Project Management for IT: Application and Integration, PROJ7602T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221Certificate of Accomplishment in Project Management . . . . . . . 223

INFORMATION TECHNOLOgy ➲ graduateschool.edu/it




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graduateschool.edu/it ➲ INFORMATION TECHNOLOgygraduateschool.edu/it ➲ INFORMATION TECHNOLOgy

MICROSOFT ACCESS 2007: INTRODUCTIONDBAS7125T

Microsoft Access is a relational database system and development environment you use to organize, access, and share information. As a computer application, Microsoft Access utilizes object-based technology so that novices and power users alike can use databases on their desktops and/or in their network enterprise. In this two-day, hands-on, introductory workshop, learn basic database management concepts: identifying database components, creating database tables, and managing those tables through the use of queries and filters.

LEARNINg OUTCOMES

n Understand and create a relational database design

n Update database records: adding, editing, and deleting within a database table

n Create databases using tables and table modification

n Produce forms to enter and maintain data utilizing Form Wizard and AutoForm

n Learn to set field properties and utilize filters and comparison operators in order to select records from existing databases

n Create and modify queries and filters with the use of comparison operators and calculations

n Produce formatted printouts incorporating different fonts and attributes, headers and footers, and summarized data utilizing Auto Report and Report Wizard

WHO SHOULD ATTEND

This course is for users who wish to learn database functions and design.



You may be interested in Microsoft Access 2007: Introduction (DBAS7515A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.







DISTANCe eDUCATIoN

CoURSe

MICROSOFT ACCESS 2007: INTRODUCTIONDBAS7515A

Using Microsoft Access, learn basic database management concepts such as identifying database components, creating database tables and managing those tables through the use of queries, forms, reports, and more. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Explain Access database concepts and terminology

n Design and create tables and enter and manipulate data in those tables

n Create data forms for viewing and inputting data and reports that summarize and group data

n Perform database maintenance procedures

n Format and customize database objects

WHO SHOULD ATTEND

Individuals who wish to learn database functions and design.

2 Weeks • 1.8 CeU • Tuition: $445


Monday & Wednesday 1:00 – 3:00 p.m. Eastern time.August 1, 3, 8, 10, 2011 . . . . . . . . . . . . . . . . . . Distance Education


Tuesday & Thursday 1:00 – 3:00 p.m. Eastern time.November 8, 10, 15, 17, 2011 . . . . . . . . . . . . . . . . Distance Education

March 6, 8, 13, 15, 2012 . . . . . . . . . . . . . . . . . . Distance Education

INFORMATION TECHNOLOgy ➲ graduateschool.edu/itINFORMATION TECHNOLOgy ➲ graduateschool.edu/it graduateschool.edu/it ➲ INFORMATION TECHNOLOgy


graduateschool.edu/it ➲ INFORMATION TECHNOLOgy


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MICROSOFT ACCESS 2007 UPgRADEDBAS7126T

If you want to maintain and improve existing databases and quickly increase your productivity by learning how to efficiently transition to the 2007 version of Access, this course is for you. Office Access 2007 provides an intuitive environment for creating forms and reports, allowing you to quickly create forms and reports that display sorted, filtered, and grouped information. Learn how to effectively navigate the newly designed fluent user interface (ribbon); understand and explore galleries, contextual tabs, and live previews; and format data quickly and efficiently using new themes and styles. In addition, experience the ease of database creation with database, table, and new field templates. Examine the improved data sheet, report, and layout views. Use the new attachment and multi-valued fields for complex data, as well as memo fields, which now store rich text and support revision history. Upon completing this course, know how to identify and use the enhanced features of Access 2007.

LEARNINg OUTCOMES

n Explore how users of Microsoft Office Access 2007 make the most of the new interface to include the ribbon, the office button, command and contextual tabs, galleries, the quick access toolbar, and the navigation pane

n Create databases, tables, forms, and impressive reports using the enhanced features of Access 2007

n Understand data analysis by creating custom calculations and incorporating popular built-in functions within queries, forms, and reports

n Use the report layout view to change report design, and to sort and group records on a report

n Understand the proper use of the new Automatic Form options, the new control layout tools, and the new AutoForm feature to create new forms

WHO SHOULD ATTEND

Individuals currently familiar with previous versions of Access and who have upgraded to Access 2007 and want to learn how it works and what new features it contains as quickly as possible, as well as those considering upgrading, will benefit from this course.








MICROSOFT ACCESS 2007: INTERMEDIATEDBAS8125T

This two-day intermediate workshop builds upon basic database concepts and offers you training in the development of multiple database relationships. Learn to use the advanced properties of forms, reports, and queries. Become adept at creating and modifying charts, creating filters, joining tables in queries, working with input masks, and creating and utilizing macros.

LEARNINg OUTCOMES

n Produce lookup fields to add data to databases

n Generate sub-forms to display data from tables or queries that have a one-to-many relationship

n Using Design View, create a form and apply calculated controls to display totals and other computations

n Formulate queries using joined tables

n Utilizing extensible markup language (XML), compose documents for importing and exporting data on the Web

n Create and save forms and reports as data access pages so that intranet/Internet access can be achieved

WHO SHOULD ATTEND

Users who wish to learn more advanced database functions will benefit from this course.



You may be interested in Microsoft Access 2007: Intermediate (DBAS8515A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.











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MICROSOFT ACCESS 2007: ADvANCED APPLICATIONS DEvELOPMENTDBAS9111T

Take your experience with Microsoft Access to the next step. Learn to build advanced database applications using controls such as the Performance Analyzer, combo boxes, and dialog boxes. Other content includes macro development, custom switchboards, and the use of utilities such as the database splitter and the linked table manager.

LEARNINg OUTCOMES

n Create tips, tricks, and shortcuts in application development

n Apply advanced controls and objects

n Establish custom start-up procedures and develop switchboards

n Learn to run, test, and debug applications

n Design workgroups and security processes as well as repair and maintain databases

WHO SHOULD ATTEND

This course is designed for users who seek a thorough knowledge of Access application development.





DISTANCe eDUCATIoN

CoURSe

MICROSOFT ACCESS 2007: INTERMEDIATEDBAS8515A

Learn intermediate-level operations of Microsoft Office Access 2007, including how to maintain data integrity; how to handle complex queries, reports, and forms; and how to share data between Access and other applications. Course materials include a textbook that provides developmental exercises.



n Demonstrations, simulations and application sharing


LEARNINg OUTCOMES

n Restrict data entry and establish patterns for entering field values

n Create query joins, join unrelated tables, and relate data within a table

n Set select query properties and create parameter and action queries

n Restrict data entry in forms and create and add sub-forms and command buttons

n Organize report information and control pagination

n Create mailing label reports

n Import and export data, analyze Access data in Excel, and merge data to a Microsoft Word document

n Customize and format database objects

WHO SHOULD ATTEND

Individuals with a basic understanding of Microsoft Access 2007 who would like to expand their knowledge.

Note: This course is a prerequisite for more advanced Access 2007 courses.



Monday & Wednesday 1:00 – 3:00 p.m. Eastern time.August 15, 17, 22, 24, 2011. . . . . . . . . . . . . . . . . Distance Education

September 17, 19, 24, 26, 2012. . . . . . . . . . . . . . . Distance Education

Tuesday & Thursday 1:00 – 3:00 p.m. Eastern time.January 10, 12, 17, 19, 2012 . . . . . . . . . . . . . . . . Distance Education

April 3, 5, 10, 12, 2012 . . . . . . . . . . . . . . . . . . . Distance Education







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MICROSOFT EXCEL 2007: INTRODUCTIONSPRD7578A

Learn the new Microsoft Excel interface (ribbon) to perform sophisticated calculations, create templates, display what-if scenarios, embed graphic charts, sort data, create reports and more. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Design workbooks and perform data entry of numbers, text and formulas

n Employ templates and ranges

n Use page setup and formatting for printing

n Generate and work with multiple worksheets

n Learn various charting functions

WHO SHOULD ATTEND

Individuals who want to learn the fundamentals of the spreadsheet application.



Tuesday & Thursday 1:00 – 3:00 p.m. Eastern time. September 13, 15, 20, 22, 2011 . . . . . . . . . . . . . . Distance Education


MICROSOFT EXCEL 2007: INTRODUCTIONSPRD7978T

Microsoft Excel is a software application that offers three distinct processes for managing data: spreadsheet, database design, and graphing. Save time, improve accuracy, and enhance reports by mastering Excel software. The spreadsheet software allows you to custom-design tables to crunch numbers for sophisticated and repetitive calculations such as budgets, finances, inventories, or any task that is numerically oriented. The database and graphing functions let you select, retrieve, view, and chart data contained within the spreadsheet mode. This course provides a thorough introduction to each of Excel’s features.

LEARNINg OUTCOMES

n Create workbooks and perform data entry of numbers, text, and formulas

n Use templates and ranges

n Perform copy and move operations

n Utilize page setup and formatting for printing

n Create and work with multiple worksheets

n Perform various charting functions

WHO SHOULD ATTEND

This course is for participants who want to learn the fundamentals of the spreadsheet application.



You may be interested in Microsoft Excel 2007: Introduction (SPRD7578A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.













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MICROSOFT EXCEL 2007: INTERMEDIATESPRD8978T

Build on the basic skills of Microsoft Excel. Utilize techniques to work with large worksheets and manage multiple layers of worksheets at the same time. Learn interaction between Excel and Web technologies, including saving a worksheet as a Web page. Gain experience with enhanced charting facilities and other advanced functions.

LEARNINg OUTCOMES

n Select, navigate, rename, insert, delete, and print large worksheets



n Learn to produce and link multiple workbooks, including cascading and tiling of window views

n Utilize the VLOOKUP and HLOOKUP advanced functions as they apply to the workplace

WHO SHOULD ATTEND

This course is for participants who want expand their skills and knowledge base in Excel.



You may be interested in Microsoft Excel 2007: Intermediate (SPRD8578A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.









MICROSOFT EXCEL 2007 UPgRADESPRD7979T

Rather than spend endless hours learning gradually about all the new features of this major upgrade, why not do it all in a day? Microsoft Excel combines a powerful spreadsheet application with the user-friendly atmosphere of the new Windows environment. This course is designed for any user interested in using calculations and predefined formulas, as well as for those who manage any type of data, including budgets, financial data, statistical data, and more. Learn how to use Microsoft’s newly designed fluent user interface (ribbon) to access all of Excel’s powerful features. This one-day course provides you with Excel 2007 essential skills and allows you to become far more efficient working with all Office programs.

LEARNINg OUTCOMES

n Explore how users of Microsoft Office Excel 2007 make the most of the new interface to include the ribbon, the office button, command and contextual tabs, galleries, the quick access toolbar, and the navigation pane

n Investigate the full range of new editing and formatting features available, to include themes and styles

n Understand how to calculate year-end bonuses, create charts, insert images, and shapes, and customize printing

n Examine the essentials of working with multiple worksheets, to include moving, grouping, and linking cells

n Explore the Excel 2007 database by formatting a range as a table, adding total rows, sorting, and filtering using both single and multiple criteria

WHO SHOULD ATTEND

Individuals currently familiar with previous versions of Excel and who have upgraded to Excel 2007 and want to learn how it works and what new features it contains as quickly as possible, as well as those considering upgrading to Excel 2007.


SCHEDULEAugust 5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC










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MICROSOFT EXCEL 2007: ADvANCEDSPRD9962T

Explore the advanced management features of the Microsoft Excel database in this three-day course. Primary focus is on using the analysis components within the application to budget and manage financial expenses. Learn to work with databases, templates, lists, macros, and audit tools. Particular attention is devoted to summarizing large amounts of data rapidly, performing what-if analyses, and working problems back to find variables when a desired outcome or scenario is known.

LEARNINg OUTCOMES

n Utilize the AutoFilter to process lists

n Create Pivot Table reports and Page Field reports on large databases to display quick summaries

n Ensure consistent appearance of workbooks through the preparation of templates

n Compare various outcomes in worksheets by analyzing data with scenarios and goal seeking

n Perform auditing processes on workbooks

n Automate frequently used operations and tasks by generating macros

WHO SHOULD ATTEND

Microsoft Excel users who wish to learn the advanced features of the application will benefit from this course.





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MICROSOFT EXCEL 2007: INTERMEDIATESPRD8578A

Build on the skills found in the Excel Introduction course or upgrade your Excel knowledge to the 2007 version. Learn more advanced concepts such as working with data ranges, linking multiple workbooks and saving spreadsheets as Web pages. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Select, navigate, insert, rename, delete and print large worksheets

n Apply and delete with ranges for update and printing


n Produce and link multiple workbooks, including cascading and tiling of window views

n Utilize the VLOOKUP and HLOOKUP advance functions as they apply to the workplace

WHO SHOULD ATTEND

Excel users with some experience who want to expand their Excel skill set or who need to learn how to use existing skills in the MS Excel 2007 interface.

Prerequisites: Microsoft Excel 2007: Introduction (SPRD7978T), Microsoft Excel 2007: Introduction (SPRD7578A), or equivalent experience.



Tuesday & Thursday 1:00 – 3:00 p.m. Eastern time.October 11, 13, 18, 20, 2011 . . . . . . . . . . . . . . . . Distance Education






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NEWMICROSOFT EXCEL 2007 MACROSSPRD8888T

The course enables you to take your Excel skills to the next level. Learn how to create, run, and revise macros, allowing you to simplify repetitive tasks and store the commands for complicated ones. Discover how to use Visual Basic for Applications (VBA) add macros to the Excel toolbar, and share your macros with other users. The instructor guides you through developing custom macros, allowing you to instantly boost productivity.

LEARNINg OUTCOMES

n Create a macro with a macro recorder

n Edit and debug a macro

n Customize toolbars, menus, and hotkeys

n Sort and duplicate data

n Generate a report

n Create an interactive worksheet

n Work with multiple worksheets

WHO SHOULD ATTEND

Those seeking to understand advanced Excel functions to increase their productivity.




NEWMICROSOFT EXCEL BUDgETINg TECHNIqUESSPRD8550T

Learn the keys to utilizing Excel in the budgeting process, including integrating management goals, working with operating budgets, costs and expenses, controlling cash, and structuring a capital budget. See how Excel helps you with performance measurements and analyzing your actuals using pivot tables and data tables. In addition utilize Excel in calculating sales, material costs, direct labor costs, and overhead costs.

LEARNINg OUTCOMES

n Use Excel features to analyze financial data

n Improve on your reporting through using advanced Excel features

n Generate useful reports for stakeholders

n Master Excel’s range of tools specifically for budgeting and forecasting

n Prepare a departmental budget through using a variety of techniques

WHO SHOULD ATTEND

Project managers, budget analysts, financial managers, and any professional responsible for preparing budgets.








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MICROSOFT POWERPOINT 2007: INTRODUCTIONPRES7568A

Explore the functions of Microsoft PowerPoint to develop dynamic slide shows for effective presentations. Learn to create and edit slides; set up templates including slide masters; embed graphics, sound effects, and clip art; add speaker notes; and more. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Utilize design templates, content templates, and the AutoContent Wizard

n Compose bulleted and numeric lists and use the format painter

n Copy and move text between slides

n Prepare multiple presentations with moving and copying between windows

n Utilize PowerPoint tables and insert Microsoft Word tables


n Insert clip art and graphics

n Animate slides

n Insert a hyperlink from a PowerPoint presentation to an online or offline Web page

WHO SHOULD ATTEND

Individuals who want to create effective presentations.

2 Weeks • 1.8 CeU • $445


Tuesday & Thursday 1:00 – 3:00 p.m. Eastern time. February 7, 9, 14, 16, 2012 . . . . . . . . . . . . . . . . . Distance Education


MICROSOFT POWERPOINT 2007: INTRODUCTIONPRES7959T

Turn average, dull slide shows into dynamic presentations. Microsoft PowerPoint allows users to develop effective presentations and deliver them professionally using today’s screen projection technology. Working with this application you explore the functions of the software and the communication principles that lead to dynamic slide shows. Quickly learn how to apply and customize using basic skills—creating and saving a presentation, adding new slides, using templates, editing slides, working with graphics and clip art, and adding speaker notes.

LEARNINg OUTCOMES

n Select from various layouts and create new presentations; prepare multiple presentations with moving and copying between windows

n Use many design and content templates

n Compose bulleted and numeric lists and utilize the format painter

n Learn to copy and move text between slides

n Enhance presentation text and utilize outline view

n Format processes including borders, shading, graphics, and clip art; demonstrate how to insert, reposition, crop, and resize clip art

n Apply printing tasks, including slides, speaker notes, handouts, and entire presentations

n Perform PowerPoint start-up procedures and menu commands

n Add and manipulate shapes; apply quick styles

WHO SHOULD ATTEND

This course is for those who want to learn introductory features of the Microsoft PowerPoint 2007 environment. Individuals wishing to create effective presentations will benefit from this course.



You may be interested in Microsoft PowerPoint 2007: Introduction (PRES7568A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.











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MICROSOFT PROjECT 2007PROj7990T

Improve your ability to manage tasks and task-related resources, time lines, and costs in this three-day course. Use the application’s tools to better organize work and people, ensuring that projects are delivered on time and within budget. Witness demonstrations of and learn to apply methods for controlling and updating progress, tracking schedule, and resource changes, and creating reports.


LEARNINg OUTCOMES

n Create a project plan containing tasks, durations, milestones, and costs

n Set up and document people resources, equipment resources, and material resources

n Utilize Gantt charts and tables to format a project plan

n Learn to customize and print project views

n Track projects through time lines and troubleshoot time and schedule issues

n Adjust and optimize project plans over a time frame

n Understand how MS Project supports successful project management

WHO SHOULD ATTEND

Program managers, project managers, and systems analysts who wish to learn and apply a tool that utilizes software processes to assist in managing project efforts.



You may be interested in Microsoft Project 2007 (PROJ7590A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.








MICROSOFT POWERPOINT 2007: INTERMEDIATEPRES8959T

In this intermediate skills workshop, users move beyond the basics of presentations and learn how to add professional style enhancements to their slide shows. Customized color schemes, special animations, effective transitions, picture files, sound and video clips, hyperlinks, and the action button are some of the many techniques demonstrated.

LEARNINg OUTCOMES

n Create PowerPoint tables and add Microsoft Word tables


n Compose slide masters and edit notes

n Design and apply special effects involving multimedia

n Present a slide show to a broader audience through Web pages, online meetings, and broadcast

n Animate text on slides

WHO SHOULD ATTEND

This course is for those who want to learn more about the intermediate features of the Microsoft PowerPoint 2007 environment.




December 7, 2011. . . . . . . . . . . . . . . . . . . . . . . .Washington, DC








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MICROSOFT WORD 2007: INTRODUCTIONWORD7980T

Explore the fundamentals of word processing. Create professional-looking documents in Microsoft Word 2007. Master basic operations such as creating, naming, saving, and closing a document. Become skilled at the following:

n Changing font setting and page formats

n Moving, copying, and deleting text

n Creating tables

n Using styles, numbers, and bullets

n Working with lists

This comprehensive introduction positions users to take full advantage of the powerful capabilities of this application.

LEARNINg OUTCOMES

n Perform basic Word start-up procedures, create and save documents, switch document views, and change document magnification

n Edit a document (select, cut, copy, and paste text)

n Perform formatting using different Word techniques (font name, point size, and attributes; headings and other styles; margins, tabs, and rulers)

n Add tables including modifying, formatting, and converting text to a table

n Use Word templates

n Insert graphic objects and illustrations

n Control page appearance including layout, border, and color; proof a document using spelling and grammar checks and word count

WHO SHOULD ATTEND

This course is for those who want to learn the introductory features of the Microsoft Word 2007 environment.



Microsoft Word 2007: Introduction (WORD7568A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJuly 7, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC



March 20, 2012. . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


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MICROSOFTPROjECT 2007PROj7590A

Improve your ability to manage tasks, time lines and costs on projects using Microsoft Project. Organize work and resources to ensure that projects are delivered on time and within budget, including controlling and updating project progress, tracking schedule and resource changes, creating reports and more. Course materials include a textbook that provides developmental practice exercises.






LEARNINg OUTCOMES

n Design a project plan containing tasks, durations, milestones and costs

n Set up and document people, equipment and material resources

n Use Gantt charts and tables to format a project plan

n Print customized project views

n Track project progress and troubleshoot time and schedule problems

n Learn to adjust and optimize project plans over time

WHO SHOULD ATTEND

Program managers, project managers and systems analysts who wish to learn how to use software processes to manage project efforts.

Prerequisite: Knowledge of Microsoft Windows.



Tuesday & Thursday 1:00 – 3:00 p.m. Eastern time.September 27, 29 – October 4, 6, 2011 . . . . . . . . . . . Distance Education


Monday & Wednesday 1:00 – 3:00 p.m. Eastern time.April 16, 18, 23, 25, 2012. . . . . . . . . . . . . . . . . . Distance Education





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MICROSOFT WORD 2007: INTERMEDIATEWORD8979T

Why stop with the basics of Word 2007? Learn more of the advanced features and increase your value and contributions to your organization. Our intermediate course builds on the basics by training you in the complex features within the application. Become proficient in searching files for text, inserting special characters, editing tables, sorting table data, and importing spreadsheet data. Additional topics covered include composing mail merge letters, envelopes, and labels; sorting records; and using an external data source.

LEARNINg OUTCOMES

n Work with drawing objects and inserting graphics

n Produce mail merge documents upon a data source using a document

n Create and navigate insertion operations on tables

n Select or create templates and use wizards

n Compose and edit hyperlinks

n Insert section breaks, watermarks, headers, and footers

WHO SHOULD ATTEND

This course is for those who want to learn more about intermediate features of the Microsoft Word 2007 environment.


SCHEDULEJuly 8, 2011. . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC





DISTANCe eDUCATIoN

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MICROSOFT WORD 2007: INTRODUCTIONWORD7568A

Learn the fundamentals of word processing and how to create professional-looking documents. You start with basic operations, such as creating, naming, saving, and closing a document. When comfortable, you move on to advanced capabilities to change font settings and page formats; move, copy, and delete text; create tables; use styles, numbers, and bullets; and work with lists. Come to understand formatting with style, pagination and editing tools, tables, lists, and more. This comprehensive introduction positions users to take full advantage of the powerful capabilities of this universally used office software. Course materials include a textbook that provides developmental practice exercises.





LEARNINg OUTCOMES

n Understand the word-processing cycle

n Design headers and footers

n Apply styles and themes to documents

n Design a document using templates

n Plan and prepare mailing labels and envelopes

n Perform spelling and grammar checks

n Create tables and change the table design

n Use special features such as SmartArt® and text boxes

WHO SHOULD ATTEND

Individuals who want to learn the fundamentals of word processing.




April 17, 19, 24, 26, 2012 . . . . . . . . . . . . . . . . . . Distance Education

September 11, 13, 18, 20, 2012. . . . . . . . . . . . . . . Distance Education Needapricequotationforanon-sitecourse?Receive a price quotation for your desired course(s) by contacting our Customer Support Center at (888) 744-4723 or by completing the Contract for Training at Your Location Inquiry Form on our website at graduateschool.edu/Quote .






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ADOBE INDESIgN: INTRODUCTIONDTOP7988T

InDesign is a powerful page layout application that offers many features designed to simplify complex design tasks. If designing documents is part of your job, this course provides the essentials and sets you on your way. Topics include creating master pages, applying paragraph and character styles, and laying out text and graphics. The course also covers how to flow text across pages for reports and newsletters, and how to spell-check documents. Also learn how to apply color to text for maximum effectiveness, and create and edit gradients. Adobe InDesign supports native Photoshop and Illustrator files, so images will not need to be converted to another format.

LEARNINg OUTCOMES

n Learn to create and save publications

n Set text and graphics into publications

n Format text using styles

n Edit pictures by using resize, crop, and rotate

n Develop a master page for headers, footers, and page numbering

n Create colors and use them appropriately in professional printing

WHO SHOULD ATTEND

Desktop publishers who want to use a cutting-edge desktop publishing program to create flyers, reports, and brochures.






ADOBE DREAMWEAvER: INTRODUCTIONINET7885T

In this two-day course, the fundamentals of this powerful Web development software tool are introduced and applied in a hands-on environment. Learn the basic skills of adding text, graphics, and links to a Web page, as well as how to instantly add Flash® text and buttons. Participants also utilize forms, libraries, templates, and frames, and learn to use Dreamweaver tools to design and manage a website.

LEARNINg OUTCOMES

n View and manage HTML code within the Dreamweaver application

n Utilize templates and Site Panel to build a website

n Add content to Web pages with lists, images, and tables

n Be able to construct links within a site

n Learn how to enhance navigation in a site with framesets and navigation bars

n Identify orphaned files and incorrect links in the management of a website

n Illustrate how to perform partial and complete site uploads

WHO SHOULD ATTEND

This course is intended for Web designers, Web developers, Web managers, and Web publishers who wish to learn a Web development software tool.












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ADOBE PHOTOSHOP: INTRODUCTIONDTOP7769T

This three-day basic course introduces participants to the powerful, versatile photo manipulation features of Adobe Photoshop. The use of painting and photo editing tools, and the capabilities of selections and palettes, are covered. Through a series of hands-on projects, learn to use features to select, make image adjustments, and correct photos. The scanning of photos and the use of a digital camera are integral to this course.

LEARNINg OUTCOMES

n Perform basic photo corrections such as color adjustment, cropping, and tonal range

n Work with selections utilizing the Magic Wand, marquee, and lasso tools

n Create and work with layers

n Learn to create and edit quick masks

n Retouch and repair using the clone stamp, healing brush, and patch tools

n Create a gradient fill and format type

WHO SHOULD ATTEND

This course is designed for graphic designers, editors, communications professionals, and those who wish to produce sophisticated graphics for the Web and for print.





ADOBE INDESIgN: INTERMEDIATEDTOP8988T

Expand on the basics learned in the introductory class to work faster, better, and more productively than ever using your Adobe InDesign page layout software skills. Topics for this course include using paragraph styles, character styles, object styles, and nested styles to format your text and frames; placing and linking images; and creating and formatting tables. Create a table of contents and an index, and join multiple chapters together using the book feature.

LEARNINg OUTCOMES

n Format text using paragraph and character styles

n Create nested styles and drop caps

n Place and link images and learn to use libraries

n Create and format tables, including table styles and cell styles

n Use the book feature to join multiple chapters together

n Generate and update a table of contents and an index

WHO SHOULD ATTEND

Desktop publishers who have taken the introductory course or are using InDesign, and who now want to become more proficient with their skills and master more advanced features.


SCHEDULEAugust 25-26, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC







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MICROSOFT OFFICE SHAREPOINT DESIgNER 2007: INTRODUCTIONINET7102T

This is the ideal course for those who have created intranet sites using Microsoft Windows SharePoint but are ready to do more. Learn how to build sites that emphasize your organization’s unique requirements, or innovative sites that align themselves with your unique brand identity. In this course, you use Microsoft SharePoint Designer 2007 to customize your SharePoint sites and build a new sub-site on the services platform.

LEARNINg OUTCOMES

n Familiarize yourself with the SharePoint Designer environment

n Create a new sub-site

n Add content to a Web page

n Use cascading style sheets to format a SharePoint site

n Add basic functionality to Web pages

n Add SharePoint components to the site

n Automate business processes with workflows

WHO SHOULD ATTEND

This course is intended for SharePoint Web designers and SharePoint solution developers who want to learn to customize SharePoint sites by enhancing the look and feel of a SharePoint site and also create dynamic pages using Web parts and workflows.





LOTUS NOTES 8.5 INTRODUCTIONMAIL7897T

Explore the exciting new features of and learn the vital skills required to become instantly productive in Lotus Notes 8.5. This one-day introductory course is designed to quickly get you up to speed using new and existing features of Lotus Notes 8.5. Gain the day-to-day skills you need to create, send, and respond to email; maintain and manage your contacts list; and efficiently schedule appointments and meetings. Learn to take advantage of all the new menu choices, calendar entry form, changes to the home page, and new sidebar applications. Explore all new mail message features, including message recall, and the improved out-of-office feature. In addition, this course introduces you to the Lotus Notes productivity tools that can help your office save time and stay on top of its mission.

LEARNINg OUTCOMES

n Explore the new features of Lotus Notes 8.5 to include the home page, searches, filters, and the sidebar feature

n Understand how to navigate the Lotus Notes 8.5 mail application and its enhancements, to include same-time instant messaging

n Learn how to schedule appointments and meetings by understanding and using the calendar

n Understand how to define both contacts and to-do items

n Examine productivity tools including document, presentations, spreadsheets and Web browser

WHO SHOULD ATTEND

This Lotus Notes 8.5 training class is for a new user of Lotus Notes and assumes no experience with Notes or any other email application. Users of previous versions who wish to learn important and useful features of Lotus Notes 8.5 standard configuration may also enjoy this course.













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MICROSOFT OFFICE SHAREPOINT SERvICES 3.0: INTRODUCTIONINET7103T

The more you use MS Office applications to share information with your co-workers, the more you realize that multiple software applications don’t always play well together. Learn how Microsoft Office SharePoint Server 2007 combines the familiar MS Office tools and the latest technology to extend the functionality of all applications into a single environment. Use the Web to share information, no matter where you are or how you access it. In this course, create and edit content in a team site and also manage your team site.

LEARNINg OUTCOMES

n Learn how to log into the SharePoint server and assign permission for users

n Demonstrate how to add information to a team site

n Construct and customize a site

n Organize sub-sites and forms

n Share information with team members

n Work with SharePoint sites and a personal site

n Integrate external data in a SharePoint site

WHO SHOULD ATTEND

This course is intended for Microsoft Office SharePoint Services 3.0 users who need to create, manage, and publish their work, and communicate in a collaborative environment.







MICROSOFT OFFICE SHAREPOINT DESIgNER 2007: INTERMEDIATEINET8102T

You’ve mastered SharePoint’s out-of-the-box functionality and designer templates, but there’s so much more you can do. After creating customized sites and matching your branding, you learn how to further enhance your site’s functionality by incorporating server Web controls, data controls, and customized workflow and administration options.

LEARNINg OUTCOMES

n Work with ASP.NET forms

n Work with data sources

n Use SharePoint templates to update existing sites and create new templates

n Learn some advanced data integration techniques

n Customize existing workflows

n Learn about administration tools in SharePoint Designer 2007

WHO SHOULD ATTEND

This course is intended for entry-level SharePoint solution developers who are currently capable of creating basic SharePoint sites using the out-of-the-box functionality provided by the built-in SharePoint Designer templates, and who now want to extend or create SharePoint sites with functionality by incorporating server Web controls, data controls, customized workflow, and administration.









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INTRODUCTION TO gIS TECHNOLOgIESgIST7001T

This three-day survey course introduces you to the components of GIS, different data types and their sources, and the concept of spatial analysis. You come away understanding the fundamentals of the science, key supporting technologies, and prominent organizations in the field. A series of case studies provides examples of how GIS can be applied in different disciplines. Hands-on software exercises give you exposure to basic tools and GIS principles. You also delve into the role that GIS plays in integration with other information technologies, such as enterprise databases and Internet applications.

LEARNINg OUTCOMES

n Understand the context of GIS and related technologies

n Choose the principal GIS functions and components, and demonstrate how they interact to aid in decision-making processes

n Identify the principal data models used to represent data spatially

n Compare the diverse ways GIS may be applied to solve problems and inform business processes

n Know the major geospatial initiatives and organizations that are shaping the role of GIS in society

n Gain knowledge on spatial data for visualization, query, and analysis

n Explore Web-based tools and Internet sites pertinent to the technology

WHO SHOULD ATTEND

Participants who are new to the technology, those who need an updated understanding of the industry, or those who will be managing GIS professionals.



Available onsite only after September 2011.

INTRODUCTION TO gIS SOFTWARE: ESRI ARCgIS 9.XgIST7000T

This course provides an introduction to the ArcGIS software platform—one of the top GIS software platforms used by commercial and government organizations. Taught by Esri-authorized instructors, this course provides standard, hands-on software training followed by a third day of more advanced topics. You learn how to manage spatial and tabular data, create new data, query and analyze both spatial and database information, and compile final products such as maps and reports.

LEARNINg OUTCOMES

n Be familiar with the principal ArcGIS applications used for managing, displaying, and analyzing GIS data

n Understand GIS concepts as implemented by Esri

n Be able to perform the core GIS functions using ArcGIS

n Demonstrate basic GIS project organization and management skills

n Know principal data sites, sources, types, and search techniques for finding data for specific projects

n Be able to apply basic interface customizations to ArcGIS

n Understand basic competencies with the industry-leading GIS analytical software platform

WHO SHOULD ATTEND

Users with limited competency in GIS software will benefit from this course. Esri’s ArcGIS software is a required prerequisite for all courses for GIS certificates.








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NEWCyBER SECURITy: A TECHNICAL APPROACHSRTy8330T

Cyberspace is considered to be the central nervous system of our country. Our interconnected computers, routers, switches, and cables provide the infrastructure through which all our information travels. An attack on this infrastructure, or the information contained within it, is an attack on our organization’s ability to fulfill its mission. In this course, you explore the threats and vulnerabilities associated with our information network, the current laws and regulations in place to help protect it, and what organizations can do to better protect themselves. You also explore the current trend of social networking and cloud computing, and the security ramifications from an organizational standpoint.

LEARNINg OUTCOMES

n Identify the threats and vulnerabilities associated with networks

n Learn the strategies employed by computer hackers

n Identify viruses, Trojan horses, and worms

n Understand the different attacks: social engineering, password attacks, network attacks, and malicious software

n Evaluate currents trends, including cloud computing and social networks, and their effect on your organization’s security strategy

WHO SHOULD ATTEND

IT professionals seeking to develop experience in the field of information security will benefit from this course.


SCHEDULEFebruary 13-16, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC



CERTIFIED INFORMATION SySTEM SECURITy PROFESSIONAL (CISSP) PREPSRTy9100T

CISSP designation has clearly emerged as the pivotal certification in the security field. This five-day prep course provides entry-level professionals the broad skill set needed to protect against and defeat hackers. Increase your knowledge of various types of intrusion detection techniques and countermeasures used in building secure, impregnable networks. Then get hands-on training in labs designed to simulate what your organization will encounter in the real world and reinforce the skills discussed throughout the class. This course is essential to get the intensive training needed in preparation for the CISSP certification exam.

LEARNINg OUTCOMES

n Build an organizational security model and understand the processes of risk analysis

n Apply techniques, technologies, and practices to security features controlling how users and systems communicate and interact

n Construct and evaluate security models within the scope of security modes of operation

n Plan for physical security components through facilities management, environmental management, and perimeter management

n Analyze and perform organizational continuity and disaster recovery practices

n Articulate the importance of application and systems software developments in security

WHO SHOULD ATTEND

This course is designed for security officers, security specialists, and professionals pursuing certification as a Certified Information Systems Security Professional.


SCHEDULEAugust 29 – September 2, 2011 . . . . . . . . . . . . . . . .Washington, DC









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FUNDAMENTALS OF COMPUTER SECURITy FOR FEDERAL INFORMATION SySTEMSSRTy7768T

This five-day course provides you with an overview of security issues related to the federal government. Designed to introduce and cover the basic areas of concern facing computer security officers, the class presents the latest security developments through lectures, group discussions, slides, and video presentations. The instructor gives you additional insight into computer security based on operational experiences in the field. Participants perform hands-on risk analysis exercises. This course covers in detail all areas of training as mandated by the Computer Security Act.

LEARNINg OUTCOMES

n Identify major areas of computer security breaches under the Computer Security Act of 1987 and the Federal Information Security Management Act of 2002

n Formulate responses to security issues in federal government agencies directly related to current laws, directives, and regulations

n Institute computer security program management

n Analyze both hardware and software security problem areas

n Perform contingency and disaster planning

n Articulate personnel security requirements

WHO SHOULD ATTEND

Computer security officers, criminal investigators, IT officials, internal control officers, information technology managers, and others needing information on the computer security process will benefit from this workshop. This course is also especially valuable for the recently appointed computer security officer.







No matter how much you’re stretched

for time, we offer distance learning options

that can suit your schedule. From

interactive online classes to self-paced

courses, GS Connect and GS Classic

provide flexible options for learning on

the go. Study at your own pace, submit

assignments, get instructor feedback, and

earn course credits without interrupting

your schedule.


graduateschool.edu






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LEARNINg OUTCOMES

n Develop sound security policies in response to threats against IT systems

n Perform traffic analysis under TCP/IP and institute appropriate responses to intrusions

n Implement hardening and authentication processes upon operating systems

n Understand virtual private networks (VPN) and various encryption schemes for data transfer

n Recognize public key infrastructure (PKI) with certificate authorities as enterprise-level verification systems for financial transactions among computer systems

n Build a dynamic packet-filtering firewall, including a state table

n Participate in penetration-testing exercises utilizing open-source tools, including NESSUS

WHO SHOULD ATTEND

The certification program is designed to help you meet the demand for highly skilled information security personnel. IT professionals seeking to develop experience in the field of information security will benefit from this program. A basic understanding of computers and PC operating systems is required.








INFORMATION SECURITy SPECIALIST CERTIFICATION PROgRAMSRTy9999T

Are you pursuing a security certification? Have you kept up with the abilities needed to work in the growing IT security field? Get the up-to-date knowledge you need to detect hackers, eradicate a virus, and help your organization win the fight against cyber-warfare.

The Information Security Specialist Certification Program is an intensive two-week training curriculum that prepares you to meet the increasing demands for skilled IT security professionals. This certificate program integrates theoretical and practical knowledge by offering you hands-on labs combined with network design, implementation, and management skills. Participants develop platform-independent expertise in securing IT systems.

Foundation in Information Security

The first week of training focuses on understanding key concepts and building critical core knowledge that gives an ISSC-certified individual the platform-independent expertise required for today’s sophisticated technical environment. These concepts include understanding the TCP/IP protocol suite, and performing TCP and IP packets analysis. Data and communication encryption techniques and how to harden network devices and operating systems will be discussed. You also gain a practical overview of intrusion detection systems, firewalls, and other network security technologies.

ethical Hacking 101

Advanced offensive and defensive strategies are discussed. Offensive operations include instruction and demonstrations of hands-on hacking techniques and discussions on penetration strategies with real-world examples. Defensive strategies include hardening Web servers, database systems, and operating systems to prevent unauthorized access or disclosure of sensitive data. Hands-on lab modules include popular commercial and open-source tools. You build a hackers “toolbox” you can bring back to your organization.





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SECURITy+ CERTIFICATION PREPARATIONSRTy9031T

Security+ CompTIA Certification Preparation, is the primary course to take if your job responsibilities include securing network services, network devices, and network traffic. It is also the primary course you need to take to prepare for the CompTIA Security+ Exam (exam number SY0-201). This course helps you build on your knowledge and professional experience with computer hardware, operating systems, and networks as you acquire the specific skills required to implement basic security services within your organization’s network. The goal is to prepare participants to pass the CompTIA Security+ Exam.

LEARNINg OUTCOMES

n Monitor security infrastructure and identify security threats

n Harden internal systems and services

n Secure network communications

n Manage public key infrastructure (PKI)

n Manage certificates

n Enforce an organizational security policy

WHO SHOULD ATTEND

This course is targeted toward a professional who has networking and administrative skills in Windows-based TCP/IP networks and familiarity with other operating systems.

5 Days • 3 CeU




DISTANCe eDUCATIoN

CoURSe

SAFEgUARDINg PERSONALLy IDENTIFIABLE INFORMATION

SRTy8004A

Ensure that you are aware of the vital importance of safeguarding personal information in both electronic and paper records used by the federal government. Examine the far-reaching implications for federal agency privacy and security policies required by Web 2.0 environments and social networking and collaborative spaces. Evaluate a three-way approach to privacy issues: policy, procedures, and system security.




LEARNINg OUTCOMES

n Explain the rules of conduct for persons involved in the design, development, operations, or maintenance of data systems

n Establish rules of conduct for collecting, maintaining, distributing, and disposing of personal information

n Identify data that require protection

n Explain the requirements of breach notification procedures

n Describe how to use public notices to maintain records in an accurate, relevant, timely, and complete manner

n Describe agency responses to security requirements including assigned impact level for information systems; implementing security and control requirements; and certifying and accrediting information systems

n Explain FISMA requirements and associated OMB and NIST guidance

n Describe proper access and authorization frameworks for all Web 2.0 applications

n Identify encryption and authentication procedures to ensure that unauthorized individuals are denied access

WHO SHOULD ATTEND

All military, contract, and civilian employees who have access to federal agency information systems and who support the military and agencies in safeguarding personally identifiable information.


gS CONNECT INDEPENDENT






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NEWINTRODUCTION TOCLOUD COMPUTINg AND ARCHITECTURE AND

SERvICES ENTR7101T

Cloud computing can quickly deliver cost savings and enable a more agile infrastructure. Learn what the cloud is and how to assess the value of the cloud, and see how major vendors are supporting organizations like yours through the cloud.

LEARNINg OUTCOMES

n Define cloud computing; its three delivery models and three deployment models

n Calculate cost savings and cost avoidance figures to assess the financial value of cloud computing solutions

n Understand best practices for cloud computing marketing, including vendors and be able to tell the difference between cloud service providers and external hosting vendors

n Explain how cloud computing can lead to a more agile enterprise

WHO SHOULD ATTEND

Executives, IT executives, enterprise architects, capital planners, IT managers, systems architects, systems engineers, business analysts, and anyone else interested in the cloud.




June 6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


NEWDESIgNINg CLOUD COMPUTINg ARCHITECTURES

ENTR8101T

Learn how to architect solutions in the cloud. Discover, through instructor-led training and labs, how to architect high-availability solutions that meet both your business and disaster recovery needs.

LEARNINg OUTCOMES

n Understand and be able to explain the benefits of the various cloud computing architectures

n Demonstrate how cloud computing architectures are designed

n Describe how cloud computing better prepares an enterprise for disaster recovery and continuity of operations

n Analyze and explain the benefits of application scaling and hybrid design

WHO SHOULD ATTEND

IT managers, enterprise architects, systems architects, and systems engineers.










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NEWSECURINg SySTEMS USINg CLOUD COMPUTINg ARCHITECTURE

ENTR9101T

Learn how to construct secure systems in the cloud. Discover, through instructor-led training and hands-on labs, how to secure cloud-based solutions. Learn how to secure systems through the use of encryption, through secure architectures, and through appropriate use of identification and access-management approaches.

LEARNINg OUTCOMES

n Explain how cloud computing service providers currently secure the cloud

n Demonstrate how to apply the NIST security Risk Management Assessment Framework to cloud computing solutions and how to mitigate risks identified in the Framework

n Define FedRAMP, its impact on cloud computing in the federal government, and identify gaps that agencies will need to close even with the implementation of FedRAMP

n Gain an understanding of current security publications, standards, and best business practices that are currently being applied in the public and private sector

WHO SHOULD ATTEND

IT managers, information security managers, information security engineers, enterprise architects, systems architects, and systems engineers.






NEWIMPLEMENTINg SySTEMS USINg CLOUD COMPUTINg ARCHITECTURES

ENTR8102T

Learn how to develop solutions in the cloud. Discover through instructor-led training and hands-on labs, using tools like Amazon Web Services, how to develop powerful and low-cost solutions.

LEARNINg OUTCOMES

n Analyze the programming of cloud computing services to fully reveal and understand the framework behind the various services

n Explain the various billing methods of cloud service providers; such as pay as you go and block purchasing

n Define a virtual infrastructure and demonstrate how to build a virtual infrastructure

n Design and build applications that are cloud computing ready

WHO SHOULD ATTEND

IT managers, enterprise architects, systems architects, and systems engineers.










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ORACLE: INTRODUCTIONCMAN7710T

This five-day workshop presents a basic introduction to the Oracle 10g Relational Database Management System (RDBMS). Gain in-depth insight on SQL commands and the SQL*Plus software to generate output. Learn about the creation and maintenance of database objects such as tables, views, and sequences. The development of SQL*Plus scripts and basic PL/SQL programs is an integral part of the vital training you receive with this course.

LEARNINg OUTCOMES

n Understand Oracle products and their relationships

n Understand basic SQL*Plus, SQL, and PL/SQL commands and their differences

n Compose scripts, insert data in tables, create transactions, and commit new data

n Discuss the capabilities of PL/SQL and execute a PL/SQL program under SQL*Plus

WHO SHOULD ATTEND

This workshop is designed for application developers, database analysts, and database administrators who work in an Oracle environment.






A+ CERTIFICATION 2009TCOM9996T

In this five-day course you receive a comprehensive review of skills and knowledge necessary to pass the CompTIA A+ certification. A+ certification is the industry standard for computer support technicians. The international, vendor-neutral certification proves competence in areas such as installation, preventive maintenance, networking, security, and troubleshooting. Certified technicians also develop excellent customer service and communication skills to work with clients. Two exams are necessary to be certified: CompTIA A+ Essentials, exam code 220-701; and CompTIA A+ Practical Application, exam code 220-702.

CompTIA A+ Essentials measures the necessary competencies of an entry-level IT professional with a recommended 500 hours of hands-on experience in the lab or field. It tests for technical understanding of computer technology, networking, and security, as well as the communication skills and professionalism now required of all entry-level IT professionals.

CompTIA A+ Practical Application is an extension of the knowledge and skills identified in CompTIA A+ Essentials, with more of a “hands-on” orientation focused on scenarios in which troubleshooting and tools must be applied to resolve problems.

LEARNINg OUTCOMES

n Understand the fundamentals of networking

n Identify hardware, peripheral, networking, and security components

n Understand the basic functionality of the operating system

n Understand basic troubleshooting procedures

n Practice proper safety procedures

WHO SHOULD ATTEND

Entry-level IT professional with a recommended 500 hours of hands-on experience in the lab or field.










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ENTERPRISE ARCHITECTURE OvERvIEWENTR7001A

Learn about enterprise architecture (EA) frameworks and approaches in conjunction with legislative and regulatory requirements. Understand EA and its relationship to strategic planning, capital planning and investment control (CPIC), IT security, configuration management, and system development life cycles (SDLC).





LEARNINg OUTCOMES

n Explain the legislative and regulatory context of EA and associated drivers relative to the President’s Federal Enterprise Architecture Program Management Office (FEA-PMO)

n Explain the underlying principles governing the application of federal enterprise architecture models

WHO SHOULD ATTEND

Those interested in learning about enterprise architecture, including aspiring and existing enterprise architects; capital planning and investment control coordinators; program/project managers; and IT program, planning, and budget specialists.

4 Weeks • 1 CeU • Tuition $595

SCHEDULE (gS CONNECT INDEPENDENT)August 1-28, 2011 . . . . . . . . . . . . . . . . . . . . . Distance Education

November 21 – December 18, 2011. . . . . . . . . . . . . Distance Education


June 4 – July 1, 2012 . . . . . . . . . . . . . . . . . . . . Distance Education

August 6 – September 2, 2012 . . . . . . . . . . . . . . . Distance Education

INTRODUCTION TO ENTERPRISE ARCHITECTUREENTR7000T

Gain an overview of enterprise architecture by reviewing architectural frameworks and approaches, in conjunction with legislative and regulatory requirements, including those published by OMB’s Federal Enterprise Architecture Program Management Office (FEA-PMO).

For professionals with less than one year of experience in enterprise architecture, this is the initial course in the Certificate of Accomplishment in Enterprise Architecture program.

LEARNINg OUTCOMES

n Explain the relationship of EA to strategic planning, capital planning and investment control (CPIC), IT security, configuration management, and system development life cycles (SDLC)

n Implement an agency enterprise architecture, including an “as-is” and “to-be” architecture, and a transition plan for migrating from existing to targeted states

n Understand the fundamental concepts used in developing an “as-is” and a “to-be” architecture

n Comprehend the taxonomy and use of applying different architectural frameworks and approaches

n Apply underlying principles governing the application of federal enterprise architecture reference models

WHO SHOULD ATTEND

Anyone interested in learning about enterprise architecture, including aspiring and existing enterprise architects; CPIC coordinators; program/project managers; and IT, program, planning, and budget specialists.











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SERvICE-ORIENTED ARCHITECTURES – COMPONENTS AND SERvICESENTR8001T

Gain a general overview of the application and use of service-oriented architectures (SOA) in the context of EA. Address the identification, scope, and reuse of services (and components) not only in this context but also relative to business processes and data.

This course is part of the Certificate of Accomplishment in Enterprise Architecture.

LEARNINg OUTCOMES

n Identify and scope services (and components) for reuse across the enterprise

n Effectively leverage the FEA Service Component Reference Model (SRM) to develop a targeted architecture within your organization

n Link services to business processes appropriately

n Evaluate the feasibility of introducing and implementing a service-oriented architecture into your environment

n Understand how UML, IDEF0, and BPMN can be used to identify services and associated requirements

WHO SHOULD ATTEND

Enterprise, solutions, and technical architects, and program/project managers with an understanding of enterprise architecture and associated FEA requirements.







IMPLEMENTINg AN ENTERPRISE ARCHITECTUREENTR7001T

Provide business value to your agency, meet associated needs, and address current Federal Enterprise Architecture Program “EA Assessment Framework” requirements for “documented results” relative to “completion, use, and results.”

For EA practitioners with one or more years of experience, this is the initial course in the Certificate of Accomplishment in Enterprise Architecture.

LEARNINg OUTCOMES

n Develop an EA governance process that viably addresses your agency’s mission and business requirements and results in the “completion” and “use” of your EA with documented “results” to improve your agency’s effectiveness

n Choose an EA approach that best addresses your agency’s desired strategic outcome

n Select and implement an architectural framework and tool for documenting your agency’s EA

n Effectively guide your agency in developing a targeted enterprise architecture and associated transition and sequencing plan

n Create and implement an EA strategy that effectively addresses current Federal Enterprise Architecture Program “EA Assessment Framework” requirements

n Develop a “to-be” architecture by: (1) assessing the effectiveness of your agency’s “as-is” architecture vis-à-vis its mission and strategic objectives; (2) identifying duplication in services and the collection of data; (3) inventorying best practices; and (4) surveying emerging technologies and markets

n Reconcile a sub-entity’s EA to an agency-level and/or federal EA

n Leverage techniques to facilitate effective communication and use of your EA

WHO SHOULD ATTEND

Those interested in learning about enterprise architecture and who want to explore an approach to enterprise architecture that directly addresses the business of their organization. This audience includes: aspiring and existing enterprise, solutions, and technical architects; CPIC coordinators; program/project managers; and IT program, planning, and budget specialists. For professionals with at least one year of experience in enterprise architecture.











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DATA ARCHITECTURESENTR8003T

Gain an overview of how to implement an effective data management program. Study data architectures and data architecture frameworks, and learn approaches to implement them. Explore the key concepts of the FEA Data Reference Model (DRM) and associated data management functions.


LEARNINg OUTCOMES

n Explain the development of data architectures in support of key business objectives

n Create a DRM implementation strategy

n Understand the fundamentals of enterprise data management to maintain data architectures

n Understand how to manage data as a national asset

WHO SHOULD ATTEND

Enterprise, solutions, and technical architects; IS and technical managers; and database managers and administrators who have an understanding of enterprise architecture and associated FEA requirements.







TECHNICAL ARCHITECTURESENTR8002T

Meet FEA Technical Reference Model (TRM) requirements. Develop technical standards and specifications including security standards. Improve organizational compliance with selected standards by gaining skills in configuration management.


LEARNINg OUTCOMES

n Create enterprise-wide technical standards consistent with requirements specified in the FEA TRM

n Develop associated security standards in concert with requirements specified in OMB Circular A-130

n Link technical standards and specifications to identified agency FEA TRM service components

n Link technical standards and specifications to agency IT portfolios and assets

n Incorporate standards requirements in procurement clauses to better ensure consistent configuration management across the enterprise

n Monitor agency compliance with specified technical standards via configuration management

n Work closely with IT security and program components in developing an enterprise-wide security trust model within which security standards are specified for implementation within specified boundaries

n Learn the concept of security trust profiles and how they can best be leveraged within your organization

WHO SHOULD ATTEND

Enterprise, solutions, and technical architects, and IS and technical managers who have an understanding of enterprise architecture and associated FEA requirements.











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CAPITAL PORTFOLIO PLANNINg, IMPLEMENTINg, MAINTENANCE, AND MANAgEMENTPROj7998T

Manage your legacy and investment capital portfolios more efficiently to achieve organizational strategic objectives while controlling costs. Gain an understanding of gap analysis and market research relative to the development of both capital plans and business cases. Learn how to conduct risk-adjusted net present value benefit-cost analyses and how to prioritize investments relative to budget constraints and opportunity costs.


LEARNINg OUTCOMES

n More effectively manage both legacy and investment capital portfolios; incorporate risk in benefit-cost analyses; define requirements to address identified gaps

n Prioritize investments, both within and between portfolios, based on budget constraints

n Incorporate prioritized investments in EA transition and sequencing plans

n Leverage earned value management to effectively manage capital investments

n Effectively inventory and document all major agency capital assets for capital planning purposes

n Associate organizational components and assigned/responsible organizational managers to respective legacy portfolios

n Populate OMB’s Exhibit 300 from summary data extracted from a business case

n Relate identified capital assets to the strategic objectives they support

n Identify “gaps” that could preclude an agency from meeting its strategic objectives; define requirements to address identified gaps

WHO SHOULD ATTEND

CPIC coordinators, program and IT project managers, contracting officer technical representatives (COTRs), budget analysts, enterprise architects, and configuration managers.







APPLIED ENTERPRISE ARCHITECTURE: AFFECTINg STRATEgIC CHANgEENTR9002T

In this capstone course, engage in an applied, problem-solving group exercises to develop a working enterprise architecture that can be effectively leveraged to support the business of an agency. After developing “as-is” and “to-be” architectures, and associated transition and sequencing plans, devise the accompanying EA communications and governance strategies to facilitate the development and maintenance of the EA. Address change management issues in conjunction with resource realignment strategies through your participation in a group project that integrates major principles of the certificate program.


LEARNINg OUTCOMES

n Create an actionable EA program

n Leverage an EA to demonstrate a return on investment for proposed business solutions

n Understand the role of the enterprise architect in leading change and introducing sustainable solutions

n Demonstrate compliance with federal mandates

n Learn how to select an EA toolset

WHO SHOULD ATTEND

Practicing enterprise and solutions architects, business partners, and technologists with a general understanding of enterprise architecture and associated FEA requirements.











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PROjECT MANAgEMENT FOR IT: APPLICATION AND INTEgRATIONPROj7602T

This four-day course is designed to provide a practical, industry-DoD-standard approach to managing project implementations of IT initiatives. The course describes the project management knowledge areas, specific activities performed by a project manager under each area, and the tools and techniques to be applied in specific management situations. The class is a hands-on, case-study-based endeavor. Practical examples of project planning concepts, scope and resource management, cost and schedule development, risk and change management, and the use of earned-value analysis for project control are central to this course.


LEARNINg OUTCOMES

n Perform project initiating processes, including needs identification; defining concept of operation; and specifying high-level goals, objectives, funding, and program/project management authority

n Establish a planning phase detailing a project plan for the life of an IT project

n Construct an implementation design and development activity for the creation of an IT project product

n Test and evaluate an implementation at component and system levels

n Manage and maintain IT project baselines

n Transition and close IT project products into use within an organization

WHO SHOULD ATTEND

Attendees should have worked on a program or project or have participated in the procurement process for an IT initiative.

4 Days • 2.4 CeU • 24 PDU • Tuition $1,595






March 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL




n Be among the first to learn about courses that respond to new legislation—so you can stay up-to-date in your field!

n Sign up for our customizable email list to get updates about new training opportunities in your area.

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ENTERPRISE ARCHITECTURECERTIFICATE OF ACCOMPLISHMENT IN ENTERPRISE ARCHITECTURE

COURSE OF STUDyEnterprise architecture is a blueprint for modernization. The Certificate of Accomplishment in enterprise Architecture is designed for current and prospective enterprise architects, as well as interested technologists and business specialists, to include skills to implement viable cost-effective enterprise architecture within their organization. Participants gain the knowledge to serve as effective change agents for enhancing intra- and inter-agency

communications, streamlining business processes and eliminating duplication of services, and facilitating data sharing for effective decision making across the enterprise and across government at large.

Introduction to Enterprise Architecture (ENTR7000T) is the introductory course for those who have little or no experience in EA. For those who have worked for at least a year in enterprise architecture the initial course is Implementing an Enterprise Architecture (ENTR7001T). All participants are required to take one of those courses to pursue the rest of the certificate program. Participants should take Applied Enterprise Architecture: Affecting Strategic Change (ENTR9002T) as the last course in the sequence because of the final project executed in this class. Participants have three years to complete the program. Learn more about this certificate program at graduateschool.edu/ea.

REqUIRED COURSESMay be taken in any order. Final Capstone Course n Service-oriented Architectures –

Components and ServicesENTR8001T • 1.2 CEU

n Technical ArchitecturesENTR8002T • 1.2 CEU

n Data ArchitecturesENTR8003T • 1.2 CEU

n Capital Portfolio Planning, Implementing, Maintenance and ManagementPROJ7998T • 1.8 CEU

n Applied enterprise Architecture: Affecting Strategic ChangeENTR9002T • 1.8 CEU


REqUIRED INTRODUCTORy COURSES (select 1)

n Introduction to enterprise Architecture (for those new to Enterprise Architecture)ENTR7000T • 1.8 CEU

|oR|

n Implementing and enterprise Architecture (for those who have one year or more experience)ENTR7001T • 1.8 CEU


PROjECT MANAgEMENTCERTIFICATE OF ACCOMPLISHMENT IN PROjECT MANAgEMENT

REqUIRED COURSES

Recommended as First Course Core Courses (select 5)

n Project ManagementPGMT7005D • 2.4 CEU • 24 PDU

|oR|

n Project Management for IT: Application and IntegrationPROJ7602T • 2.4 CEU • 24 PDU

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n Project ManagementPROJ1101A • 2.4 CEU (GS Classic)

n Project Communications ManagementPROJ8294D • 1.4 • 14 PDU

n Project Cost ManagementPROJ8292D • 1.4 CEU • 14 PDU

n Project Quality ManagementPROJ8296D • 1.4 CEU • 14 PDU

n Project Risk ManagementPROJ8293D • 1.4 CEU • 14 PDU

n Project Scope ManagementPROJ8299D • 1.4 CEU • 14 PDU

n Project Time ManagementPROJ8291D • 1.4 CEU • 14 PDU

COURSE OF STUDyGraduate School USA Certificate of Accomplishment in Project Management provides a thorough preparation for current project managers and those wishing to enter the field. Participants complete one of three basic courses that include IT project management specialization. Following the basic course, participants take five intermediate, core courses that address key knowledge areas and project management processes, plus one elective. Individuals must

complete the program in three years.

ELECTIvE COURSES (select 1)

n Advanced CoTR WorkshopACQI9008D • 40 CPE

n Comprehensive CoTR WorkshopACQI7523D • 40 CPE

n Construction Contracting for CoTRsACQI8006D • 40 CPE

n earned Value Management(GS Connect)PROJ8500A • 0.6 CEU

n essential elements of earned Value ManagementACQI8003D • 1.2 CEU

n Integrated Planning and SchedulingPROJ9002D • 1.2 CEU

n Leading Teams and GroupsTDEV8200D • 1.8 CEU

n Managing a Project with your TeamPROJ8202D • 14 PDU

n Microsoft Project 2007PROJ7990T • 1.8 CEU

n Microsoft Project 2007 (GS Connect)PROJ7590A • 1.8 CEU

n Negotiating TechniquesMGMT9104D • 1.2 CEU

n PMP® exam Preparation (GS Classic)PROJ8395A • 5.6 CEU • 56 PDU

n Preparing for the PMP® examinationPROJ8295D • 1.4 CEU • 14 PDU

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n A core course not previously taken



graduateschool.edu/ii ➲ INTERNATIONAL INSTITUTE

INTERNATIONAL INSTITUTE

➲ graduateschool.edu/ii

MIssIOnFacilitating international cooperation and understanding through the exchange of knowledge.

COntaCt InFORMatIOnWashington, DC Office

Phone: (202) 314-3500 or (888) 744-4723

Fax: (202) 479-6806

email: [email protected]

Honolulu Office

Phone: (808) 523-1650

Fax: (808) 523-7634


Beijing Representative

Phone: (011-86-10) 8774-8960

Fax: (011-86-10) 8774-8950


sERvICEsThe International Institute delivers customized educational services and performance solutions to U.S.-based agencies with global missions; international organizations; the private sector; and NGOs and governmental institutions worldwide, through:

n Health

n Professional Development and Educational Exchanges

n Capacity Building

n Governance

n Teacher Programs

n Needs Assessments

n Strategic Planning

n Organizational Development

n Program Management

n Conference Support Services

n Train-the-Trainer

n Translation and Interpretation

n Training Delivery in Foreign Language

n Consultant Services

WHO WE aRE

At the behest of Attorney General

Robert F. Kennedy, the global arm of

Graduate School USA was formalized

in 1961 with the creation of its

INTERNATIONAL INSTITUTE.

The International Institute provides

tailored global programs in the

areas of capacity building,

professional development and

educational exchanges, governance,

and health that meet the unique

needs of its clients.

CURRICUlUM OvERvIEW

graduateschool.edu/ii ➲ INTERNATIONAL INSTITUTE


WORkInG WItH UsMultiple Delivery Methods

n On-site overseas

n U.S.-based, at Graduate School USA’s Washington, DC, headquarters or anywhere in the U.S.

n Third-country location

n Online distance learning platform

n Blended approach using one or more modalities

Contract vehicles

Graduate School USA is approved under categories 874.2, 874.3, 874.4, and 874.8 of the General Services Administration (GSA) Federal Supply Schedule 874, Mission Oriented Business Integrated Services (MOBIS). Our contract numbers are GS-02F-0107N and GS-10F-0228P.

HEaltHGraduate School USA now offers health degrees and certificate programs. These programs can be customized and delivered to individuals or groups in the U.S. or abroad. The goal of the program is to provide high-quality healthcare training to participants so they may apply these skills to improve the health of individuals in their communities.

PROFEssIOnal DEvElOPMEnt anD EDUCatIOnal EXCHanGEsThe International Institute designs and administers exchange programs for foreign governments, international and non-governmental organizations, and groups. Programs may include orientations, meetings, workshops, seminars, and site visits. Our goal is to offer participants the opportunity to interact and share best practices with their counterparts.

CHINA TEACHER PROgRAM

The International Institute and F & S International have partnered to offer teaching opportunities in China. Recent college graduates can choose to spend either five or 10 months teaching elementary, middle, or high school.

EgyPT

As a subcontractor to IESC, Graduate School USA was awarded a contract by the U.S. Trade and Development Agency (USTDA) to organize two site visits as part of Egypt: Forward, the first major United States and Egypt event since the transformative changes of January 2011. Egypt: Forward, which will bring together nearly 50 leading Egyptian policy makers and private sector executives, begins with a two-day forum in Washington, DC. The forum will provide an unprecedented opportunity to encourage increased trade and commercial ties between the United States and Egypt. Following the forum, Egyptian delegates will divide to conduct four simultaneous site visits focused on the energy, ICT, transportation and agribusiness sectors. Graduate School USA will organize the energy and transportation site visits to Houston and New York City, respectively.

INTERNATIONAL vISITOR LEADERSHIP PROgRAM

The International Institute administers the International Visitor Leadership Program as one of seven national program agencies designated by the U.S. Department of State. We design short-term visits for current and future leaders from around the world to exchange ideas and share best practices with their U.S. counterparts in numerous fields.

TAIWAN LEADERSHIP PROgRAM

Bi-annually, the International Institute hosts senior officials from Taiwan for an intensive two-week program on “Leadership in a Democratic Society.” The delegates spend time with congressional leaders, think tanks, NGOs, and several U.S. government agencies, with the goal of sharing best practices.

CHINESE STUDy TOURS

The International Institute partners with institutions to organize professional programs for Chinese government officials.

OPEN WORLD

Congressionally funded, the Open World brings decision makers from Russia, Ukraine and selected Eurasian countries to meet with their American counterparts in legislative, education, NGO, health, accountable governance and other areas. Participants live with American families and go through a 10-day intensive professional program to learn firsthand about their professional area in the U.S. and democracy in action.

CaPaCIty bUIlDInGWith experience working with more than 100 countries, access to approximately 1,000 learning programs and courses, and a multilingual staff and faculty, the International Institute has the ability to quickly develop customized comprehensive capacity building programs. When developing programs, the Institute takes into account time requirements, culture, learning objectives, and learning styles. The Institute offers courses and programs in areas such as:

n Financial Management, Auditing, and Accounting

n Budgeting

n Acquisition and International Procurement

n Human Resources Management

n Environmental Management

n Project Management, Analysis, and Risk Management

n Information Technology

n Leadership and Management

n Marketing

n Economics

n Foreign Languages

n Cross-Cultural Communications and Personal Effectiveness

INTERNATIONAL INSTITUTE ➲ graduateschool.edu/ii


gOvERNMENTS AND LOCAL INSTITUTIONS

The International Institute has developed partnerships with institutions worldwide to develop educational products and services for central, regional, and local governments. The International Institute works with local institutions in conducting needs assessments, developing curriculum, and delivering training programs, educational exchanges, distance learning programs, and assessing programs.

jAMAICA

The International Institute and the Management Institute for National Development (MIND) formed a partnership to deliver a management analysis training program to the Government of Jamaica. Twenty-seven participants, representing the Cabinet office, attended a six-month program. The International Institute and MIND worked together on assessing participants’ training needs, customizing and developing curriculum, delivering courses, and conducting mid and final term assignments. All courses took place at the MIND training facilities in Kingston, Jamaica. Upon completion of the program, each participant received a joint certificate of accomplishment from the International Institute and MIND in management analysis.

PaRtIal ClIEnt lIst n A&C International Group

n Federal Experts Bureau of the People’s Republic of China

n Federated States of Micronesia

n Government of Jamaica

n Ministry of Education, Republic of China

n Open World Leadership Center

n Organization of American States

n U.S. Agency for International Development (USAID)

n U.S. Department of Defense

n U.S. Department of the Interior

n U.S. Department of State

n United Nations

n World Bank

n Millennium Challenge Corporation

n Central Personnel Administration, Republic of China

n Management Institute for National Development, Jamaica

n International Executive Service Corps

n International Law Institute

n American Learning Network

UNITED STATES AgENCy FOR INTERNATIONAL DEvELOPMENT

Since 2000, the Institute has worked closely with USAID to develop and deliver training programs worldwide for USAID personnel. Using the School’s extensive curriculum, training programs have been customized and delivered for more than 2,000 USAID employees. Examples of customized courses include USAID Financial and Audit Management, Audit Reporting, and Detection of Fraud.

UNITED STATES DEPARTMENT OF DEFENSE

Utilizing the extensive curriculum offerings of Graduate School USA, the International Institute develops and delivers training programs to U.S. Department of Defense institutions across the globe, including in Germany, Italy, Japan, Korea, Guam, and The United Kingdom.

MILLENNIUM CHALLENgE CORPORATION

As part of the Booz Allen Hamilton team, the International Institute provides capacity building needs assessments, training and development, and related short-term support services to the MCC, Governments of Foreign Countries, Accountable Entities, and other related entities in response to task assignments issued pursuant to an Indefinite Delivery/Indefinite Quantity Contract.

THE UNITED STATES TRADE AND DEvELOPMENT AgENCy

Graduate School USA partnered with the International Executive Service Corps (IESC) as a subcontractor on an Indefinite Quantity Contract (IQC) issued by the United States Trade and Development Agency (USTDA). Under the IQC, Graduate School USA and IESC will be eligible to bid on Request for Proposals to conduct reverse trade missions, conferences and workshops, training, outreach activities, and provide supporting technical assistance and documentation for developing and middle-income countries. The contract covers a five-year period.

ORgANIZATION OF AMERICAN STATES

The International Institute provides ongoing services in support of the Organization of American States’ mission of democracy for peace, security, and development. These services include needs assessments, training programs, consulting services, and professional presentations.

GOvERnanCEIn partnership with governments and institutions, The International Institute works to build institutional capacity so governments are responsive, transparent, and accountable to their citizens.

ISLAND TRAININg PROgRAM

This U.S. Department of the Interior-funded project provides results-oriented professional and organizational development services that enable U.S.-affiliated insular governments to strengthen financial and program performance and accountability, achieve fiscal stability, and promote economic growth. To learn more about the Island Training Program, please visit www.pitiviti.org.


INTERNATIONAL INSTITUTE ➲ graduateschool.edu/ii


Since 1961, we have helped individuals and institutions around

the world improve their skills, aid their missions, and develop

their careers. Education and training provide immediate results

for government and the private sector, but more importantly, they

encourage participants to recognize and embrace new opportunities.

■ Training program in Public Administration for government professionals from the Congo

■ Communications training in Afghanistan for Afghans who work in the U .S . Embassy and with the U .S . Agency for International Development

■ Emerging Russian leaders participate in the Graduate School USA Open World program

■ Financial management training courses conducted for the government of Guam

of INTERNATIONAL CAPACITY BUILDING


PROjECT MANAgEMENT

Graduate School USA offers

an extensive curriculum in

PROjECT MANAgEMENT,

including daytime, evening, and

distance education courses. Many

of our courses are aligned with

the latest edition of the project

Management Body of Knowledge

(pMBOK®) Guide, the international

standard for project management

education and credentialing.

Our project management courses respond to the growing need to train managers and specialists in the project management processes and techniques that should be applied to the entire range of projects in information technology and other areas that have come under greater scrutiny by oversight agencies and Congress. As projects continue to expand in number and complexity, the demand for trained project managers has increased significantly.

We are a Global Registered Education Provider (REP) of the Project Management Institute, Inc. (PMI®), and we also offer project management training designed by other REPs. REPs are organizations approved by PMI to offer project management training for professional development units (PDUs). Project management professionals are required to earn a minimum of 60 PDUs every three years to maintain their certification. Candidates for the PMI designation must have completed 35 hours of project management education. For additional information about the PMP credential, visit the PMI website: www.pmi.org.

In our project management curriculum, you may take specific courses to expand your skills, take a “fast track” course to quickly upgrade your knowledge and skills in all project management areas, and prepare for the Project Management Professional (PMP®) certification exam, or pursue a structured program leading to a certificate of accomplishment.

For project managers seeking the Federal Acquisition Certification for Program and Project Managers (FAC-P/PM), we offer courses throughout our curriculum areas meeting the specified competencies.

Prepare for the PMP® exam by taking our classroom-based Preparing for the PMP® Examination (PROJ8295D), or study anywhere, anytime with PMP® Exam Preparation Online, through a partnership with the University Learning Institute. The online program includes a test bank of over 500 exam-like questions, and expert assistance is available via email.

The Certificate of Accomplishment in Project Management requires a course of study that provides a framework for the project management professional to develop the knowledge and techniques contained in the Project Management Body of Knowledge (PMBOK®) Guide. Individuals must complete the program within three years. We offer many intermediate-level courses to meet the needs of practicing project managers. Our advanced program is the award-winning Stanford Advanced Project Management professional development program and is the next step in your management development. This highly regarded program is ideal for executives, directors, and any manager working in a project environment.

Courses are offered nationwide in the traditional classroom setting, from two to five days in length. Graduate School USA customizes project management training for specific agencies and delivers it online or on-site.

PMI® and PMBOK® are registered trade- and service-marks of the Project Management Institute, Inc. PMP® is a registered certification mark of the Project Management Institute, Inc.

➲ graduateschool.edu/projects

CURRICUlUM OvERvIEW


TABLE OF CONTENTS

PROjECT MANAgEMENTProject Management, PGMT7005D . . . . . . . . . . . . . . . . . 230DISTANCe eDUCATIoN

CoURSe

Project Management, PROJ1101A . . . . . . . . . . . . . . . . . . . . . . . . . 231

Project Management for IT: Application and Integration, PROJ7602T . . . . . . . . . . . . . . . . . . . . . . 232

Project Management for the Office Professional, ADMB7011D . . . 232

Executive View of Project Management, PROJ9003D . . . . . . . 233

Managing a Project with Your Team, PROJ8202D . . . . . . . . . 233

Project Communications Management, PROJ8294D . . . . . . . . 234

Project Cost Management, PROJ8292D . . . . . . . . . . . . . . 234

Project Quality Management, PROJ8296D . . . . . . . . . . . . . 235

Project Risk Management, PROJ8293D . . . . . . . . . . . . . . 235

Project Scope Management, PROJ8299D . . . . . . . . . . . . . 236

Project Time Management, PROJ8291D . . . . . . . . . . . . . . 236DISTANCe eDUCATIoN

CoURSe

Earned Value Management, PROJ8500A . . . . . . . . . . . . . . . . . . . . . . . . . 237

Essential Elements of Earned Value Management, PROJ8003D . . 237

Integrated Planning and Scheduling, PROJ9002D . . . . . . . . . 238

Project Management Fast Track, PROJ8300D . . . . . . . . . . . 238

Preparing for the PMP® Examination, PROJ8295D . . . . . . . . . 239DISTANCe eDUCATIoN

CoURSe

PMP® Exam Preparation, PROJ8395A . . . . . . . . . . . . . . . . . . . . . . . . . 239

Certificate of Accomplishment in Project Management . . . . . . . 241




PROjECT MANAgEMENT ➲ graduateschool.edu/projects graduateschool.edu/projects ➲ PROjECT MANAgEMENT


July 12-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI


July 18-21, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL



August 22-25, 2011. . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC



September 6-9, 2011 . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

September 6-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

September 12-15, 2011 . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL














April 2-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL



April 30 – May 3, 2012 . . . . . . . . . . . . . . . . . . . Virginia Beach, VA



June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

June 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



July 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

July 16-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL



August 20-23, 2012 . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC






September 17-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



PROjECT MANAgEMENTPgMT7005D

Learn to organize your project, track costs and time expenditures, manage quality and risk, evaluate human resources requirements, and overcome potential obstacles. Whether managing an office move, implementing a new accounting system, or launching a special program initiative, this course gives you the crucial skills for success.

Note: This course is aligned with the Project Management Institute’s Project Management Body of Knowledge (PMBOK®) Guide—4th Edition, which covers all related best practices.

This course is part of the Certificate of Accomplishment in Program and Management Analysis, the Certificate of Accomplishment in Personal Property Management, the Certificates of Accomplishment in Human Resources Management, and the Certificate of Accomplishment in Project Management.

LEARNINg OUTCOMES

n Be familiar with the project management processes and best practices defined in the PMBOK® Guide

n Understand how to use the Road Map to Good Project Management

n Apply the most important tools and techniques needed to plan and manage projects

n Be able to effectively plan, schedule, and control your projects

WHO SHOULD ATTEND

Project managers, team leaders, team members, and other professionals who want to learn how to complete projects on time and within budget, and meet quality standards.



You may be interested in Project Management (PROJ1101A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

PROjECT MANAgEMENT ➲ graduateschool.edu/projects


graduateschool.edu/projects ➲ PROjECT MANAgEMENT

DISTANCe eDUCATIoN

CoURSe

PROjECT MANAgEMENTPROj1101A

Project Management is an exciting field of study that can assist you with completing projects of all kinds on time and within budget. This instructor-led independent study course gives you the flexibility to learn this important subject on your own schedule with guidance and input from a highly qualified instructor.

Learn to organize your project, track costs and time expenditures, manage quality and risk, evaluate human resources requirements and overcome potential obstacles. Whether managing an office move, implementing a new accounting system or launching a special initiative, this course gives you the crucial skills for success. These same skills can open doors to a new career or help you as you manage your personal projects.

Participants spend four to five hours per week completing independent study assignments under the guidance of a seasoned project management professional. You have access to a companion website for the textbook as well as the website for the course with a syllabus, weekly reading assignments, practice tests and short videos for additional explanation of specific topics. The instructor will communicate with you through email and monthly office hour webinars and through phone calls if necessary. Enroll anytime!


This course is part of the Certificate of Accomplishment in Program and Management Analysis, Personal Property Management, Human Resources Management and Project Management.

LEARNINg OUTCOMES

n Understand the project management processes and best practices defined in the PMBOK® Guide.

n Explain the main tasks involved in, and outputs of, initiating, planning, executing, monitoring and controlling, and closing projects

n Apply the most important tools and techniques needed to plan and manage projects.

n Be able to effectively plan, schedule, and control your projects

WHO SHOULD ATTEND

Project managers, team leaders, team members and other professionals who want to learn how to complete projects on time and within budget, and meet quality standards. Participants who prefer a classroom version of the course should register for Project Management (PGMT7005D).

16 Weeks • 2.4 CeU • Tuition $1,245


Enroll anytime.

graduateschool.edu








PROjECT MANAgEMENT FOR THE OFFICE PROFESSIONALADMB7011D

Gain the respect and confidence necessary for assuming more responsible roles in your organization. Project management is more than just getting things done; it involves careful planning, establishing authority, and building teamwork. Prepare to stay on track and in control.

For more comprehensive coverage of project management principles, see Project Management (PGMT7005D or PROJ1101A). Auditors may want to take Planning Audit Assignments (AUDT8451G).

LEARNINg OUTCOMES

n Define the different roles of the project team members

n Provide critical support to a major project by performing key functions

n Gain control over project schedules and budgets through proper tracking

n Participate fully in the various aspects of project management

WHO SHOULD ATTEND

Office professionals who seek a basic understanding of project management techniques or who want to sharpen their project management skills; as well as support and administrative personnel periodically assigned to project work teams or who head small projects.



You may be interested in Basic Project Management (PROJ7001N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


July 25-27, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX




January 31 – February 2, 2012 . . . . . . . . . . . . . . . . . . Hampton, VA



April 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO


May 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV




July 23-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



PROjECT MANAgEMENT FOR IT: APPLICATION AND INTEgRATIONPROj7602T

This four-day course is designed to provide a practical, industry-DoD-standard approach to managing project implementations of IT initiatives. The course describes the project management knowledge areas, specific activities performed by a project manager under each area, and the tools and techniques to be applied in specific management situations. The class is a hands-on, case-study-based endeavor. Practical examples of project planning concepts, scope and resource management, cost and schedule development, risk and change management, and the use of earned-value analysis for project control are central to this course.


LEARNINg OUTCOMES

n Perform project initiating processes, including needs identification; defining concept of operation; and specifying high-level goals, objectives, funding, and program/project management authority

n Establish a planning phase detailing a project plan for the life of an IT project

n Construct an implementation design and development activity for the creation of an IT project product

n Test and evaluate an implementation at component and system levels

n Manage and maintain IT project baselines

n Transition and close IT project products into use within an organization

WHO SHOULD ATTEND

Attendees should have worked on a program or project or have participated in the procurement process for an IT initiative.







March 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL







MANAgINg A PROjECT WITH yOUR TEAMPROj8202D

According to the Project Management Institute®, the only skills more important to project managers than communicating effectively are negotiation and conflict resolution. These skills can make the difference between a project that fails amid acrimony and a project that succeeds and builds positive relationships within the team and across the organization. Learn proven techniques to help you acquire the necessary project resources, build consensus on project scope and requirements, and create clear understanding of the duties of team members and contractors.

Note: This course is aligned with the Project Management Body of Knowledge (PMBOK®) Guide—4th Edition, which covers all related best practices.


LEARNINg OUTCOMES

n Facilitate development of high-performing project teams that are cohesive and clear on their goals

n Apply proven techniques for negotiating internal and external resources and achieving consensus on project goals and requirements

WHO SHOULD ATTEND

Project managers, team members, and others who want to apply best practices to implement project communications and project human resources management.






EXECUTIvE vIEW OF PROjECT MANAgEMENTPROj9003D

Managing projects is always a challenge, especially when those projects involve multiple stakeholders, new or unproven technology, shifting or unclear project requirements, or constrained resources. Those project challenges multiply in a fast-paced, highly competitive workplace.

This one-day workshop is designed to introduce executives and managers to the need for project management, its benefits to agencies and organizations, a project management framework, and the challenges of applying good project management in your organization.

LEARNINg OUTCOMES

n Describe the new organizational environment, an environment that makes the application of solid project management an organizational imperative

n Identify the challenges of managing projects

n Describe three essential tools and methods for applying project management

n Increase awareness of the need for project management skills

WHO SHOULD ATTEND

Executives and managers who see the need for improved productivity and greater success in achieving designated outcomes. No experience in project management is required.


SCHEDULENovember 17, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC





PROjECT COST MANAgEMENTPROj8292D

The first step in successfully managing a project’s costs is to have a project budget that realistically reflects the costs for executing the project. Project Cost Management addresses the identification, elaboration, planning, development, and management of the project budget. Using best practices, you learn how to develop a project cost estimate, project budget, and project budget baseline. In addition, you practice the preparation of a spending profile that supports variance analysis and corrective action using earned value management (EVM). You gain an effective skill set for developing and controlling the project budget baseline.



LEARNINg OUTCOMES

n Discuss cost estimating methods

n Leverage best practice cost and schedule concepts

n Apply tools and techniques to make accurate cost decisions

n Interpret and analyze cost performance

n Develop and manage the cost budget and cost baseline

WHO SHOULD ATTEND

Project managers, team members, and others who want to apply best practices to improve their project cost estimating and budgeting skills.





May 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL




PROjECT COMMUNICATIONS MANAgEMENTPROj8294D

Communications management is one of the essential functions that can dramatically affect the outcome of a project. Project managers must create and effectively use a communications plan that performs two principal functions: collecting the right data and disseminating appropriate information in a timely manner. To do this effectively, project teams must identify the appropriate audiences, develop appropriate communications media, establish a communications schedule, and manage the flow of information in and out of the project team. You learn the tools and techniques that project teams can use to build an effective communications plan.



LEARNINg OUTCOMES

n Conduct an effective identification and analysis of project stakeholders

n Identify the appropriate communications media for different stakeholder groups

n Develop an effective project information management approach

n Apply communication methods and tools for an effective communications plan

n Lead project teams through more effective communications

WHO SHOULD ATTEND

Project managers, team members and others who want to apply best practices to implement project communications.










PROjECT RISk MANAgEMENTPROj8293D

To achieve project success in today’s fast-paced, resource-scarce environments, you must possess the ability to assess, manage, and interact with inherent and unforeseen project risks. You learn to uncover, communicate, and develop successful strategies to transform project risks into project opportunities. Learn about all six of the PMBOK® Guide’s risk management processes with emphasis on developing the risk register. Practice risk management techniques to gain practical knowledge that can be applied to current projects.


LEARNINg OUTCOMES

n Apply effective risk identification techniques

n Apply appropriate risk management tools

n Develop risk mitigation approaches that improve the potential for project success

n Implement effective risk response control methods to stay ahead of potential risk events

n Explain the relationship between risk and both cost and schedule contingency planning

WHO SHOULD ATTEND

Project managers, team members, and others who want to apply best practices to manage project risk.








PROjECT qUALITy MANAgEMENTPROj8296D

Most organizations recognize that customer satisfaction and their success hinge on the effective implementation of quality concepts, tools, and techniques. Project Quality Management prepares you to be a positive force in using best practice techniques to help ensure project and organizational success. You learn about the three PMBOK® quality management processes to enhance project success.



LEARNINg OUTCOMES

n Integrate project quality management into the entire project life cycle

n Ensure customer satisfaction by monitoring results using project quality control tools

n Apply project quality management tools and techniques to “real-world” project management situations

n Learn to use cost-effective mechanisms for integrating quality practices into the overall project management architecture

WHO SHOULD ATTEND

Project managers, team members, and others who want to apply best practices to improve the quality of their project processes and outcomes.



September 20-21, 2011. . . . . . . . . . . . . . . . . . . . . . Huntsville, AL







PROjECT TIME MANAgEMENTPROj8291D

“On time” and “within budget” are two of the most frequently heard refrains in the project management business. Time and cost management form the basic foundation of the discipline of project management. In Project Time Management, you learn about the identification, elaboration, planning, and management of the project schedule. Based on the (PMBOK®) Guide and current industry best practices, this course takes you through the development of project schedules and the requisite planning elements.



LEARNINg OUTCOMES

n Integrate milestones and deadlines into the overall project plan

n Be able to effectively communicate project schedule particulars

n Perform schedule variance analysis and change control

n Use tools for identifying schedule activities based upon the project work breakdown structure (WBS)

n Communicate schedule needs and status to the project team and senior management

WHO SHOULD ATTEND

Project managers, team members, and others who want to apply best practices to planning and managing the project baseline.


SCHEDULEJuly 26-27, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL








PROjECT SCOPE MANAgEMENTPROj8299D

Defining the scope of a project is one of the most challenging tasks in project management. The importance of working with stakeholders to ensure the project meets their expectations cannot be overemphasized. You learn about the identification, elaboration, planning, and management of project scope, including selected processes from the integration and scope knowledge areas.



LEARNINg OUTCOMES

n Discuss definition and integration of project scope into the project life cycle

n Explain requirements identification and justification

n Integrate project scope into the project plan

n Position the project and project plan for follow-on execution and control

WHO SHOULD ATTEND

Project managers, team members, and others who want to apply best practices for planning and managing project scope.









ESSENTIAL ELEMENTS OF EARNED vALUE MANAgEMENTPROj8003D

Learn the fundamentals of earned value management (EVM) as well as the skills necessary to implement EVM to keep acquisitions on track with effective monitoring of performance costs and schedules. Gain a thorough understanding of how establishing project scope and baselines relates to the important process of continuous contract performance management. This course from ASI Government is designed to teach the basics of EVM to everyone involved in planning, negotiating, and managing complex contracts from both government and industry. It provides a practical step-by-step approach to using EVM as a tool to make good business decisions.

LEARNINg OUTCOMES

n Describe the fundamentals of EVM

n Incorporate EVM requirements into your project or program

n Plan and implement projects using EVM processes

n Analyze EVM data to manage your projects and sustain the performance measurement baseline

n Explain how EVM data can be translated into usable management information

WHO SHOULD ATTEND

COR/COTR candidates; contract specialists and contracting officers; program and project managers; and financial personnel who need a working knowledge of EVM.



You may be interested in Earned Value Management (PROJ8500A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEJanuary 26-27, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC


DISTANCe eDUCATIoN

CoURSe

EARNED vALUE MANAgEMENTPROj8500A

Gain an understanding of earned value management (EVM) by learning the valuable concepts and essential core components of EVM. Build a foundation for success in managing projects, especially information technology (IT) projects.


n Three-week access to recorded lectures and content



LEARNINg OUTCOMES

n Identify the types of projects that need an earned value management approach

n Identify the status and results of a project using EVM control charts

n Compare actual performance with planned performance, analyze variances, and evaluate possible alternatives

n Calculate cost and schedule variances and estimate at completion

WHO SHOULD ATTEND

Project managers and others who have oversight responsibility of projects in federal agencies.



Enroll anytime and take up to three weeks to complete.





PROjECT MANAgEMENT FAST TRACkPROj8300D

Your ability to effectively define, manage, and measure a project’s requirements, scope, on-time delivery, and success is crucial in helping you gain approval for resources. This hands-on course is aligned with the Project Management Body of Knowledge (PMBOK®) Guide—4th Edition, and covers all the knowledge areas and processes of project management necessary to plan and execute successful projects. You are prepared for the PMP® certification examination and receive the 35 hours of project management education required to take the examination.

LEARNINg OUTCOMES

n Identify the nine project management knowledge areas and the five process groups, and distinguish between core and facilitating processes of project management

n Be prepared for the PMP® certification exam

n Define the scope of a project—one of the most challenging tasks for a project manager

n Develop and manage the project schedule

n Select the appropriate type of risk analysis

n Manage conflict on the project team and among stakeholders

WHO SHOULD ATTEND

Program managers, project managers, and all others who work on a project team and desire a better understanding of the project management process should attend this class. Individuals interested in obtaining their PMP® certification should also attend.



You may be interested in PMP® Exam Preparation (PROJ8395A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.



March 5-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL




INTEgRATED PLANNINg AND SCHEDULINgPROj9002D

Get hands-on experience in applying effective project management principles using Microsoft Project 2007. You learn to develop a detailed and integrated schedule, analyze project schedules prepared by a project team, and extract schedule information from working schedules for management briefings and reports. You also learn the basics of planning the project’s work breakdown structure, the basics of project scheduling, and the processes to accurately update the project’s status in an integrated master schedule.

LEARNINg OUTCOMES

n Develop a detailed and integrated schedule

n Analyze delivered Microsoft Project schedules

n Extract schedule information for management briefings and reports

WHO SHOULD ATTEND

Program, project, contracting, and administrative staff who use Microsoft Project schedules to accomplish their work.


SCHEDULEFebruary 23-24, 2012. . . . . . . . . . . . . . . . . . . . . .Washington, DC





DISTANCe eDUCATIoN

CoURSe

PMP® EXAM PREPARATIONPROj8395A

Establish your credential as a Project Management Professional (PMP®) by taking a Project Management Institute, Inc. (PMI®), certification examination. Project management is an evolving profession, and employers are increasingly requiring that their project managers be certified.

This online, self-study course is offered through a partnership with the University Learning Institute (ULI), and it provides interactive lessons, a practice test bank of over 500 questions you can use as an examination simulation, and more. You receive a six-month license to use the course online.

Note: Registrations may only be cancelled with partial refund within two weeks of registration; $125 will be deducted for the test and materials. Mac users can take the course but will not be able to access the test bank unless they have Windows.


LEARNINg OUTCOMES

n Explain the core competencies of project management

n Prepare to pass the PMP certification examination

n Complete the certification exam application

n Recognize the examination format

WHO SHOULD ATTEND

Project managers who need to pass a PMI® certification examination and who wish to prepare at their own pace.

56 Hours • 5.6 CeU • 56 PDU • Tuition $1,095


Enroll anytime. You have six months to complete the course.

PREPARINg FOR THE PMP® EXAMINATIONPROj8295D

Establish your credential as a Project Management Professional (PMP®) by taking the PMP certification exam offered by the Project Management Institute. You identify your personal strengths and weaknesses regarding mastery of the five process groups and nine knowledge areas of the Project Management Body of Knowledge (PMBOK®) Guide, and develop a personal study program to prepare yourself for success on the examination.



LEARNINg OUTCOMES

n Identify the nine project management knowledge areas and the five process groups

n Distinguish between core and facilitating processes of project management

n Explain the PMP® certification exam registration requirements and process

n Discuss the concepts and format of the PMP® certification exam

n Identify key areas for further development in order to create a personal learning plan to improve performance

n Apply studying and test-taking techniques from certified PMP®s

WHO SHOULD ATTEND

Anyone who has at least three years of experience working in a project-oriented environment, and who has already completed a rigorous certificate or self-study program and wants a compressed, targeted approach toward preparing for the PMP® exam.



You may be interested in PMP® Examination Preparation (PROJ8395A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.




Workthroughconflict.

Even the best of us have bad days. Understanding and managing staff is the best way to manage conflict. By creating and maintaining the right environment, you can turn a tense office into a dynamic workplace. In this course you’ll discover a wide variety of proven constructive approaches that lead to productive resolutions and teaching moments. Develop the tools you need to analyze and respond to difficult situations and bring them to individuals or your team to mitigate conflicts and boost morale.

Graduate School USA Curriculum to help you work through conflict in your organization.

■ Positive Approaches to Difficult People

■ Creative Problem-solving

■ Constructive Conflict Resolution

■ Employee Conduct and Performance


PROjECT MANAgEMENTCERTIFICATE OF ACCOMPLISHMENT IN PROjECT MANAgEMENT

REqUIRED COURSES

Recommended as First Course Core Courses (select 5)

n Project ManagementPGMT7005D • 2.4 CEU • 24 PDU

|oR|

n Project Management for IT: Application and IntegrationPROJ7602T • 2.4 CEU • 24 PDU

|oR|

n Project ManagementPROJ1101A • 2.4 CEU (GS Classic)

n Project Communications ManagementPROJ8294D • 1.4 • 14 PDU

n Project Cost ManagementPROJ8292D • 1.4 CEU • 14 PDU

n Project Quality ManagementPROJ8296D • 1.4 CEU • 14 PDU

n Project Risk ManagementPROJ8293D • 1.4 CEU • 14 PDU

n Project Scope ManagementPROJ8299D • 1.4 CEU • 14 PDU

n Project Time ManagementPROJ8291D • 1.4 CEU • 14 PDU

COURSE OF STUDyGraduate School USA Certificate of Accomplishment in Project Management provides a thorough preparation for current project managers and those wishing to enter the field. Participants complete one of three basic courses that include IT project management specialization. Following the basic course, participants take five intermediate, core courses that address key knowledge areas and project management processes, plus one elective. Individuals must

complete the program in three years.


n Advanced CoTR WorkshopACQI9008D • 40 CPE


n Construction Contracting for CoTRsACQI8006D • 40 CPE

n earned Value Management(GS Connect)PROJ8500A • 0.6 CEU

n essential elements of earned Value ManagementACQI8003D • 1.2 CEU

n Integrated Planning and SchedulingPROJ9002D • 1.2 CEU


n Managing a Project with your TeamPROJ8202D • 14 PDU

n Microsoft Project 2007PROJ7990T • 1.8 CEU

n Microsoft Project 2007 (GS Connect)PROJ7590A • 1.8 CEU

n Negotiating TechniquesMGMT9104D • 1.2 CEU

n PMP® exam Preparation (GS Classic)PROJ8395A • 5.6 CEU • 56 PDU

n Preparing for the PMP® examinationPROJ8295D • 1.4 CEU • 14 PDU

|oR|

n A core course not previously taken




LEADERSHIP AND

MANAgEMENT

Graduate School USA delivers

competency-based LEADERSHIP

AND MANAgEMENT training

in the functional areas that reflect

leadership roles in organizations:

individual performers, managers,

supervisors, and executives. The

curriculum has been intentionally

designed to meet the needs of

diverse learners.

➲ graduateschool.edu/leader

Skills are enhanced by providing practical tools and strategies to achieve a higher level of performance through:

n Leadership and Management Training

n Certificate Programs

n Long-Term Leadership Development Programs

n Senior-Level Seminars

n Assessments

The Center for Leadership and Management recognizes that leadership begins with individuals and their contributions to their organization. Our courses and programs cultivate leaders through training, assessment, and career development. Our higher-performing employees successfully lead organizations in meeting their mission-driven goals. Senior-level seminars prepare seasoned leaders to facilitate change consistent with the organization’s strategy.

Training is delivered in a variety of formats through a blended interactive learning environment. The use of assessments plays a critical role in developing individuals and targeting training. The Graduate School USA’s premier 360- degree feedback assessment, the Leadership Effectiveness InventoryTM, supports career development planning and is foundational to all long-term leadership development programs.

In addition to the Leadership Effectiveness InventoryTM, other assessments such as the Myers-Briggs Type Indicator® and FIRO-B® are available to support specific organizational training initiatives. All leadership and management curricula can be customized to meet specific organizational goals and objectives.

CURRICUlUM OvERvIEW

243

TABLE OF CONTENTS


TABLE OF CONTENTS

CORE COMPETENCIES FOR LEADERS AND MANAgERS . . . . . . . . . . 245

TRANSITION COURSESLeadership Skills for Non-Supervisors, ADMB7006D . . . . . . . . 248DISTANCe eDUCATIoN

CoURSe

Leadership Skills for Non-Supervisors, ADMB7506A . . . . . . . . . . . . . . . . . . . . . . . . . 249

Introduction to Supervision, SUPV7001D . . . . . . . . . . . . . . 250

Introduction to Management, MGMT7099D . . . . . . . . . . . . 251

Preparing to Lead in the 21st Century, MGMT9020D . . . . . . . . 251

Federal Appropriations Law, FINC7100D . . . . . . . . . . . . . . 252

Introduction to Organizational Learning, LEAD8000L . . . . . . . . 253

SkILL COURSESLEADERSHIP

Leadership Essentials, MGMT7020D . . . . . . . . . . . . . . . . 254

Leading Change, MGMT7201D . . . . . . . . . . . . . . . . . . . 255

nEW Leadership Communication, MGMT8112D . . . . . . . . . . . . . . . . . . . . . . . . . 255

DISTANCe eDUCATIoN

CoURSe

Enabling Organizational Change,LEAD9001A . . . . . . . . . . . . . . . . . . . . . . . . . 256

Facilitator Workshop, TDEV8120D . . . . . . . . . . . . . . . . . 256

nEW Leadership ChallengeTM, LEAD8010L . . . . . . . . . . . . . . . . . . . . . . . . . 257

Managing Workforce Diversity, EEOP7001D . . . . . . . . . . . . 257

Sexual Harassment Prevention for Supervisors, EEOP0011D . . . . 258

EEO for Supervisors and Managers, EEOP8101D . . . . . . . . . . 258

Improving Retention Through Strategic Onboarding, MGMT8120D . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259

Time Management, ADMB7028D . . . . . . . . . . . . . . . . . . 259DISTANCe eDUCATIoN

CoURSe

Your Personal Brand, LEAD8010A . . . . . . . . . . . . . . . . . . . . . . . . . 260

PERFORMANCE

Accountability All Around, SUPV7019D . . . . . . . . . . . . . . . 261

Emotionally Intelligent Leaders, LEAD8007L . . . . . . . . . . . . 261

DISTANCe eDUCATIoN

CoURSe

Developing Emotional Intelligence Skills,LEAD8500A . . . . . . . . . . . . . . . . . . . . . . . . . 262

The Power of Influence over Authority, MGMT7120D . . . . . . . . 262

Coaching Skills for Today’s Leaders, MGMT9002D . . . . . . . . . 263

Mentoring Skills, MGMT7006D . . . . . . . . . . . . . . . . . . . 263

Federal Human Resources Management for Supervisors and Managers, PMGT7102D . . . . . . . . . . . . . . 264

Employee Performance Discussions, LABR7015D . . . . . . . . . 265

Employee Conduct and Performance, LABR7011D . . . . . . . . . 265DISTANCe eDUCATIoN

CoURSe

Performance Feedback, SUPV7008A . . . . . . . . . . . . . . . . . . . . . . . . . 266

DISTANCe eDUCATIoN

CoURSe

Leveraging Organizational Networks to Improve Performance, LEAD9002A . . . . . . . . . . . . . . . . . . 266

Constructive Conflict Resolution, COMM7004D . . . . . . . . . . 267

Positive Approaches to Difficult People, COMM7009D . . . . . . . 267


Strategic Planning for Government Organizations, MGMT9200D . . 268

Systems Thinking, LEAD8100L . . . . . . . . . . . . . . . . . . . 269

TEAMS

Jump-Starting High-Performing Teams: The Fundamentals, TDEV7021D . . . . . . . . . . . . . . . . . . 270

Leading Teams and Groups, TDEV8200D . . . . . . . . . . . . . . 270DISTANCe eDUCATIoN

CoURSe

Leading Teams and Groups, TDEV8500A . . . . . . . . . . . . . . . . . . . . . . . . . 271

Managing a Virtual Workforce, MGMT9013D . . . . . . . . . . . . 271

Telework: A Manager’s Perspective, MGMT9021D . . . . . . . . . 272

Working in Multicultural Teams, COMM7048D . . . . . . . . . . . 272

PROBLEM SOLvINg AND DECISION MAkINg

Creative Problem Solving, ADMB7002D . . . . . . . . . . . . . . 273DISTANCe eDUCATIoN

CoURSe

Creative Problem Solving, ADMB7502A . . . . . . . . . . . . . . . . . . . . . . . . . 273

Decision Making and Problem Solving, MGMT8102D . . . . . . . . 274

Decision Support: Building New Analytical Skills, FINC8120D . . . 274

Conducting Quality Analysis for Decision Support, FINC9150D . . . 275

Negotiating Techniques, MGMT9104D . . . . . . . . . . . . . . . 275

COMMUNICATION

Assertiveness Skills, COMM7001D . . . . . . . . . . . . . . . . . 276

Communication Skills, COMM7005D . . . . . . . . . . . . . . . . 276

Briefing Techniques, COMM7002D . . . . . . . . . . . . . . . . . 277DISTANCe eDUCATIoN

CoURSe

The Basics of Clear Government Writing,WRIT7986A . . . . . . . . . . . . . . . . . . . . . . . . . 278

Clear Writing through Critical Thinking, WRIT7100D . . . . . . . . 278

nEW Executive Writing, WRIT9001D . . . . . . . . . . . . . . . . . . . . . . . . . 279


TABLE OF CONTENTS (continued)

FRANkLINCOvEy® COURSESAchieving Your Highest Priorities, MGMT8921D . . . . . . . . . . 280

Execution in Government: Great Leaders, Teams, and Results, LEAD8924L . . . . . . . . . . . . . . . . . . 281

Leading Government at the Speed of Trust, MGMT8920D . . . . . 281

The 7 Habits for Highly Effective Government Executives – Signature Program, LEAD8925L . . . . . . . . . . . . . . . . . . 282

The 7 Habits for Highly Effective Public Managers, MGMT8923D . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282

Working at the Speed of Trust in the Government Environment, MGMT8922D . . . . . . . . . . . . . . 283

LONg-TERM LEADERSHIP DEvELOPMENTAspiring Leader Program, LEAD7210L . . . . . . . . . . . . . . . 284

New Leader Program, NLED7300L . . . . . . . . . . . . . . . . . 284

Executive Leadership Program, ELPG9000L . . . . . . . . . . . . . 285

Executive Potential Program, EPPG8400L . . . . . . . . . . . . . 285

SENIOR LEvEL COURSES AND SEMINARSExecutive Survival Skills, EXEC9911L . . . . . . . . . . . . . . . 286

Leading People, EXEC9912L . . . . . . . . . . . . . . . . . . . . 286

Managing for Results, EXEC9913L . . . . . . . . . . . . . . . . . 287

Washington Executive Seminar, EXEC9904L . . . . . . . . . . . . 287

Writing ECQ Statements, EXEC9100L . . . . . . . . . . . . . . . 288

Congressional Operations Workshop, CFPG9200L . . . . . . . . . 288


Systems Thinking, LEAD8100L . . . . . . . . . . . . . . . . . . . 289

STANFORD ADvANCED PROjECT MANAgEMENTnEW Converting Strategy Into Action,

PROJ9510D . . . . . . . . . . . . . . . . . . . . . . . . . 292

nEW Mastering the Project Portfolio,PROJ9517D . . . . . . . . . . . . . . . . . . . . . . . . . 292

nEW Managing Without Authority,PROJ9515D . . . . . . . . . . . . . . . . . . . . . . . . . 293

nEW Leading Effective Teams,PROJ9513D . . . . . . . . . . . . . . . . . . . . . . . . . 293

nEW Leveraging the Customer Relationship,PROJ9514D . . . . . . . . . . . . . . . . . . . . . . . . . 294

nEW Financial Mastery for Projects,PROJ9511D . . . . . . . . . . . . . . . . . . . . . . . . . 294

nEW Mastering the Integrated Program,PROJ9516D . . . . . . . . . . . . . . . . . . . . . . . . . 295

nEW Strategic PMO – Projects to Enterprise,PROJ9519D . . . . . . . . . . . . . . . . . . . . . . . . . 295

nEW Leadership for Strategic Execution,PROJ9512D . . . . . . . . . . . . . . . . . . . . . . . . . 296

ASSESSMENT TOOLSFundamental Interpersonal Relations Orientation-Behavior (FIRO-B®), EVAL0103L . . . . . . . . . . . . 297

Leadership Effectiveness Inventory©, EVAL0113L . . . . . . . . . 297

Myers-Briggs Type Indicator®, EVAL0123L . . . . . . . . . . . . . 298

CERTIFICATE PROgRAMSTeam Leader Certificate Program, LEAD9201L . . . . . . . . . . . 299

Supervisor Certificate Program, LEAD9202L . . . . . . . . . . . . 300

Manager Certificate Program, LEAD9203L . . . . . . . . . . . . . 301

LEADERSHIP AND MANAgEMENT ➲ graduateschool.edu/leader


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Accountability All Around (SUPV7019D) • • • • • • • •

Becoming a Motivational Leader (GS Classic) (MGMT7903A) • • • • • • • • • • • • • • • •

Building and Sustaining Organizational Culture (MGMT8125D) • • • • • • • • • • • • •

Coaching Skills for Today’s Leaders (MGMT9002D) • • • • • • • •

Congressional Operations Workshop (contract only) (CFPG9002L) • • • • • • • • •

Decision Making and Problem Solving (MGMT8102D) • • • • • • • • • • • • •

Developing Emotional Intelligence Skills (GS Connect) (LEAD8500A) • • • • • • • • • • • • • • •

Emotionally Intelligent Leaders (LEAD8007L) • • • • • • • • • • • • • •

Enabling Organizational Change (GS Connect) (LEAD9001A) • • • • • • • • • • • • • • •

Executive Survival Skills (SES tools) (EXEC9911L) • • • • • • • • • • • • • • • •

Facilitator Workshop (TDEV8120D) • • • • •

From Peer to Leader: Successfully Navigating the Transition (MGMT7125D) • • • • • • • • • • • • • •

Generation Shift: The Emerging Federal Workforce (MGMT8199D) • • • • • • • •

Implementing an Enterprise Architecture (ENTR7001T) • • •

Improving Retention through Strategic Onboarding (MGMT8120D) • • • • • • • • • •

Introduction to Enterprise Architecture (ENTR7000T) • • • •

Introduction to Management (MGMT7099D) • • • • • •

Introduction to Organizational Learning (LEAD8000L) • • • • • • • • • • • • • • •

Introduction to Supervision (SUPV7001D) • • • • • • •

Jump-Starting High-Performing Teams: The Fundamentals (TDEV7021D) • •

Leadership Communication (MGMT8112D) • • • • • • • • • • • • • •

Leadership Skills for Non-Supervisors (ADMB7006D) • • • • • • • • • • • • • • • • • • • •

Leadership Skills for Non-Supervisors (GS Connect) (ADMB7506A) • • • • • • • • • • • • • • • • • • •

Leading Change (MGMT7201D) • • • • • • • •

Leadership Essentials (MGMT7020D) • • • • • • • • •

CORE COMPETENCIES FOR LEADERS AND MANAgERS



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Leading People (SES tools) (EXEC9912L) • • • • • • • • • •

Leading Teams and Groups (TDEV8200D) • • • •

Leading Teams and Groups (GS Connect) (TDEV8500A) • • • • • • • • •

Leveraging Organizational Networks to Improve Performance (LEAD9002A) • • • • • •

Managing a Virtual Workforce (MGMT9013D) • • • • • • • • • • • • • • • • •

Managing for Results (SES tools) (EXEC9913L) • • • • • • • • • • • • • • • • • •

Mentoring Skills (MGMT7006D) • • •

Negotiating Techniques (MGMT9104D) • • • • •

Performance Feedback (GS Classic) (SUPV7008A) • • • • • • • • • • •

Power of Influence Over Authority (MGMT7120D) • • • • • • • • • •

Preparing to Lead in the 21st Century (MGMT9020D) • • • • • • • • • • • •

Strategic Planning for Government Organizations (MGMT9200D) • • • • •

Systems Thinking (contract only) (LEAD8100L) • • • • • • • • • • •

Telework: A Manager’s Perspective (MGMT9021D) • • • • • • • • • • • • • • • • • • •

Washington Executive Seminar (Senior-Level Seminar) (EXEC9904L) • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Writing ECQ Statements (EXEC9100L) • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Your Personal Brand (GS Connect) (LEAD8010A) • • • • • • •

Long-TermDevelopment

Aspiring Leader Program (LEAD7210L) • • • • • • • • • • • • • • • • • • • •

Executive Leadership Program (ELPG9000L) • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Executive Potential Program (EPPG8400L) • • • • • • • • • • • • • • • • • • • • • • • • • • • •

New Leader Program (NLED7300L) • • • • • • • • • • • • • • • • • • • • • • •

CORE COMPETENCIES FOR LEADERS AND MANAgERS


LEADERSHIP AND MANAgEMENT ➲ graduateschool.edu/fc


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The 7 Habits of Highly Effective Public Managers • • • •

Achieving Your Highest Priorities • •

Leading Government at the Speed of Trust • •

Execution in Government: Great Leaders, Teams and Results • • • •The 7 Habits of Highly Effective Government Executives – Signature Program • • • •

Working at the Speed of Trust in the Government Environment • • •

FRANkLINCOvEy®

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Converting Strategy into Action (PROJ9510D) • • • •

Mastering the Project Portfolio (PROJ9517D) • • • •

Managing Without Authority (PROJ9515D) • • • • • • • •

Leading Effective Teams (PROJ9513D) • • • • • • • • • • •

Leveraging the Customer Relationship (PROJ9514D) • • • • • • • •

Financial Mastery for Projects (PROJ9511D) • • • •

Mastering the Integrated Program (PROJ9516D) • •

Strategic PMO-Projects to Enterprise (PROJ9519D) • • • •

Leadership for Strategic Execution (PROJ9512D) • • • • •

CORE COMPETENCIES FOR THE STANFORD ADvANCED PROjECT MANAgEMENT PROgRAM



tR

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LEADERSHIP SkILLS FOR NON-SUPERvISORSADMB7006D

Gain the respect and support of others by learning essential leadership skills. Master handling different personality types, delegating effectively, overcoming conflict without making enemies, and building stronger, more successful teams.

LEARNINg OUTCOMES


n Learn about the role of power in effective leadership and building work relationships

n Identify how to more effectively communicate and resolve conflicts in the workplace

n Understand the dynamics of change and what’s needed to transition from technical expert into roles that require leadership

n Identify common fear factors associated with leadership, and learn how to overcome fear and build confidence

WHO SHOULD ATTEND

Individuals who lead others, office coordinators, and other, non-supervisory employees who want to improve their leadership skills.



You may be interested in Leadership Skills for Non-Supervisors (ADMB7506A) and Assertive Supervision (SUPV7002N), equivalent distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.






August 3-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA






August 31 – September 1, 2011. . . . . . . . . . . . . . . . . . New York, NY





September 20-21, 2011. . . . . . . . . . . . . . . . . . . . . . Portland, OR










February 28-29, 2012. . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



March 27-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

April 4-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Rock Island, IL



May 8-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

May 10-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


May 30-31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV




June 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO



July 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX




August 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA

August 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Cincinnati, OH













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LEADERSHIP SkILLS FOR NON-SUPERvISORSADMB7506A

Discover the essential leadership skills needed to lead and motivate your team toward common goals. Learn to handle different personality types, delegate effectively, overcome conflict, and build high-performing teams.





LEARNINg OUTCOMES


n Discover the role of power in effective leadership

n Develop facilitative leadership skills

n Explain the impact of communication and conflict resolution on leadership

n Explain the role of change in organizations and how the leader functions as a change agent

WHO SHOULD ATTEND

Those who lead others, as well as office coordinators and other, non-supervisory employees who want to improve their leadership skills.

2 Weeks• 1.8 CeU • Tuition $695



October 25, 27 – November 1, 3, 2011 . . . . . . . . . . . Distance Education

February 21, 23, 28 – March 1, 2012 . . . . . . . . . . . . Distance Education

June 19, 21, 26, 28, 2012 . . . . . . . . . . . . . . . . . Distance Education

Available by contract.












[email protected].



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July 25-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





August 8-12, 2011 . . . . . . . . . . . . . . . . . . . . . . Bloomington, MN


August 22-26, 2011. . . . . . . . . . . . . . . . . . . . . . . Annapolis, MD





September 26-30, 2011 . . . . . . . . . . . . . . . . . . . Albuquerque, NM

September 26-30, 2011 . . . . . . . . . . . . . . . . . . . .Philadelphia, PA



December 5-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO



January 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZ



February 27 – March 2, 2012 . . . . . . . . . . . . . . . . . . Las Vegas, NV







May 7-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Cincinnati, OH



May 21-25, 2012 . . . . . . . . . . . . . . . . . . . . . Washington, DC


June 11-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


June 25-29, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA


July 23-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO








September 24-28, 2012. . . . . . . . . . . . . . . . . . . . Albuquerque, NM



INTRODUCTION TO SUPERvISIONSUPv7001D

Learn solid supervisory techniques in our flagship course. Discover strategies to supervise employees while discovering the latest trends in the federal workforce. You learn the basics of coaching, delegation, communication, and motivation and discover the necessary ingredients to understand your new role. Recommended follow-up course: Federal Human Resources Management for Supervisors and Managers (PMGT7102D).

LEARNINg OUTCOMES

n Demonstrate your interpersonal skills and decisiveness

n Build effective groups or teams

n Successfully transition to a supervisory position

n Recognize the “big 10” most common problems facing government supervisors

n Provide feedback that motivates employees

n Delegate work confidently and manage employee performance

n Manage a diverse workforce

n Define and meet customer expectations

n Identify staff training needs

WHO SHOULD ATTEND

Government professionals who are about to become supervisors, new supervisors, and managers or team leaders will benefit the most from this course. Experienced supervisors can also update their leadership competencies.



You may be interested in Introduction to Supervision (SUPV3101N), Success Oriented Supervision (SUPV2202C), and Assertive Supervision (SUPV7002N), equivalent distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.




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PREPARINg TO LEAD IN THE 21ST CENTURyMgMT9020D

Gain a fundamental understanding of leadership and an increased awareness of your own leadership capacities. You receive opportunities to experience personal leadership while building skills in self-awareness and critical thinking. Discover how to integrate a leadership mind-set into your everyday activities and how to approach situations in a collaborative and self-directed manner.

LEARNINg OUTCOMES

n Describe the fundamental state of leadership

n Assess personal leadership readiness and capacities

n Identify everyday leadership opportunities and choices

n Identify personal leadership development strategies

WHO SHOULD ATTEND

Individuals who want to explore their leadership capacity and learn how to build leadership into their everyday activities.



You may be interested in Developing Emotional Intelligence Skills (LEAD8500A) and Becoming a Motivational Leader (MGMT7903A), equivalent distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEAugust 9-10, 2011 . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO





June 21-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


INTRODUCTION TO MANAgEMENTMgMT7099D

Cross the threshold into a key government position with the knowledge acquired from this comprehensive training for new and prospective managers. Learn about the four seemingly daunting challenges managers face, and explore, through a variety of experiential and developmental tools, how to handle them. Learn exciting concepts such as the Pygmalion effect, the CTEC (characterize, target, evaluate, and celebrate) coaching process, the discipline of reflection, the Trump vs. Gandhi power model, and the art of persuasion. OPM’s leadership competencies are at the heart of this course, and a detailed self-assessment is provided to guide you on the path of further development.

LEARNINg OUTCOMES

n Balance competing interests of the multiple work units for which you are responsible

n Delegate and empower others whose expertise differs from yours

n Coach and facilitate the work of your direct reports

n Build broad networks of trusting relationships with your direct reports, bosses, peers, and stakeholders

WHO SHOULD ATTEND

New managers, participants in management development programs, current supervisors, and prospective managers interested in developing strong management knowledge and skills.



You may be interested in Effective Work Delegation (SUPV7056N), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.




August 22-26, 2011. . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD

September 12-16, 2011 . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA




March 5-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


June 18-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA






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October 11-14, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DCOctober 17-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GAOctober 25-28, 2011 . . . . . . . . . . . . . . . . . . . . . . San Diego, CAOctober 31 – November 3, 2011 . . . . . . . . . . . . . . . .Washington, DCNovember 15-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . Austin, TXNovember 29 – December 2, 2011 . . . . . . . . . . . . . . . . Hampton, VANovember 29 – December 2, 2011 . . . . . . . . . . . . . . .Washington, DCDecember 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FLDecember 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WAJanuary 3-6, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJanuary 9-12, 2012 . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NMJanuary 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Phoenix, AZJanuary 31 – February 3, 2012 . . . . . . . . . . . . . . . . .San Antonio, TXFebruary 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCFebruary 13-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GAFebruary 14-17, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DCFebruary 21-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Chicago, ILFebruary 21-24, 2012 . . . . . . . . . . . . . . . . . . . . San Francisco, CAMarch 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCMarch 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VAMarch 19-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, COMarch 19-22, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 2-5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NCApril 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Portland, ORApril 16-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCApril 17-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Austin, TXApril 23-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . New York, NYApril 30 – May 3, 2012 . . . . . . . . . . . . . . . . . . . . . Jacksonville, FLApril 30 – May 3, 2012 . . . . . . . . . . . . . . . . . . . . . . St. Louis, MOMay 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Tumon, GUMay 8-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NVMay 8-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCMay 15-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MAMay 29 – June 1, 2012 . . . . . . . . . . . . . . . . . . . San Francisco, CAMay 29 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DCJune 4-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, ALJune 11-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJune 18-21, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CAJune 25-28, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXJune 26-29, 2012. . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 9-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MOJuly 17-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Tumon, GUJuly 23-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 24-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LAJuly 30 – August 2, 2012 . . . . . . . . . . . . . . . . . . . .Philadelphia, PAJuly 31 – August 3, 2012 . . . . . . . . . . . . . . . . . . . . Las Vegas, NVAugust 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VAAugust 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCAugust 13-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Denver, COAugust 20-23, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FLAugust 21-24, 2012. . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 4-7, 2012 . . . . . . . . . . . . . . . . . . . . . . San Diego, CASeptember 4-7, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 10-13, 2012 . . . . . . . . . . . . . . . . . . . . . Baltimore, MDSeptember 17-20, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DC

FEDERAL APPROPRIATIONS LAWFINC7100D

Gain a solid foundation in federal government appropriations law using the Government Accountability Office (GAO) Principles of Federal Appropriations Law (Red Book), Volumes I and II. This comprehensive course provides you with skills ranging from the proper interpretation and application of federal appropriations law to the use of appropriated funds. Explore the relationship of agency budgets to appropriations, propriety, timing, and legality of certain types of expenditures. Become familiar with the basis to make legal decisions. Working in teams, gain practical experience by delving into case studies from Comptroller General Decisions.

As an added value, participants receive a CD-ROM containing the GAO Red Book, Volumes I-V, Volume I Update, and the Index and Table of Authorities.


LEARNINg OUTCOMES

n Authoritatively provide guidance to decision makers on the legality of proposed actions

n Assess propriety of administrative decisions

n Assist in a review of proposed in-house regulations

n Support your agency in the legal use of annual, multi-year, and no-year appropriations

n Apply Comptroller General Decisions to organizational activities

WHO SHOULD ATTEND

This course is for every federal employee, and particularly for those who make critical decisions for their agencies based on an understanding of the Government Accountability Office’s (GAO) Principles of Federal Appropriations Law (Red Book). Level: Intermediate.


SCHEDULEJuly 5-8, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 11-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MOJuly 11-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PAJuly 19-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Tumon, GUJuly 25-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 26-29, 2011 . . . . . . . . . . . . . . . . . . . . . . . New Orleans, LAAugust 2-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NVAugust 8-11, 2011 . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VAAugust 9-12, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCAugust 15-18, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXAugust 22-25, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FLAugust 23-26, 2011. . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 6-9, 2011 . . . . . . . . . . . . . . . . . . . . . . San Diego, CASeptember 6-9, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 12-15, 2011 . . . . . . . . . . . . . . . . . . . . . Baltimore, MDSeptember 19-22, 2011. . . . . . . . . . . . . . . . . . . . .Washington, DC




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INTRODUCTION TO ORgANIZATIONAL LEARNINgLEAD8000L

Acquire a strong foundation in the core competencies required for building learning organizations. Discover new tools and methods while focusing on leadership practices and disciplines. You are encouraged to think about your role in creating a work climate that encourages learning and quality performance. The program provides the opportunity to work on both an organizational and a personal level. For more information on this program, please visit the Organizational Leadership Core Competency program page. If your organization needs this training at your location, please call (202) 314-3593 for additional information or email [email protected].

LEARNINg OUTCOMES

n Create high-performing teams that can cut across functional stovepipes

n Reflect, think systematically, and lead honorably

n Identify the changes required of you as a leader to help your organization achieve its goals

n Crystallize a personal vision for the work group as a first step to building exceptional teams

n Apply the principles of systems thinking and organizational learning

WHO SHOULD ATTEND

Employees and managers in leadership positions who want to strengthen their ability to create high-performing teams that learn.

3 Days • 1.8 CeU


graduateschool.edu








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SCHEDULEJuly 5-7, 2011. . . . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD



July 26-28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


August 8-10, 2011 . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM



August 31 – September 2, 2011. . . . . . . . . . . . . . . . . Hilton Head, SC






October 3-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


December 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV




February 14-16, 2012 . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA







May 23-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

June 5-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


June 12-14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Boston, MA


June 26-28, 2012. . . . . . . . . . . . . . . . . . . . . . . . Baltimore, MD



July 24-26, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA




August 29-31, 2012. . . . . . . . . . . . . . . . . . . . . . . Hilton Head, SC






LEADERSHIP ESSENTIALSMgMT7020D

Unlock your ability to lead effectively with this in-depth course. Learn the difference between leading and managing; explore proven techniques to communicating effectively; think strategically; and move from a reactive environment to a proactive one.

LEARNINg OUTCOMES

n Apply principles and styles of leadership

n Practice risk and conflict management

n Empower and delegate to others

n Effectively set goals

WHO SHOULD ATTEND

Supervisors, managers, branch chiefs, division heads, and professionals in influential positions.



You may be interested in Becoming a Motivational Leader (MGMT7903A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.




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NEWLEADERSHIP COMMUNICATIONMgMT8112D

Become the leader who people want to follow. Focus on one of the most crucial competencies of a good collaborative leader: strong communication. Learn to connect with people to build trust and loyalty, use emotional intelligence to build rapport, bridge and leverage cultural and generational distances, and use these skills to reach consensus, build teams, and develop better workers.

LEARNINg OUTCOMES

n Define leadership communication in the 21st century

n Analyze the importance of strong leadership communication as a core competency of an effective, collaborative leader

n Practice strategies for better listening, connecting, building trust and consensus, bridging generational differences, and using emotional intelligence

n Learn how to use the community-centered perspective of Web 2.0 as a powerful communications tool

n Discuss crisis and change communications

WHO SHOULD ATTEND

Supervisors, managers, branch chiefs, division heads, and professionals in influential positions, as well as people aspiring to these positions.



May 15-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



LEADINg CHANgEMgMT7201D

Gain the knowledge and skills you need to help shape the future of your organization. Explore various tools for understanding and facilitating change, and strategies for managing and shaping change. Discover the endless possibilities to exercise true leadership.

LEARNINg OUTCOMES

n Assess your leadership role in the continuing change process

n Prepare your organization for improved performance by exercising your skills as a confident change agent

n Plan and implement organization change initiatives strategically and systematically

n Develop strategies to support both near- and long-term plans for achieving required organizational change

n Identify priorities and opportunities for your individual development

WHO SHOULD ATTEND

Supervisors, managers, branch chiefs, division heads, team leaders, and professionals in influential positions.


SCHEDULEJune 27 – July 1, 2011 . . . . . . . . . . . . . . . . . . . . . Hilton Head, SC





June 4-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO








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FACILITATOR WORkSHOPTDEv8120D

Keep meetings, group discussions, and other activities organized and on schedule. Develop your own style of facilitation by learning group dynamics and strategic management of decision making and problem solving. Discover time-tested techniques for managing conflict, methods of intervention, and effective listening and feedback.

LEARNINg OUTCOMES

n Contract for the role of facilitator

n Use groups for cooperative problem solving

n Facilitate selected group problem-solving processes

n Effectively respond to a variety of common meeting problems

n Diagnose stages of team development and how teams function

n Understand and describe adult education principles

n Observe and utilize interpersonal and group dynamics to enhance group processes

n Use practical guidelines to give/receive constructive feedback, build consensus, and practice effective listening

n Gain insight as to how personality types of the facilitator and members affect communication and group life

WHO SHOULD ATTEND

Managers, supervisors, team leaders, human resources management professionals, and others who want to learn how to facilitate complex human interactions in a group setting. Some experience working with groups would be helpful.







April 30 – May 3, 2012 . . . . . . . . . . . . . . . . . . . San Francisco, CA

June 19-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



DISTANCe eDUCATIoN

CoURSe

ENABLINg ORgANIZATIONAL CHANgELEAD9001A

Discover how to anticipate, analyze, and lead organizational change initiatives. Develop plans to improve readiness and validate those plans using what-if simulations to “test-drive” likely impacts on your organization.

n Three-week online course; 90 minutes of live instructor-led interaction per week



LEARNINg OUTCOMES

n Assess your organization and its transformational change challenges

n Identify the different factors and key environmental forces that must be considered in measuring organizational readiness to change

n Identify future events and estimate likely impacts on organizational change efforts

n Develop a plan for enabling transformational change

WHO SHOULD ATTEND

Supervisors, managers, leaders, and other key employees (change agents) expected to play major roles in helping organizations respond effectively to change.



Thursday 1:00 – 2:30 p.m. Eastern time.

August 11, 18, 25, 2011. . . . . . . . . . . . . . . . . . . Distance Education

Wednesday 1:00 – 2:30 p.m. Eastern time.

November 2, 9, 16, 2011 . . . . . . . . . . . . . . . . . . Distance Education

April 25 – May 2, 9, 2012 . . . . . . . . . . . . . . . . . . Distance Education





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MANAgINg WORkFORCE DIvERSITyEEOP7001D

Create an inclusive environment that capitalizes on today’s complex and dynamic workplace. Come to understand, appreciate, and account for the impact and value of differences—in backgrounds, generations, cultural experiences, perspectives, personality, and heritage. Examine your own workplace interpersonal behavior, discover its impact on those you lead, and enhance your skills to set a positive example and foster a respectful environment that maximizes employee productivity.

LEARNINg OUTCOMES

n Identify the major trends that impact diversity in the workplace

n Explain the relationships between diversity, EEO, and affirmative action

n Understand culture and cultural diversity

n Describe the impact of culture and cultural differences on interpersonal relations and the organization

n Identify differences between cultural groups, gender groups, and generational groups

n Explain how prejudices and stereotypes are formed

n Recognize how to manage your own stereotypes

n Identify ways to improve communications across cultures

n Describe the self-management skills individuals need for effective intercultural transactions

WHO SHOULD ATTEND


2 Days • 1.2 CeU


NEWLEADERSHIP CHALLENgETM

LEAD8010L

“Leadership is about how leaders mobilize others to want to get extraordinary things done.”–Jim Kouzes and Barry Posner

The Leadership Challenge is the solution for you if you want to become the very best leader in every aspect of your life. This workshop is about the practices leaders use to transform values into actions, visions into realities, obstacles into innovations, and risks into rewards. Based on the research of award-winning and best-selling authors Jim Kouzes and Barry Posner, the course explores the Five Best Practices of Exemplary Leadership identified through their research. Through assessment and energizing and engaging learning opportunities, you not only go places you have never been before, but you are also able to take others with you in the future.

LEARNINg OUTCOMES

n Identify your leadership strengths and areas for improvement

n Communicate your fundamental values and beliefs

n Inspire others to share a common vision

n Focus on efforts to align key values and beliefs

n Build collaboration, teamwork, and trust

n Strengthen the ability of others to excel

n Recognize the accomplishments of others

n Apply the Five Best Practices of Exemplary Leadership to a current organizational challenge

WHO SHOULD ATTEND

Individuals who want to explore and expand their leadership competence and capability.


SCHEDULESeptember 7-8, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC






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EEO FOR SUPERvISORS AND MANAgERSEEOP8101D

Enhance your performance as a federal supervisor by understanding your roles, responsibilities, and obligations in recruiting and maintaining a diverse workforce and in addressing and preventing discrimination, retaliation, and all forms of harassment.

LEARNINg OUTCOMES

n Define management’s role and responsibility in the EEO program

n Consider the impact of EEO laws when making decisions

n Take appropriate action when an EEO complaint is filed

n Recognize and implement sound practices that support EEO objectives

n Work with the Special Emphasis Programs to achieve EEO objectives

n Define, identify, and take appropriate action in sexual harassment cases

n Understand the affirmative action program

n Learn proper job interview questions

WHO SHOULD ATTEND

Federal team leaders, supervisors, and managers, as well as military personnel who supervise civilian employees.






April 24-25, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO

June 18-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA

July 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO



SEXUAL HARASSMENT PREvENTION FOR SUPERvISORSEEOP0011D

Learn about the various types of sexual harassment and the kinds of behavior that may be interpreted as sexual harassment in the workplace. Recognize your role in preventing sexual harassment and your responsibilities when sexual harassment complaints are raised.

LEARNINg OUTCOMES

n Define sexual harassment and identify sexually harassing situations


n Identify agency actions to reduce sexual harassment

n Take appropriate action when handling sexual harassment allegations

n Use appropriate techniques when interviewing the victim and the accused

n Counsel potential complainants regarding their rights and the remedies available to them

n Explain the discrimination complaint procedure

n Recognize personal behavior that could lead to charges of sexual harassment

WHO SHOULD ATTEND


1 Day • 0.6 CeU





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TIME MANAgEMENTADMB7028D

Discover practical techniques for managing time and increasing your professional and personal effectiveness. Learn how to devote time to the most important tasks and goals, how to organize yourself, and how to organize your environment. Implement strategies for handling interruptions, anticipating deadlines, and motivating yourself.

LEARNINg OUTCOMES

n Recognize the benefits of time management, evaluate productivity, identify goals, and set priorities

n Use technology to save time instead of waste time

n Maintain a reasonable work load by managing expectations

n Increase productivity by controlling interruptions and meetings and recognizing factors that adversely affect productivity

n Avoid information overload by identifying causes, screening information, controlling paperwork, using a filing system to organize your office, and communicating effectively

WHO SHOULD ATTEND

All individuals who want to learn practical skills to manage their time and increase their professional and personal effectiveness.











March 7-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MO












IMPROvINg RETENTION THROUgH STRATEgIC ONBOARDINgMgMT8120D

Increase retention by strategically orienting new employees to your organization. Ensure that the employees build a sense of community and belonging, establish relationships with co-workers, and learn job procedures more quickly. Learn how to develop an onboarding model designed around your organization’s mission, vision, and values.

LEARNINg OUTCOMES

n Strategically orient new employees to the organization

n Improve new hire retention

n Reduce the costs of turnover

n Tailor orientation to the individual preferences, expectations, and intents of each new hire

n Develop an onboarding model which works with your organization’s mission, vision, and values

n Define the different roles each employee plays in your workplace

n Identify process phases as well as key activities your employees will encounter throughout their employment cycle

n Develop deliverables to give new employees

n Make new employees feel more welcome and excited to begin work

WHO SHOULD ATTEND

Human resources management professionals, supervisors, and managers interested in developing strategies to help onboard and retain employees.

6 Hours • 0.6 CeU • Tuition $445








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yOUR PERSONALBRANDLEAD8010A

Your “personal brand” and how you define yourself influence how others perceive and judge you. Examine the concept of branding and its implications for your personal development. Learn the skills you need to conduct yourself effectively, correctly, and confidently in any work environment, professional situation, or business social setting. Enhance your understanding of the unwritten rules of etiquette and professional behavior frequently overlooked or unknown by both managers and employees. The goal of this course is to motivate participants to develop or improve their personal brand to enhance their career development.




LEARNINg OUTCOMES

n Develop your personal mission

n Observe unwritten rules of conduct and workplace etiquette

n Positively influence the perception of your supervisors, co-workers, and customers/clients

WHO SHOULD ATTEND

Individuals who want to differentiate themselves from others in similar fields and get ahead in their organization.


SCHEDULE (gS CONNECT LIvE FORMAT)Tuesday & Thursday 1:00 – 2:30 p.m. Eastern time.


January 24, 26, 2012 . . . . . . . . . . . . . . . . . . . . Distance Education












[email protected].



graduateschool.edu




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EMOTIONALLy INTELLIgENT LEADERSLEAD8007L

Effective leaders come in all shapes and sizes, but a common characteristic is a high degree of what psychologists call “emotional intelligence.” Research indicates that not only is emotional intelligence more important than technical skills or traditional cognitive skills in shaping leadership effectiveness, but an organization’s success is directly related to the emotional intelligence level of its leaders. As the working environment continues to change, emotional intelligence skills become increasingly important in determining who succeeds and who fails. This course helps participants assess, develop, and apply the emotionally intelligent competencies required for a position of leadership.

LEARNINg OUTCOMES

n Describe the concept of emotional intelligence and how it relates to successful leadership performance

n Cultivate emotional intelligence in your organization

n Develop a specific action plan for applying emotional intelligence in the workplace

n Utilize emotional intelligence to make more well-informed decisions

WHO SHOULD ATTEND

Employees and managers in leadership positions who wish to strengthen their ability to become emotionally intelligent leaders and develop the skills of emotional intelligence in others.







ACCOUNTABILITy ALL AROUNDSUPv7019D

Implement accountability that works by building a commitment to results! The accountability cycle is a three-stage process supported by a specific, clear agreement. The attitudes or mind-sets you choose at each project stage are critical to project success. Be accountable and own the results, whether successful or not, without fault or blame. Marshal the combined power of Responsibility, Empowerment, and Accountability in achieving successful project results and increased professional growth.

LEARNINg OUTCOMES

n Define a “responsibility mind-set” according to the “accountability that works” model

n Complete a Clear Agreement Form

n Identify strategies for overcoming common barriers to task completion

n Complete a Looking Back Form when results are not 100 percent successful

n Discuss how to hold others accountable for results

WHO SHOULD ATTEND

Any individual who wants to learn a methodical approach to achieve successful project results and increased professional development.


SCHEDULEAugust 11, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

September 22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX




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THE POWER OF INFLUENCE OvER AUTHORITyMgMT7120D

Great leaders leverage their power and authority to influence others. While authority and power may lead to compliance, influence, a more powerful force, leads to commitment. Discover the key elements associated with influencing others—the strategic use of power, motivating your employees, and building and nurturing trust.

LEARNINg OUTCOMES

n Define influence and power

n Practice influence communication skills

n Identify assertive, nonassertive, and aggressive responses

n Implement assertive responses in case examples

n Elegantly give and receive criticism

n Provide ideas and feedback effectively

n Apply influence skills in career development

WHO SHOULD ATTEND

Supervisors, managers, and leaders at all levels who want to create change within their organization.


SCHEDULEAugust 23, 2011 . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA


March 5, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV

June 7, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

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DEvELOPINg EMOTIONAL INTELLIgENCE SkILLSLEAD8500A

Learn the main competencies of emotional intelligence—self-awareness, self management, motivation, social awareness and relationship management—to assist you in developing your emotional intelligence, giving and receiving feedback, and building a positive work environment.



LEARNINg OUTCOMES

n Improve your ability to recognize your emotions and recognize your strengths and weaknesses

n Manage your internal state, maintain your integrity and adapt to handling change

n Increase your awareness and understanding of others’ feelings to leverage diversity and manage group dynamics

n Improve your communication skills to build bonds and leadership

WHO SHOULD ATTEND

Employees and managers in leadership positions who wish to strengthen their emotional intelligence and develop the emotional intelligence of others.




August 15, 17, 22, 24, 2011. . . . . . . . . . . . . . . . . Distance Education







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MENTORINg SkILLSMgMT7006D

Explore the specific roles, critical skills, and key principles that support a successful mentoring experience. You discover strategies for developing an effective learning partnership and learn how to write a mentoring contract, conclude a relationship, and avoid problems that can destroy the partnership.

LEARNINg OUTCOMES

n Assess your mentoring skills and developmental needs

n Establish a mentoring program or enhance the current program

n Identify key principles and understand how to develop skills that support successful mentoring experiences

WHO SHOULD ATTEND

Current or aspiring mentors or anyone who is interested in establishing a mentoring program.

1 Day • 0.6 CeU


COACHINg SkILLS FOR TODAy’S LEADERSMgMT9002D

Coaching is an essential skill for leaders at all levels. Learn to develop productive employees and build effective teams. You review various coaching methods to motivate others, capitalize on their strengths, and build trust that will foster growth. You learn how to give constructive feedback, maximize coaching opportunities, and avoid common pitfalls.

LEARNINg OUTCOMES

n Identify the characteristics of a good coach

n Conduct a coaching session

n Provide constructive feedback

n Break down barriers to action

WHO SHOULD ATTEND

Supervisors, managers, and leaders at all levels who want to become more effective coaches. This course is also recommended for anyone responsible for building teams or work groups.



September 14, 2011 . . . . . . . . . . . . . . . . . . . . . Kansas City, MO

September 27, 2011. . . . . . . . . . . . . . . . . . . . . . .Washington, DC



March 29, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA




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July 16-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 30 – August 3, 2012 . . . . . . . . . . . . . . . . . . . .Philadelphia, PA





FEDERAL HUMAN RESOURCES MANAgEMENT FOR SUPERvISORS AND MANAgERSPMgT7102D

Successfully meet organizational objectives and abide by human resources laws and regulations. This five-day course equips you to handle the HR aspects of supervision. Learn about the guiding principles for human resources management, including merit system principles, prohibited personnel practices, and EEO. In addition, gain knowledge and skills in these areas: labor relations; organizing, describing, and classifying positions; filling vacancies; performance management; managing performance and conduct problems; and quality-of-work-life issues.

LEARNINg OUTCOMES

n Understand the roles of the supervisor and manager in federal HRM

n Learn the legal basis for EEO and identify types of discrimination

n Know the supervisor’s obligations when working with employees who are members of a bargaining unit

n Identify the supervisor’s role in position management and classification

n Identify strategies, considerations, and limitations for filling position vacancies

n Recognize the components of an effective performance management system and the supervisor’s role in managing these components

n Identify the steps for understanding performance problems and describe the options for dealing with them

n Understand misconduct and the steps for taking appropriate disciplinary actions

n Identify quality-of-work-life initiatives and describe strategies for managing the impact on supervision and management

WHO SHOULD ATTEND

All supervisors and managers who are unfamiliar with their specific responsibilities in human resources management, as well as high-performing, non-supervisory employees who are preparing for supervisory opportunities. You may also be interested in Introduction to Supervision (SUPV7001D).



You may be interested in Federal Human Resources Management (PERS1731A), and introduction to Human Resources Management for Supervisors (SUPV7018N), related distance education coursed. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.




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EMPLOyEE CONDUCT AND PERFORMANCELABR7011D

Develop the skills necessary to deal with common performance and conduct problems. In this practical, no-nonsense program, you explore day-to-day problems that face federal supervisors.

Become adept at dealing with the following workplace issues: absenteeism, insubordination, an employee coming to work under the influence, threatening and intimidating co-workers, sick leave abuse, contentious conduct, poor performance, and workplace violence.

LEARNINg OUTCOMES

n Distinguish between a performance problem and a conduct problem

n Determine when employee conduct is actionable

n Decide whether to take formal or informal action

n List the most common factors in assessing penalties

n Follow the correct steps in a performance counseling session

n Write a performance improvement plan

n Learn the steps in a performance-based action

WHO SHOULD ATTEND

HR practitioners, as well as civilian and military supervisors of federal civilian employees.



You may be interested in Solving Performance and Conduct Problems (LABR7052N), Improving Employee Performance (SUPV7007N), and Performance Feedback (SUPV7008A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEAugust 1-2, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX









July 30-31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX




EMPLOyEE PERFORMANCE DISCUSSIONSLABR7015D

Learn how to hold productive performance discussions with your employees. By structuring discussions and appropriately focusing your feedback, become skilled at defining short- and long-term expectations, explaining how progress is measured, and identifying current levels of accomplishment. Through real-world exercises, you practice communication and performance management skills to minimize stress when providing feedback, anticipate employee reactions, and build a common understanding of performance expectations.

LEARNINg OUTCOMES

n Recognize the differences between performance and conduct

n Utilize proven communication approaches to reach a common understanding of expectations

n Monitor performance and provide ongoing feedback to avoid surprises

n Deliver effective performance-focused feedback

n Overcome reluctance toward conducting performance-based discussions

n Eliminate personal issues that get in the way of effective performance discussions

n Communicate and recognize successful performance

n Plan interim and annual performance review conversations

WHO SHOULD ATTEND

All supervisors, managers, and team leaders who conduct performance discussions.




September 14-15, 2011 . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO



March 6-7, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


May 1-2, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA


July 19-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




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LEvERAgINg ORgANIZATIONAL NETWORkS TO IMPROvE PERFORMANCELEAD9002A

Explore the informal social networks that exist in every organization, despite formal organizational charts, reporting structures, and processes. Learn how information flows between people and groups and how key connectors acquire and wield tangible influence over organizational outcomes and performance. Examine how Social Network Analysis models organizational communication and work patterns to highlight information, influence flow, and identify problems, such as isolated or overburdened employees/groups. Discover how resolving these issues can drive major improvements in productivity, collaboration, and innovation.

n Three-week online course; 90 minutes of live instructor-led interaction per week




LEARNINg OUTCOMES

n Assess and modify organizational reporting structures and communication channels

n Analyze how organizational networks are likely to change over time

n Apply emerging dynamic Social Network Analysis models to improve performance

WHO SHOULD ATTEND

Supervisors, managers, leaders, and other key employees who might engage in Social Network Analysis to improve organizational performance.


SCHEDULEWednesday 1:00 – 2:30 p.m. Eastern time.

August 31 – September 7, 14, 2011 . . . . . . . . . . . . . Distance Education

November 30 – December 7, 14, 2011 . . . . . . . . . . . Distance Education

Tuesday 1:00 – 2:30 p.m. Eastern time.

April 24 – May 1, 8, 2012 . . . . . . . . . . . . . . . . . . Distance Education


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PERFORMANCEFEEDBACkSUPv7008A

Learn how to give continuous, constructive feedback to employees on their work performance, style, or attitude. This course assists you in fulfilling the federal requirement to give ongoing performance feedback to employees, with at least one progress review during each appraisal period. Equivalent to four classroom hours.

In this independent study online course, assistance is available as needed. Take up to six months to complete.

LEARNINg OUTCOMES

n Identify attitude barriers to giving feedback

n Describe how to plan a feedback discussion

n Distinguish between effective and ineffective feedback statements

n Continue to master your feedback skills

WHO SHOULD ATTEND

Any supervisor, manager, or employee preparing for a supervisory or managerial position.

6 Months • 0.4 CeU • Tuition $345

Enroll anytime. Register online or contact the Customer Support Center at (888) 744-GRAD.




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POSITIvE APPROACHES TO DIFFICULT PEOPLECOMM7009D

Do not let “difficult” people ruin another day! Learn approaches for maintaining your composure and clarifying underlying issues, as well as strategic questioning and listening techniques to discover what is behind someone with a difficult personality. Leave the course refreshed and prepared to minimize the negative impact of difficult people in your work environment.

LEARNINg OUTCOMES

n Interact more effectively with difficult people

n Assess your own personality and behavior styles

n Deal effectively with criticism

n Recognize conflict-inducing behaviors

n Utilize a six-step technique to develop assertive responses

n Identify the eight types of difficult people

n Identify positive strategies for dealing with challenging personalities

WHO SHOULD ATTEND

Anyone who deals with difficult customers, clients, bosses, co-workers, or employees.



July 25-26, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

August 1-2, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO









July 18-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA

July 23-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL

August 23-24, 2012. . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO


CONSTRUCTIvE CONFLICT RESOLUTIONCOMM7004D

Conflict is inevitable, but transforming it into positive outcomes is a skill. Learn how to shape even the most difficult circumstances into satisfying, win-win experiences. Discover a wide variety of proven constructive approaches that lead to productive resolutions and teaching moments. Develop the tools for quickly analyzing and responding to difficult situations, and share them with your team to make conflicts approachable and productive.

LEARNINg OUTCOMES

n Recognize attitudes and behaviors that create conflict

n Resolve conflict with constructive confrontation and resolution skills

n Analyze conflict situations and select appropriate strategies to resolve the differences

n Anticipate and prevent conflict

n Create conditions that encourage cooperation

WHO SHOULD ATTEND

Anyone who wants to better manage workplace conflicts.





August 23-25, 2011. . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO










June 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA




August 20-22, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO





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STRATEgIC PLANNINg FOR gOvERNMENT ORgANIZATIONSMgMT9200D

Establish a solid framework with strategic planning, lessons learned from Government Performance and Results Act (GPRA) implementation, and practical guidance to meet your organization’s challenges. Discover how to develop and use mission statements and strategic and performance plans to achieve measurable results. Bridge the gap between strategic planning and the budget process, and learn how the management scorecard is linked to GPRA.

LEARNINg OUTCOMES

n Explain the entire strategic planning process

n Establish a strategic plan that puts into action your mission and goals, providing concrete measurable results that matter to your organization and its customers

n Develop your strategic plan in conformance to the federal government model under the GPRA legislation

n Build your organizational skills through an enhanced ability to think and act strategically

WHO SHOULD ATTEND

Individuals responsible for developing and implementing strategic planning initiatives. You may also be interested in Performance-Based Service Acquisition (ACQI8002D).













Acquire a strong foundation in the core competencies required for building learning organizations. Discover new tools and methods while focusing on leadership practices and disciplines. You are encouraged to think about your role in creating a work climate that encourages learning and quality performance. The program provides the opportunity to work on both an organizational and a personal level. For more information on this program, please visit the Organizational Leadership Core Competency program page. If your organization needs this training at your location, please call (202) 314-3593 for additional information or email [email protected].

LEARNINg OUTCOMES






WHO SHOULD ATTEND


3 Days • 1.8 CeU





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SySTEMS THINkINgLEAD8100L

Find out how your organization really works and gain insight into tackling workplace issues through systems thinking. This intensive two-day program develops systems thinking skills for everyday use. By learning the vocabulary for communicating about systems, causal diagramming techniques, and the use of systems archetypes in practical settings, you can assist work teams with complex problems and design appropriate interventions. Contact Tadessa Jones at (202) 314-3593 or email at [email protected].

LEARNINg OUTCOMES

n Describe the cause-and-effect dynamics of performance and phenomena (good and bad)

n Apply the vocabulary and diagramming techniques for using systems thinking in practical workplace problem solving and analysis

n Apply the systems archetypes and tools to your own workplace challenges

WHO SHOULD ATTEND

Anyone interested in gaining insight into workplace issues through systems thinking.

2 Days • 1.2 CeU


GraduateSchoolUSAtoestablishCenterforEducationandTrainingatTheWharfontheSoutheastWaterfrontinWashington,DC.Graduate School USA is the first organization to commit to long-term tenancy at The Wharf. The Center for Education and Training will be a quality, convenient resource for residents seeking career preparation for federal, state, and local positions, as well as a training site for a variety of vocations and job readiness. The Center will house educational providers who can prepare residents for careers in high-growth areas like allied health, hospitality, and construction.

“This Center demonstrates our extensive commitment to the DC community. We are working closely with the city to understand areas with the most potential and the highest need for workers. Our goal is to bring a variety of training options to residents in one location to prepare them for rewarding careers now and in the future.”

—Dr. jerry Ice, ed.D. Ceo and President, Graduate School USA

For information on the Center for education and Training at The Wharf, visit us at graduateschool.edu/CeT

graduateschool.edu



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LEADINg TEAMS AND gROUPSTDEv8200D

Acquire the knowledge and skills you need to be an outstanding team/group leader. Bring your team/group to a higher level by confidently managing tasks and motivating members to be the best they can be. Auditors will want to take Team-Developed Audit Reports (AUDT9601G). Also see Jump-Starting High-Performing Teams: The Fundamentals (TDEV7021D) for a basic course in team skills; and Leadership Essentials (MGMT7020D) or Leadership Skills for Non-Supervisors (ADMB7006D) for introductory courses in leadership.

This course is part of the Certificates of Accomplishment in Human Resources Management and the Certificate of Accomplishment in Project Management.

LEARNINg OUTCOMES

n Define team leader roles and responsibilities

n Identify team mission, goals/tasks, and roles

n Make the most of different styles of behavior

n Explain how to lead a virtual team effectively

n Explain effective leadership models

n Evaluate team/group performance

WHO SHOULD ATTEND

Managers and leaders of task forces, teams, or work groups. This course is also ideal for anyone who is responsible for building and facilitating teams.



You may be interested in Leading Teams and Groups (TDEV8500A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

SCHEDULEAugust 1-3, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXAugust 15-17, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MOSeptember 12-14, 2011 . . . . . . . . . . . . . . . . . . . San Francisco, CASeptember 14-16, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DCNovember 21-23, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DCJanuary 30 – February 1, 2012 . . . . . . . . . . . . . . . . .Washington, DCMarch 6-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PAMarch 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WAApril 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCMay 1-3, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCMay 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GAJune 11-13, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJune 20-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NVJune 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, COJuly 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJuly 30 – August 1, 2012 . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXAugust 13-15, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . San Diego, CASeptember 12-14, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DC

jUMP-STARTINg HIgH-PERFORMINg TEAMS: THE FUNDAMENTALSTDEv7021D

Learn the essential skills for establishing healthy group dynamics and developing a strong team. Whether you are a team leader or team member, this highly interactive two-day course gives you the skills for effective team performance. Bring this course on-site to train your entire team cost-effectively.


LEARNINg OUTCOMES

n Identify the characteristics of high-performing teams

n Analyze the behavioral differences that exist within the team

n Identify the advantages of working in a team environment

n Understand the four stages of team development

n Examine the change process: resistance to change, critical roles, and skills needed during the transition

n Understand the importance of a team charter in building a common understanding of the team’s purpose

n Identify the “top 10” needs important in the task and maintenance dimensions of team functioning

n Know how to best design your team to improve performance

WHO SHOULD ATTEND

Managers, team leaders and members, and work groups who want to establish healthy group dynamics. Attend this session with or without your team members.



You may be interested in Leading Teams and Groups (TDEV8500A), an equivalent distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.





April 3-4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


June 21-22, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . Orlando, FL







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MANAgINg A vIRTUAL WORkFORCEMgMT9013D

Many of today’s supervisors and managers must manage a workforce of teleworkers, contractors, remote team members, and others they do not see on a daily basis. Contingency planning requires the ability to continue managing when employees can no longer use the office. This course teaches managers how to supervise remote workers successfully without sacrificing performance or control.

LEARNINg OUTCOMES

n Use new management techniques with remote workers

n Build virtual teams

n Manage teleworkers successfully

n Identify work that can be done remotely

n Identify jobs that lend themselves to telework

WHO SHOULD ATTEND

Supervisors and managers of eligible telecommuters, off-site employees, or other geographically dispersed staff who work in a boundary-less office. Leaders of virtual teams may also benefit from this session.

1 Day • 0.6 CeU


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LEADINg TEAMSAND gROUPSTDEv8500A

Become an outstanding team/group leader—one who can lead and influence teams to boost productivity and achieve positive results. Learn how to confidently communicate, manage tasks, motivate and coach team members, and manage conflict.





LEARNINg OUTCOMES

n Define team leader roles and responsibilities

n Identify team mission, goals/tasks, and roles, and evaluate team/group performance against its mission

n Utilize effective leadership models to lead on-site and virtual teams effectively

WHO SHOULD ATTEND

Managers and leaders of task forces, teams, or work groups, as well as those responsible for building and facilitating teams.




September 26, 28 – October 3, 5, 2011. . . . . . . . . . . Distance Education

January 23, 25, 30 – February 1, 2012 . . . . . . . . . . . Distance Education







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WORkINg IN MULTICULTURAL TEAMSCOMM7048D

Today’s workplace teams include people from a variety of cultures. Not surprisingly, the most successful teams use proven multicultural communication skills to accomplish their work. Maximize your participation in teams by learning how to communicate across cultures and bridge cultural differences. Practice and refine your teamwork skills through case studies, simulations, and role-plays that mirror real-life workplace situations. Understand how to prevent confusion and avoid misunderstandings when working in multicultural teams.

LEARNINg OUTCOMES

n Enhance your understanding of how various cultures define leadership

n Appreciate how differing views of leadership and followership can impact team dynamics

n Recognize the cultural implications of working on a multicultural team or a project with international counterparts

n Modify personal behavior to enhance understanding and become a more successful and productive team member

WHO SHOULD ATTEND

Anyone who wants to practice and apply new skills to work more effectively in multicultural teams.


SCHEDULEAugust 30-31, 2011. . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA





August 28-29, 2012 . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA



TELEWORk: A MANAgER’S PERSPECTIvEMgMT9021D

Engage in a four-hour workshop designed to motivate and equip managers to initiate telework agreements. Discover barriers that prevent telework agreements, and brainstorm solutions to potential challenges. Recognize the similarities in managing on-site and off-site employees. Analyze position descriptions and employee characteristics to assess suitability for telework, and explore real-life scenarios. Discover helpful resources, including links to online tools, for use back at the office. You leave this course one step closer to implementing telework. When delivered at an agency’s location, the course may be customized to apply lessons in real time.

LEARNINg OUTCOMES

n List several solutions that overcome potential telework challenges, and learn how telework can assist in achieving the agency mission

n Learn the strategies used by effective managers and how those skills do not differ whether managing on-site employees or those that telework

n Know how to determine which positions/duties and employees are well-suited for telework

n Discover where to locate and utilize telework resources as well as practical tools to implement telework and evaluate employees

WHO SHOULD ATTEND

Telework managers are the primary audience. For on-site delivery, Graduate School USA recommends that the agency’s telework coordinator participate as well.

4 Hours • 0.3 CeU • Tuition $225

SCHEDULESeptember 8, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC

September 23, 2011 . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM

March 6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV







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CREATIvE PROBLEM SOLvINgADMB7502A

Discover how your creativity applies to solving problems. Learn creative techniques you can use to solve problems on your own or as part of a group.





LEARNINg OUTCOMES

n Define the relationship between creativity and problem solving

n Identify the major stages of the problem-solving process

n Apply techniques for stimulating creative ideas

n Apply problem-solving techniques to individual and group problems

WHO SHOULD ATTEND

Anyone who wants to develop new ideas and solve work-related problems more creatively.





November 29 – December 1, 6, 8, 2011. . . . . . . . . . . Distance Education

March 6, 8, 13, 15, 2012 . . . . . . . . . . . . . . . . . . Distance Education



CREATIvE PROBLEM SOLvINgADMB7002D

Learn how to solve work-related problems in new and creative ways. Open the door to innovative solutions by better defining business problems or issues. Auditors will want to take Creative Thinking for Auditors (AUDT8012G).

LEARNINg OUTCOMES

n Utilize creative and critical-thinking strategies to better understand work-related problems

n Analyze office issues to discover new options and possibilities

n Know the major stages of the problem-solving process

n Recognize roadblocks that prevent you from using creative approaches to solving problems

n Consider multiple solutions and their probable results

WHO SHOULD ATTEND

An ideal course for anyone who wants to learn and apply new techniques to resolve office problems more creatively. Auditors will want to take Creative Thinking for Auditors (AUDT8012G).



You may be interested in Creative Problem Solving (ADMB7502A), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.


September 21-23, 2011. . . . . . . . . . . . . . . . . . . . . . New York, NY








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DECISION SUPPORT: BUILDINg NEW ANALyTICAL SkILLSFINC8120D

Develop your skills and capabilities for improved financial and performance management and decision making. As a federal manager, you live in a world of declining budgets and increasing performance expectations, where each decision impacts budget and/or performance. This course enhances your business intelligence to help you effectively manage and make informed decisions affecting your programs and service to the American public.

Use OMB and other oversight agencies’ techniques of evaluating agency and program performance to provide financial and performance information in useful form, anticipate OMB actions, effectively manage your program responsibilities, and truly support the business of government.

LEARNINg OUTCOMES

n Plan an analysis using a five-step process (e.g., identify up front the sources and quality of data to be used)

n Introduce the concept of cost accounting for both ongoing program management and decision support

n Describe the OMB PART evaluation tool and how to use that tool to present agency information in the most favorable light

n Define the types of analyses critical to federal decision makers

n Demonstrate various ways in which agency performance is evaluated by Capitol Hill, OMB (using PART), and the public, and how the impact of such evaluations affects funding

WHO SHOULD ATTEND

Financial, budget, program, and management analysts at the supervisory and senior analyst levels, specifically staff responsible for evaluating and justifying new and existing programs. Level: Intermediate.


SCHEDULEAugust 17-19, 2011 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCSeptember 14-16, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DCNovember 2-4, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DCDecember 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PAJanuary 30 – February 1, 2012 . . . . . . . . . . . . . . . San Francisco, CAMarch 19-21, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCMarch 26-28, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GAApril 17-19, 2012 . . . . . . . . . . . . . . . . . . . . . . . Kansas City, MOMay 7-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCMay 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TXMay 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, ALJune 6-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Washington, DCJune 25-27, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NVAugust 15-17, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DCAugust 22-24, 2012. . . . . . . . . . . . . . . . . . . . . . .San Antonio, TXSeptember 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . San Diego, CASeptember 12-14, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DC

DECISION MAkINg AND PROBLEM SOLvINgMgMT8102D

Learn strategies to improve the impact of your decisions. Learn how to evaluate the possible outcomes of various decisions. Increase your productivity and gain confidence as you learn a variety of decision-making strategies and how to resolve problems constructively.

LEARNINg OUTCOMES

n Improve the quality of decision making of your group and in your organization

n Understand and effectively manage the traps of decision making

n Manage groupthink

n Promote inquiry as a productive communication mode

n Use tools to get required data to solve problems and support decisions

WHO SHOULD ATTEND

Managers, supervisors, team leaders, and members of any group, or individuals who are involved in decision-making or problem-solving processes.











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NEgOTIATINg TECHNIqUESMgMT9104D

Learn to create win-win situations and improve work relationships with colleagues, employees, customers, and others. Focus on issues of negotiation, including using multiple strategies, applying the no-fault formula, employing interest-based methods, and maintaining empathy in the negotiation process.


LEARNINg OUTCOMES

n Differentiate among negotiation, mediation, and arbitration principles and techniques

n Assess the conflict management styles of others

n Use proven strategies to improve work relationships and sell your ideas to others

n Apply principle-centered negotiation techniques in the workplace

WHO SHOULD ATTEND

Employees who want to improve their ability to successfully negotiate everyday situations.




August 31 – September 1, 2011. . . . . . . . . . . . . . . . . . . .Dallas, TX






May 31 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



August 30-31, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


CONDUCTINg qUALITy ANALySIS FOR DECISION SUPPORTFINC9150D

Now that you have skills for improving financial and performance decision making, learn more detailed methods of collecting and analyzing information in decision support work, in order to ensure that the information used as evidence is strong, defensible, and of high quality. Gain insight on how to think about your work, and use a conceptual overview to guide you in making decisions about conducting that work. Receive specific suggestions and examples of how to utilize analytical techniques more effectively.


LEARNINg OUTCOMES

n Explain how to structure your planning and selection decisions about collecting, analyzing, and assessing the quality of evidence used in decision support work

n Identify when particular collection and analytical approaches may be most appropriate and the strengths and weaknesses of major approaches

n Identify key steps in assessing the quality and appropriateness of information to be used as evidence

n Avoid some of the most common mistakes in conducting and reporting analytical work

n Identify limitations in the selection and implementation of particular data collection and analysis strategies

n Select effective analysis strategies and apply them to diverse types of information involving both quantitative and qualitative data

WHO SHOULD ATTEND

Financial, budget, program, and management analysts at the supervisory and senior analyst levels, specifically staff responsible for evaluating and justifying new and existing programs. Level: Advanced.













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COMMUNICATION SkILLSCOMM7005D

Master the fundamental communication skills needed to get ahead. Much of your job success depends on your ability to communicate well, both in person and on paper. Discover how to analyze verbal and nonverbal communications, write clearly and concisely, organize and deliver an oral presentation, and break down communication barriers to work better with others.

LEARNINg OUTCOMES

n Recognize your own behavior style

n Deal effectively with different personalities

n Organize and deliver an oral presentation

n Recognize communication barriers and how to minimize them

n Organize your written work more clearly and concisely

WHO SHOULD ATTEND

Anyone who wants to become a better speaker, listener, and writer on the job.



September 19-23, 2011. . . . . . . . . . . . . . . . . . . . . Annapolis, MD

September 26-30, 2011 . . . . . . . . . . . . . . . . . . San Francisco, CA








ASSERTIvENESS SkILLSCOMM7001D

Learn to speak honestly with tact, make decisions more easily, and influence people. Create a turning point in your life by recognizing the difference between assertive and aggressive behaviors, communicating more effectively, and listening for others’ motives. Effectively handle criticism, deal with workplace anxieties, and build self-confidence by learning to approach business situations assertively.

LEARNINg OUTCOMES

n Distinguish among non assertive, aggressive, and assertive behaviors

n Use behaviors that reduce and eliminate stress and conflict

n Redirect anger

n Use positive self-talk to increase confidence

n Verify that your verbal and nonverbal messages are consistent

n Use assertiveness techniques in a variety of situations

WHO SHOULD ATTEND

Anyone who wants to learn how to become more effective in working with others.



You may be interested in Assertive Supervision (SUPV7002N), a related distance education course. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.












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July 18-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO
















March 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX






June 19-21, 2012 . . . . . . . . . . . . . . . . . . . . . . Virginia Beach, VA


July 16-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO








BRIEFINg TECHNIqUESCOMM7002D

Develop your ability to give concise briefings that convey your main message quickly and clearly. Learn and practice essential strategies for delivering short structured briefings in this hands-on course. Your briefings are recorded for playback, and your instructor will provide useful coaching and tips.

LEARNINg OUTCOMES

n Define the objective and build your message accordingly

n Utilize the correct style and tone to convey your information

n Analyze your audience and the setting

n Organize your key points in a logical and concise manner

n Learn how to stick to the point and avoid rambling

WHO SHOULD ATTEND

Anyone who wants to deliver clear and succinct briefings. Auditors will want to take Presentation Skills for Auditors (AUDT8522G).






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CLEAR WRITINg THROUgH CRITICAL THINkINgWRIT7100D

Communicate better by improving the clarity of your business writing. Enhance your ability to organize information, anticipate questions, draw sound conclusions, and logically communicate your message. This course is the third of three sequenced wrting courses; the first two courses are Fundamentals of Writing (WRIT7010D) and Writing for Results (WRIT7110D).

LEARNINg OUTCOMES

n Recognize faulty logic in workplace documents you read and write

n Construct persuasive arguments to deliver workplace results

n Employ techniques for thoughtful document review

n Analyze thought processes to evaluate their logical validity

n Learn what makes a good thinker and how to produce thoughtful written products

n Use a planning and development process to write effective documents

WHO SHOULD ATTEND

All writers who want to improve their critical reading, writing, and thinking skills.



You may be interested in Thinking Critically, Writing Clearly (WRIT1101A), and Writing Workshop (WRIT7109A), related distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.

DISTANCe eDUCATIoN

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THE BASICS OF CLEAR gOvERNMENT WRITINgWRIT7986A

Improve effectiveness and accountability by clear government communication that the public can understand and use. Learn techniques to help you improve the readability of your documents.





LEARNINg OUTCOMES

n Identify the intent, purpose, and audience for your writing projects

n Apply job aids and a systematic “layering” editing technique to revise documents to meet standards for clear government writing

n Use the GPO Style Manual and other resources to assess whether your documents meet substance, organization, style, and correctness standards

n Use a writing review checklist to identify and correct style, grammar, mechanics, and punctuation weaknesses and errors

WHO SHOULD ATTEND

Anyone new to or needing a refresher in writing in plain language.



October 24 – November 20, 2011 . . . . . . . . . . . . . . Distance Education


April 16 – May 13, 2012. . . . . . . . . . . . . . . . . . . Distance Education






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NEWEXECUTIvE WRITINgWRIT9001D

Executives are often faced with short time frames to prepare high-level documents that must be well-written and succinct. Reviewing and approving the written work of others is another challenge many executives face. Learn proven ways to streamline and improve your written work, from policies to handbooks to controversial correspondence. Discover techniques to tactfully manage and improve others’ writing, as well. By applying the key characteristics of successful executive writing, your written products will improve, as will the quality of the feedback and support you provide to those who prepare written drafts for your signature.

LEARNINg OUTCOMES

n Refresh and build your skills in the core writing principles

n Learn the seven traits of executive writing

n Diplomatically evaluate and edit the writing of others

n Ensure that you and your staff are familiar with the federal requirements of the Plain Writing Act of 2010

WHO SHOULD ATTEND

All federal executives and managers who are required to present ideas in writing and who wish to sharpen their business writing skills and those of their staff.


SCHEDULEJune 14-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC



July 20-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Annapolis, MD

July 20-22, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA



August 3-5, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO










January 31 – February 2, 2012 . . . . . . . . . . . . . . . Virginia Beach, VA


February 28 – March 1, 2012 . . . . . . . . . . . . . . . . . .San Antonio, TX





May 16-18, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX

May 22-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI


May 30 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . . . . Boston, MA



July 10-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH

July 18-20, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA





August 28-30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO




LEADERSHIP AND MANAgEMENT ➲ graduateschool.edu/FC


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FRanklInCOvEy® at GRaDUatE sCHOOl Usagraduate School USA and FranklinCovey® Co. Provide Specialized Leadership and Effectiveness Training for government

Graduate School USA is collaborating with FranklinCovey® Co. to

provide specialized learning opportunities in leadership and

professional effectiveness for the government sector. This

combination matches the Graduate School’s long and

exceptional experience optimizing government performance and

developing leaders with FranklinCovey®’s unmatched record

assisting organizations to achieve superior performance.

For additional information, please contact Cynthia Hawkins at

[email protected] or (202) 314-3438.

■ Achieving Your Highest Priorities (MGMT8921D)

■ Execution in Government: Great Leaders, Teams, and

Results (LEAD8924L)

■ Leading Government at the Speed of Trust (MGMT8920D)

■ The 7 Habits for Highly Effective Government Executives

Signature Program (LEAD8925L)

■ The 7 Habits for Highly Effective Public Managers

(MGMT8923D)

■ Working at the Speed of Trust in the Government

Environment (MGMT8922D)

ACHIEvINg yOUR HIgHEST PRIORITIESMgMT8921D

When people’s daily activities align with their highest priorities, they perform better and achieve more. Help co-workers master skills of planning so their time is spent on tasks that really matter. Reduce stress, balance work and life priorities, and master information management. Individuals learn how to:

n Apply a goal-setting process that gets results

n Focus daily with a reliable planning system

n Achieve balance and renewal to avoid burnout

n Gain control of competing demands

LEARNINg OUTCOMES

n Stay focused and effective with a reliable planning system that focuses on value-aligned time management and integrates various productivity tools

n Apply a planning process that gets better results based on execution and priorities

n Reduce stress by recognizing and eliminating distractions, low-priority activities, and competing demands on your time

n Achieve balance and renewal, avoiding burnout and frustration

WHO SHOULD ATTEND

All individuals who want to learn practical skills to gain control of competing demands to perform better and achieve more.



March 29, 2012. . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


April 19, 2012. . . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA

May 4, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA







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EXECUTION IN gOvERNMENT: gREAT LEADERS, TEAMS, AND RESULTSLEAD8924L

Connect with other public sector leaders to meet critical objectives in an age of increased transparency. More than just training, Execution in Government enables you to inspire and build credibility. Define clear objectives and plan an efficient path to success. Create a place where people want to stay and contribute their best effort, helping government achieve its critical priorities. Build influence and trust, and link the work to agency goals. Align execution, talent, core work processes, and customer feedback.

LEARNINg OUTCOMES

n Build trust and influence with others

n Define their team’s purpose and their “job to be done”

n Create a strategic link between the work of the team and the goals of the organization

n Connect the work of the team to the organization’s economic model

n Align the four essential systems of execution, talent, core work processes, and customer feedback

WHO SHOULD ATTEND

Individuals at the GS 13-15 levels.


SCHEDULEAugust 24-26, 2011. . . . . . . . . . . . . . . . . . . . . San Francisco, CA




LEADINg gOvERNMENT AT THE SPEED OF TRUSTMgMT8920D

“Trust troubles” hurt productivity and increase costs. This training engages leaders in the real work of identifying and closing trust gaps. Participants learn to build trust and accelerate growth, innovation, and execution. Use the Language of Trust as a critical cultural lever in your agency. The program covers the Five “Waves” of Trust:

n Self Trust

n Relationship Trust

n Organizational Trust

n Market Trust

n Societal Trust

Leaders come away with an understanding of how trust affects their personal ability to achieve results, as well as how trust affects the overall success of the organization. Doing business at the “speed of trust” dramatically lowers costs, speeds up results, and increases influence.

LEARNINg OUTCOMES

n Choose to make building trust an explicit goal of their work

n Learn how others perceive their trustworthiness from their personal tQ™ Report

n Understand the real, measurable Trust Taxes they might be paying without realizing it

n Change Trust Taxes to Trust Dividends, which are the benefits that come from growing relationships of trust

n Make action plans to build Trust Accountants with all key stakeholders

n Begin using the Language of Trust as an important cultural lever

WHO SHOULD ATTEND

Branch chiefs, managers, supervisors, and team leaders who want to build trust and accelerate growth, innovation, and execution by understanding how trust affects their personal ability to achieve results.









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THE 7 HABITS FOR HIgHLy EFFECTIvE gOvERNMENT EXECUTIvES – SIgNATURE PROgRAMLEAD8925L

Consider the impact when only a third of an organization’s workers possess individual work goals, have a plan, and strive to improve their personal performance. This world-class FranklinCovey® seminar strengthens the ability of executives and leaders.

LEARNINg OUTCOMES

n Learn how to take initiative

n Develop a mission, vision, and values within their organization

n Learn how to balance key priorities

n Improve interpersonal communication

n Learn how to leverage creative collaboration

n Apply principles for achieving a balanced life

WHO SHOULD ATTEND

Individuals at the GS 13-15 levels




THE 7 HABITS FOR HIgHLy EFFECTIvE PUBLIC MANAgERSMgMT8923D

It takes an exceptional manager to unleash the potential of the team and write a new story of enduring success. The FranklinCovey® model equips participants to unleash the full potential of team members and free them to make their best contribution. Managers learn conflict resolution, prioritization, performance management, trust, accountability, and execution. Using the 7 Habits as a framework, this tools and competency-oriented program helps managers develop the skills to solve the management challenges they face every day, including:

n Improving resourcefulness and encouraging associates to take initiative

n Defining and making contributions

n Prioritizing work around the most important goals

n Managing performance through Win-Win Performance Agreement® tool

n Giving constructive feedback to employees

n Surfacing best ideas and solutions

n Developing teams and individual employees

WHO SHOULD ATTEND

Managers and leaders interested in attaining a solid foundation in essential management competencies.






February 9-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Atlanta, GA



May 31 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . New Orleans, LA

June 19-20, 2012. . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA








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WORkINg AT THE SPEED OF TRUST IN THE gOvERNMENT ENvIRONMENTMgMT8922D

When individuals trust each other communication and productivity improve, and costs go down. This course helps individual contributors identify and address trust gaps; discover how to communicate transparently with peers and managers; keep commitments; and improve internal customer service.

LEARNINg OUTCOMES

n Increase personal credibility

n Increase trust with key stakeholders

n Exhibit behaviors that increase trust

n Create an environment of high trust that will increase creativity, innovation, and a greater commitment to achieving results

WHO SHOULD ATTEND

Employees and team members who want to enhance relationships to communicate more effectively with peers and managers, and keep commitments to improve internal customer service work.




May 3, 2012 . . . . . . . . . . . . . . . . . . . . . . . . San Francisco, CA

May 17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago, IL


August 14, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA


n Be among the first to learn about courses that respond to new legislation—so you can stay up-to-date in your field!

n Sign up for our customizable email list to get updates about new training opportunities in your area.

n Set your own filters to receive only the types of emails you want, and we’ll never offer or sell your email address to another organization.

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LEADERSHIP AND MANAgEMENT ➲ graduateschool.edu/CLM


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NEW LEADER PROgRAM (6 MONTHS)NLED7300L

By providing assessment, experiential learning, and individual development opportunities, the New Leader Program (NLP), a six-month leadership development experience, develops future public service leaders. The program is open to public service employees at the GS 7-11 levels who have high potential for leadership or have recently entered leadership positions. Individuals should be nominated for this program based on their potential and motivation to complete all requirements and participate fully in all components of this intensive six-month program. ACE College Credit Recommendation Service-reviewed. Program components include:

n Customized Leadership Development Plan

n 360-degree feedback assessment

n Three one-week residential training sessions

n 30-day developmental assignment

n Shadowing assignment

n Senior-level management interviews

For current tuition and dates, visit graduateschool.edu/clm or call theCenter for Leadership and Management at (202) 314-3580.

LEARNINg OUTCOMES

n Identify leadership strengths and developmental needs

n Communicate more effectively

n Demonstrate greater proficiency in a variety of Executive Core Competencies

n Grow as a leader through a personalized leadership development plan

n Create a personalized framework for practicing leadership

WHO SHOULD ATTEND

Federal employees at the GS 7-11 levels who wish to develop and enhance their leadership potential.

6 Months • 9.8 CeU • 3 Credits

ASPIRINg LEADER PROgRAM (2 WEEkS)LEAD7210L

This program is designed to equip individuals with a foundational understanding of fundamental leadership skills and competencies that are essential for individual and organizational success. Participants will have an opportunity to practice these skills in and out of class. This program is delivered one week a month, over two months in Washington, DC. Program components include:

n Self Assessment

n Engaging learning activities

n Inter-agency exposure

n Individual and group activities


LEARNINg OUTCOMES

n Enhance understanding of the fundamental competencies as outlined under the Executive Core Qualifications

n Identify strategies for career success

n Expand networking opportunities

n Develop a Career Action Plan

WHO SHOULD ATTEND

Motivated self-starters at the GS 4-6 levels.

2 Months • 6 CeU




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EXECUTIvE POTENTIAL PROgRAM (12 MONTHS)EPPg8400L

The Executive Potential Program (EPP) is a 12-month nationwide leadership development program that provides the training and developmental experiences necessary for high-potential GS 13-15 employees moving into executive leadership positions. The curriculum consists of four one-week intensive residential sessions. The program focuses on individual development needs and leadership skills, action learning teams, project identification, and project planning. Additional sessions concentrate on the following ECQs: Leading Change, Leading People, Managing for Results, and Building Coalitions/Communications. A key component of this program includes an emphasis on best practices in leadership. Typically, all of the residential sessions are held outside of Washington, DC. This course is approved for 12 graduate credits applied to a master of science degree in management through Thomas Edison State College, Trenton, NJ. For more information, view their website at www.tesc.edu.


LEARNINg OUTCOMES

n Develop innovative solutions to solve organizational problems

n Create a personal and organizational vision of leadership, and lead others to accept the vision

n Appreciate the importance of continuous learning as the cornerstone of leadership growth and success

n Mentor and motivate others

n Solidify strategic partnerships

WHO SHOULD ATTEND

Federal employees at the GS 13-15 levels.


EXECUTIvE LEADERSHIP PROgRAM (9 MONTHS)ELPg9000L

Ensure your future as a manager by enrolling in the Executive Leadership Program (ELP). This nine-month program, with an emphasis on leading people, provides training and developmental experiences for individuals at the GS 11-13 levels through experiential learning and individual developmental opportunities. These activities are supported by classroom instruction and activities provided during the four residential sessions. Program components include:

n 360-degree feedback assessment

n One 60-day developmental work assignment

n One shadowing assignment

n Five executive interviews

n Management readings

n Experiential team project and presentation

n Working with a mentor

n Community service


LEARNINg OUTCOMES

n Self-assess and develop both strengths and areas for growth

n Map career goals and objectives

n Apply styles and principles of leadership

n Utilize effective leadership models to lead teams

WHO SHOULD ATTEND

High-potential federal employees at the GS 11-13 levels.




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LEADINg PEOPLEEXEC9912L

Develop insight into critical leadership behaviors and learn how to adapt them to the needs of your organization through this highly interactive seminar. Explore the Executive Core Qualification (ECQ) Leading People and the Fundamental Leadership Competencies. Examine trust and integrity as the foundations for leadership while learning to maximize performance. Also explore the dynamics of team leadership and how to create a Culture of Greatness through coaching and empowerment.

LEARNINg OUTCOMES

n Apply strategies to build and lead effective teams based on individual strengths

n Resolve conflict by applying a variety of conflict management styles

n Leverage diversity and foster inclusion in the workplace

n Develop and communicate a vision for workforce motivation

n Use coaching and effective strategy implementation to maximize organizational performance

WHO SHOULD ATTEND

Individuals at the GS 14-15 levels, participants in Agency Candidate Development Programs, and SES members seeking additional or refresher training.







EXECUTIvE SURvIvAL SkILLSEXEC9911L

Address the theoretical and practical aspects of leadership essential for survival in today’s changing environment. Examine how the leader’s attitude, values, and beliefs influence organizational performance. Analyze your critical-thinking/decision-making processes and apply strategies to improve them. Learn to be resilient, overcome setbacks, and avoid career derailment in the rapidly changing, high-pressure environment of executive leadership.

LEARNINg OUTCOMES

n Balance competing demands from superiors and those you supervise

n Systematically analyze organizational problems

n Strategically plan agency and organizational change initiatives

n Apply effective leadership styles

n Assess the learning capacity of your organization

WHO SHOULD ATTEND

Individuals at the GS 14-15 levels, participants in agency Candidate Development Programs, and SES members seeking additional or refresher training.










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WASHINgTON EXECUTIvE SEMINAREXEC9904L

Focus on the Executive Core Qualification (ECQ) Building Coalitions, placing an emphasis on the competencies External Awareness, Political Savvy, Influencing/Negotiating, and Oral Communication. In this two-week, non-residential program, engage in individual and group activities, exercises, simulations, and presentations, taking advantage of the Washington location to gain insight into activities on Capitol Hill. The Washington Executive Seminar focuses on the political aspects of serving as a senior executive in the federal government. Faculty includes former House staffers, political appointees, and senior executives from GAO, OMB, and other federal agencies. Seminar topics change to reflect current administration initiatives. (Completion of the Washington Executive Seminar is an 80-hour training experience.)

LEARNINg OUTCOMES

n Analyze administrative policy decisions and the factors that influence them

n Apply strategies to manage critical relationships among Congress, federal oversight bodies, and the agency senior executive

n Identify strategies for agency advocacy and brand management through media relations

n Build coalitions and network to exercise influence within and outside the agency

n Describe keys for success in Public-Private Partnerships

n Apply career management strategies

WHO SHOULD ATTEND




January 30 – February 10, 2012 . . . . . . . . . . . . . . . .Washington, DC


MANAgINg FOR RESULTSEXEC9913L

Today’s federal leaders are expected to plan for and measure performance to demonstrate that the agencies and programs they manage are viable and achieving results. Learn strategies to achieve measurable performance gains in your organization. Explore organizational issues affecting performance measurement, the balanced scorecard, accountability, entrepreneurial approaches to improvement, and how to manage stakeholder expectations.

LEARNINg OUTCOMES

n Map strategic planning goals to organizational results

n Identify more effective performance measures

n Identify entrepreneurial approaches for continuous improvement and accomplishing organizational objectives

n Describe the principles of the balanced scorecard and how they can be applied to your agency

n Better manage stakeholder expectations

WHO SHOULD ATTEND










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CONgRESSIONAL OPERATIONS WORkSHOPCFPg9200L

Receive a comprehensive review of Congress, its culture, and the legislative process. With this new knowledge, you gain a deeper respect for and understanding of Congress and the impact it has on organizations at a variety of levels. If your organization needs this training at your location, please call (202) 314-3593 or email [email protected].

LEARNINg OUTCOMES

n Explain the leadership and organization of Congress, as well as the political forces that shape legislation

n Understand how congressional committees and floor procedures affect how a bill becomes a law

n Discuss the roles of personnel and committee staff

n Explain how the media, special interests, and money influence policy formation

WHO SHOULD ATTEND

Supervisors, managers, and executives in the federal government who need to both influence congressional decisions and understand the impact that those decisions have on their organizations.

3 Days • 3 CeU


WRITINg ECq STATEMENTSEXEC9100L

Review the history and requirements of the Senior Executive Service, with a focus on policies, procedures, and the application process. Use OPM’s general guidelines for writing Executive Core Qualification (ECQ) statements to gain an understanding of the competencies that comprise each ECQ. You are guided through a self-assessment and will write ECQ statements with the assistance of a coach.

LEARNINg OUTCOMES

n Describe the structure of the SES and how you gain access to it

n Apply basic guidelines for writing your Executive Core Qualification statements

n Identify the competencies and tasks that comprise the leadership effectiveness framework

n Describe development resources to gain additional experience with specific Executive Core Qualifications

WHO SHOULD ATTEND

Federal employees at the GS 13-15 levels who are considering or in the process of applying to the Senior Executive Service.










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SySTEMS THINkINgLEAD8100L

Find out how your organization really works and gain insight into tackling workplace issues through systems thinking. This intensive two-day program develops systems thinking skills for everyday use. By learning the vocabulary for communicating about systems, diagramming techniques, and the use of systems archetypes in practical settings, you can assist work teams with complex problems and design appropriate interventions.

LEARNINg OUTCOMES

n Describe the cause-and-effect dynamics of performance and phenomena (good and bad)

n Apply the vocabulary and diagramming techniques for using systems thinking in practical workplace problem solving and analysis

n Apply the systems archetypes and tools to your own workplace challenges

WHO SHOULD ATTEND

Anyone interested in gaining insight into workplace issues through systems thinking.

2 Days • 1.2 CeU



Acquire a strong foundation in the core competencies required for building learning organizations. Discover new tools and methods while focusing on leadership practices and disciplines. You are encouraged to think about your role in creating a work climate that encourages learning and quality performance. The program provides the opportunity to work on both an organizational and a personal level. For more information on this program, please visit the Organizational Leadership Core Competency program page. If your organization needs this training at your location, please call (202) 314-3593 or email [email protected].

LEARNINg OUTCOMES






WHO SHOULD ATTEND


3 Days • 1.8 CeU


290 2012GraduateSchooluSa n 888.744.Grad n FaX866.329.4723 n graduateschool.edu

STANFORDADVANCEDPROJECTMANAGEMENTPROGRAM ➲ graduateschool.edu/SAPM

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STANFORDADVANCEDgraduateschool.edu/SAPM ➲ PROJECTMANAGEMENT

The Stanford Advanced Project Management certificate program was created and developed as a partnership between the

Stanford Center for Professional Development and IPS Learning and now has been tailored for the government community in collaboration with

Graduate School USA.

■ This program combines Stanford University’s academic and research expertise with the proven project management methodologies of IPS

Learning. The result is a dynamic curriculum that provides advanced skills and practical instruction on the processes, organizational

structure, and tools that assure that project work yields the desired business results.

■ The Stanford Advanced Project Management curriculum for government provides the insights and tools for confronting the challenges of

implementing strategic initiatives. Participants learn to raise project, program, and portfolio management to new levels—thereby enabling

the successful execution of strategic organizational goals.

■ Participants who complete six courses, including three required courses, will receive the Stanford Advanced Project Management

certificate. This certificate grants the professional credential of Stanford Certified Project Manager (SCPM), which may be used on

business cards and resumes. Courses may be taken in any order and any method of instruction (classroom, online or at your work site),

though it is recommended that Converting Strategy into Action be taken as the first course.

curriculum overview:The curriculum provides a blueprint for executing strategy by successfully managing a portfolio of critical programs and projects.

The Stanford Advanced Project Management curriculum allows participants the flexibility of taking individual courses, or becoming a Stanford Certified Project Manager (SCPM) by earning the certificate. Participants can choose a series of courses that benefit their career paths or organizations. The program’s instructional design ensures participants learn the advanced skills and application of project, program, and portfolio management principles needed to improve productivity and profitability. The curriculum assumes participants have a strong foundation in project management and does not teach basic concepts and fundamentals.

HANDS-ONlEARNiNG

Courses are presented by experienced leaders from industry and government in an interactive and activity-based format where participants have the opportunity to learn with and from peers. Participants will take away new tools and insights that may be applied immediately.

CuTTiNG-EDGECONTENT

Course content is refreshed in concert with current global research, emerging trends, and leading practices. New courses are added that reflect the interests and needs of participants.

ANExTSTEPFORPMPS

The Stanford Advanced Project Management program builds upon the fundamental project management methodologies covered by the Project Management Institute’s Project Management Body of Knowledge (PMBOK®). Though a PMP certification is not required for admission, equivalent industry experience and training is strongly recommended. This program focuses on project and program execution at the advanced level and does not overlap with the PMBOK®, but provides a complementary curriculum for government leaders.

Whether you are a long-time PMP, an executive responsible for delivering program results, or a project or program manager seeking a practical credential, prepare yourself to lead in project, program and portfolio management. Build on the education currently available at Graduate School USA and earn your SCPD credential.

“What I really like about all of these courses is that I feel like I am being

personally coached to be a better manager and business partner. You can’t

help but walk away from these courses with a different perspective on

everything at work, new tools to consider, as well as the knowledge to

approach day-to-day management situations differently. The course really

motivates you to do better. You want to apply it immediately.”–Stanford Advanced Project Management participant


our courses caN Be custoMIZed aNd delIVered at Your locatIoN 291


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sapm curriculum pathFollow the path to earn your Stanford Certified Project Manager (SCPM) certificate:

Converting Strategyinto Action

Mastering theProject Portfolio

Leadership forStrategic Execution

ManagingWithout Authority

Financial Masteryfor Projects

LeadingEffective Teams

Mastering theIntegrated Program

Leveraging theCustomer Relationship

The Strategic PMO

Required Courses

Elective Courses (3 Required)



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NEWMASTERiNGTHEPROJECTPORTFOliOPROJ9517D

Mastering the Project Portfolio provides a complete methodology for project selection, prioritization, and oversight—plus mentoring in how to resolve real-world implementation concerns facing government leaders.

Managing a portfolio of projects involves much more than just watching all the pieces. If your organization relies on project work to achieve its strategic and business objectives, you need to be sure that you’re investing in the right projects, giving those projects the right resources, and getting them completed at the right time. In Mastering the Project Portfolio, you examine how a strategic framework and metrics are vital to success, and you learn to align your projects with your business strategies. Apply the portfolio management process through a dynamic multi-part case study.

This core course in the Stanford Advanced Project Management curriculum teaches proven process-based portfolio management tools and techniques. Concepts are presented and reinforced through lectures, demonstrations, structured exercises, and group laboratories.

lEARNiNGOuTCOMES

n Implement portfolio management from the ground up

n Link portfolio management to successful strategic execution

n Organize and charter a team for overseeing the portfolio management process

n Extract strategic intent from business documents

n Apply a step-by-step process for selecting projects based on their ability to advance the organization’s strategies

n Recognize the role that effective team dynamics play in making important project selection decisions

n Graphically organize complex project information to assist in the portfolio optimization process

n Apply practical skills using off-the-shelf software tools to begin implementing Project Portfolio Management

WHOSHOulDATTEND

Project and program managers whose efforts are linked with strategically critical initiatives will benefit from attending this course. In addition, Mastering the Project Portfolio is designed for middle- and senior-level managers who are involved in organizational strategic planning and the subsequent launching of programs and projects to implement strategic decisions.

3 Days • 2 CEU • Tuition $1,995

SCHEDulESeptember 13-15, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DC



NEWCONVERTiNGSTRATEGyiNTOACTiONPROJ9510D

An organization or agency doesn’t just naturally evolve from being project-driven to being focused and successful with projects that consistently execute business strategies. This foundation course in the Stanford Advanced Project Management program delineates and demonstrates what it takes to bring about this evolution—enabling you to identify specific areas of focus for transforming your own organization. This course provides a solid introduction to the full range of approaches and emerging concepts for aligning project initiatives with strategic objectives. You are introduced to critical steps that are examined in-depth in the succeeding program sessions.

Project managers who participate in the course are expected to have significant experience in the role. This may include formal training and education in project management.

lEARNiNGOuTCOMES

n Appreciate organizational complexity and the challenges of strategy execution

n Analyze strategy execution through the use of a systems model: the Strategic Execution Framework (SEF)

n Apply SEF concepts to pinpoint and address your organizational execution challenges

n Determine approaches to improve organizational alignment

n Develop action plans for achieving improved organizational performance

WHOSHOulDATTEND

Executives, senior managers, experienced project managers, PMO managers, and functional managers seeking to leverage their organization’s managerial and technical expertise to the greatest strategic advantage through a project-centric perspective.


SCHEDulEJuly 25-27, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Washington, DC








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NEWlEADiNGEFFECTiVETEAMSPROJ9513D

Leading Effective Teams gives managers an opportunity to step back and acquire the strategic perspective they need to conquer the vast initiatives of their organization. It is no easy task to lead a team whose members span organizational lines, geographical boundaries, cultures, and even languages; whose backgrounds, skill sets, and personalities differ radically; and whose priorities and levels of commitment vary greatly. The challenges are compounded when the team must work asynchronously across time zones and continually address changing contingencies and concerns. Drawing on research on high-performing teams whose leaders attained success, Leading Effective Teams demonstrates how to avoid breakdowns—and how to achieve breakthroughs. You acquire the ability to unleash a team’s potential by applying proven approaches to communication, coordination, collaboration, and conflict management.

Leading Effective Teams is expressly designed to develop effectiveness in leading complex project and program initiatives. This course is an elective in the Stanford Advanced Project Management curriculum.

lEARNiNGOuTCOMES

n Assess your team’s effectiveness and identify opportunities for performance improvement

n Cultivate a team culture that encourages collaboration and innovation

n Understand and effectively manage the dynamics of team interactions, including conflict

n Overcome distance challenges by optimizing established best practices for distributed teams

n Maximize the contributions of temporary and externally based team members

WHOSHOulDATTEND

Leading Effective Teams is designed for anyone, at any level in the organization, who is charged with achieving results by providing effective leadership to a complex team effort in a challenging operational environment. It especially benefits leaders of geographically distributed teams and teams whose composition fluctuates or extend beyond the organization’s boundaries.


SCHEDulEAugust 23-25, 2011. . . . . . . . . . . . . . . . . . . . . . .Washington, DC


NEWMANAGiNGWiTHOuTAuTHORiTyPROJ9515D

How do you succeed when you have a tough project, tougher customers, a nearly impossible deadline—plus valuable team members who are being given other priorities, others who aren’t delivering as agreed, functional managers who aren’t meeting key resource commitments—everything but the authority to get people to do what needs to be done? This course provides you with skills that top-rated problem solvers employ to achieve project, program, and portfolio success. This highly interactive course demonstrates effective leadership techniques—including how to influence decisions, gain commitments, hold people accountable, and address performance problems—and provides plenty of practice in using them. Concepts and skills are reinforced through filmed enactments demonstrating both how and how not to handle difficult situations. Group discussions, role rehearsals, and simulations also give you hands-on experience in applying new approaches to problems faced every day on the job. This course is an elective in the Stanford Advanced Project Management curriculum.

lEARNiNGOuTCOMES

n Read the politics in your PM environment

n Develop long-term strategies for influencing others

n Address performance problems with people who don’t report to you

n Deal with angry customers, partners, employees, and managers

n Build your credibility

WHOSHOulDATTEND

Project, program, and portfolio managers, as well as functional managers, senior-level managers, human resources professionals, organizational development professionals, and agency executives—everyone who must influence others to perform for success.


SCHEDulENovember 16-18, 2011 . . . . . . . . . . . . . . . . . . . . .Washington, DC





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NEWFiNANCiAlMASTERyFORPROJECTSPROJ9511D

With Financial Mastery for Projects, you achieve a deeper understanding of the relationship between your organization’s financial outcomes and the decisions you make as a portfolio, program, or project manager.

This is an elective course in the Stanford Advanced Project Management curriculum. Financial Mastery for Projects helps you see projects as investments that enable the execution of your organization’s strategy. You receive a high-level understanding of financial statements and how programs and projects create new products, processes, and services that directly affect those statements. Gain insight into how a project’s products, and performance affect revenue recognition, profitability, and cash flow for the organization as a whole. Learn how to analyze the value of programs and projects throughout their life cycles using discounted cash flow and similar analyses. Be prepared to take the necessary actions to improve a project’s financial performance.

You leave the course understanding the relationships among strategy, finance, and program and project management, and you are able to assess alternative options using discounted cash flow analysis and related financial tools.

lEARNiNGOuTCOMES

n Understand how managing portfolios, programs, and projects relates to organizational financial performance

n Understand how the Strategic Execution Framework relates to financial performance

n Read and understand critical information from selected organizational financial statements

n Assess organizational performance using selected financial ratios

n Conduct discounted cash flow (DCF) analyses of project costs over the project’s life cycle

n Organize and analyze various alternative project scenarios

n Incorporate project benefits into the overall management of a program or project

WHOSHOulDATTEND

This course is designed to benefit non-financial managers, including executives, senior managers, functional managers, program managers, and project managers.


SCHEDulEApril 30 – May 2, 2012 . . . . . . . . . . . . . . . . . . . . .Washington, DC

NEWlEVERAGiNGTHECuSTOMERRElATiONSHiPPROJ9514D

This course helps develop skills in managing customer relationships, whether internal or external, and across gender, cultural, and generational boundaries. Balancing customer satisfaction with your own organization’s priorities, values, and goals presents its own set of challenges. In Leveraging the Customer Relationship, you’ll learn proven communication and negotiation techniques for handling the challenging dynamics of customer interaction. You learn proven communication and negotiation techniques to improve customer relationships, and discover exactly how successful salespeople increase business opportunities. Find out how you can be most effective at balancing competing objectives, facilitating decision making, and ensuring customer satisfaction. Leveraging the Customer Relationship focuses on customer relationship management.

This course is an elective in the Stanford Advanced Project Management curriculum.

lEARNiNGOuTCOMES

n Build customer satisfaction and loyalty without compromising your organization’s profitability

n Diagnose different causes of customer behavior

n Understand customers with different communication styles

n Manage customer relationships across generational, gender, and cultural boundaries

n Sell ideas, products, and services, both internally and externally

n Negotiate for mutual gain

WHOSHOulDATTEND

This course is designed for all project managers, project team members, and senior-level project management professionals who interact directly with internal or external customers or manage others who interact with internal or external customers and contractors.


SCHEDulEDecember 6-8, 2011 . . . . . . . . . . . . . . . . . . . . . .Washington, DC




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NEWMASTERiNGTHEiNTEGRATEDPROGRAMPROJ9516D

Mastering the Integrated Program presents a unique set of management skills for identifying and assessing the myriad of interfaces and relationships affecting your programs. You acquire proven techniques for initiating, defining and organizing; planning, tracking and managing; and closing out programs of any type and size. Particular attention is given to techniques for managing the project interfaces that are crucial to program success. The concepts presented in Mastering the Integrated Program are reinforced through demonstrations, structured exercises, and group laboratories. You apply the program management process through a dynamic multi-part case study that has been tailored to suit technical and non-technical attendees alike. By the end of the third day, you have gained hands-on experience in techniques that are immediately applicable in managing program teams. Mastering the Integrated Program teaches process-based program management skills. It does not focus on product management or financial techniques. Each participant receives a Program Management Process Guide providing a practical five-step process for effectively managing an integrated program. Automated tools are discussed but not used in the class. However, all the techniques and processes introduced can be applied using any of the leading software tools available on the market.

This course is an elective in the Stanford Advanced Project Management curriculum.

lEARNiNGOuTCOMES

n Internalize fundamental issues that interfere with successful program execution

n Manage the critical agreement structure with diverse program stakeholders

n Contend for constrained organizational resources in complex global environments

n Systematically plan and execute critical program processes to understand, align, translate, and deliver expected outcomes for customers, sponsors, partners, and staff

n Establish an adaptive program subculture emphasizing accountability while valuing the diverse representation on the team

WHOSHOulDATTEND

Representatives of all functional disciplines benefit from learning the methodologies presented in Mastering the Integrated Program. This course is particularly recommended for actual or potential program managers and for all managers and professionals who have a stake in or directly contribute to program success.


SCHEDulEMarch 27-29, 2012 . . . . . . . . . . . . . . . . . . . . . . .Washington, DC


NEWSTRATEGiCPMO–PROJECTSTOENTERPRiSEPROJ9519D

In Strategic PMO – Projects to Enterprise, you learn the wide range of proven approaches and emerging concepts for aligning engagements, programs, and projects with an organization’s strategic objectives. With a strategic project management office (SPMO), you can enable the effective implementation of organizational strategy through engagements, portfolios, programs, and projects. This elective course combines the latest research from Stanford with the world of practical strategy execution. This course provides proven techniques for creating SPMOs to support the achievement of your organization’s strategic objectives. You create a strategic project management office for each of three complex, global case studies during the course. On the final day, the class conducts an innovative simulation of various real world scenarios for each of the case studies with real-time changes to the business environment.

Prerequisite: We strongly recommend completing the curriculum’s Converting Strategy into Action course.

lEARNiNGOuTCOMES

n Answer why a SPMO may be needed for complex programs and projects

n Define what a SPMO is and the activities it may perform that cannot be done as well elsewhere in the organization, especially as an agent of change

n Determine the best SPMO design, given your desired outcomes, demands, and needs, and how to best implement it

n Assess the political environment, identify forces that support (or thwart) effective SPMO operation, and navigate them successfully

n Provide, as needed, a consistent SPMO framework across an enterprise or agency

n Determine how to leverage your SPMO practice for greater impact on the organization and its strategy

n Address typical real-world challenges in running an SPMO in government, and apply practices learned during a “reality dive” simulation

WHOSHOulDATTEND

This course is designed for program managers and project managers, managers of large projects, project office directors and staff, and functional managers. This course helps you recognize what is working and what else can be done to ensure that your SPMOs create value by enabling the achievement of your organization’s strategic objectives.


SCHEDulESeptember 21-23, 2011. . . . . . . . . . . . . . . . . . . . .Washington, DC




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WHOSHOulDATTEND

This course is designed for all project managers, project team members, and senior-level project management professionals who interact directly with internal or external customers or manage others who interact with internal or external customers.


SCHEDulEFebruary 14-16, 2012 . . . . . . . . . . . . . . . . . . . . . .Washington, DC


NEWlEADERSHiPFORSTRATEGiCExECuTiONPROJ9512D

As the capstone course in the Stanford Advanced Project Management curriculum, this course addresses the crucial role that leadership plays in achieving better organizational performance in today’s dynamic global environment. Organizations stand or fall on their ability to execute strategy effectively. Has your company already tried implementing initiatives like Six Sigma, Balanced Scorecard, ERP, JIT, TQM, CMM, BPM, CRM, OPM3, or other spoonfuls of management alphabet soup—without seeing effective results? Perhaps your long-term strategies aren’t getting the sustained leadership that they need to succeed because of the urgencies of day-to-day business. Leadership for Strategic Execution is an intensive, three-day course that helps develop skills in critical areas of providing leadership to teams of people who translate strategy into effective results. The concepts presented are reinforced through simulations, videos, demonstrations, structured exercises, and group laboratories. You obtain a clear understanding of the leadership role and how best to use it strategically. You learn how you can be an effective leader, whether for making strategic decisions, translating strategy, assessing risk, establishing sponsorship, or managing change within your organization. Leave the course—and the program—with an in-depth appreciation for the critical context leaders must provide to create the optimum level of performance through portfolio, program, and project management. This course is designed for all professionals who are responsible for strategic management: mid- to senior-level managers, project, program, and portfolio managers, and team members. This course has no prerequisite, but completing the Converting Strategy into Action course is highly recommended.

lEARNiNGOuTCOMES

n Apply a framework of strategic leadership at the organizational, team, and personal levels

n Use evidence more extensively in decision making

n Apply a decision-making process

n Describe how the various types of innovation create alignment issues

n Create maps of strategy to the execution layer

n Use a process for prioritizing action to manage the risks associated with organizational systems that affect execution

n Assess total power levels and identify areas for improving execution ability

n Assess the strength of execution sponsorship, determine your role in sponsorship, and diagnose specific problems that require action

n Use a simple and powerful human dynamic model to change the way you interact with others and become more influential

STANFORD ADvANCED PROjECT MANAgEMENT PROgRAM ➲ graduateschool.edu/SAPM



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LEADERSHIP EFFECTIvENESS INvENTORy©

EvAL0113L

Identify and assess your individual job strengths and developmental needs using the Leadership Effectiveness Inventory (LEI), a 360-degree assessment instrument. You are assessed against the 28 leadership competencies that comprise the five Executive Core Qualifications (ECQs) of the Senior Executive Service, identified by the Office of Personnel Management.

The LEI evaluates input from supervisors, peers, and direct reports for an enhanced picture of your skills. Individual feedback reports serve as the basis for an Individual Development Plan and provide suggestions and action plans to support identified needs. Group feedback reports, representing the overall needs and strengths of an organization, can be used to identify and target areas for development. The LEI is an effective tool to assist individuals who want to enhance their leadership development, organizations engaged in leadership development and succession planning efforts, and trainers looking to identify needs for new curricula.

For leadership development programs, the Center for Leadership and Management can provide individual or group interpretation sessions on-site at your convenience.

Graduate School USA can also develop and deliver a long-term leadership development program customized to address the specific needs of an intact work unit or agency. Call our LEI representative for more details at (202) 314-3464.


FUNDAMENTAL INTERPERSONAL RELATIONS ORIENTATION-BEHAvIOR (FIRO-B®)EvAL0103L

Build powerful, positive, and productive organizational relationships with the Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B), a powerful tool for assessing how one’s unique interpersonal needs motivate and affect his or her behavior in personal and professional relationships. This invaluable tool for measuring interpersonal behavior is used widely in:

n Team building

n Leadership programs

n Career development coaching

The FIRO-B offers quick insights into ways to contribute to, influence, and participate in individual, group, and team relationships. FIRO-B assesses three basic needs:

n Inclusion: How much attention, contact, and recognition each person gives to and expects from others

n Control: How much influence and responsibility each person desires and expects from others

n Affection: How much intimacy each person extends to and expects from others

Each of the 54 items is measured in two dimensions: the “expressed” behavior (how much we initiate the behavior) and the “wanted” behavior (how much we prefer others to initiate the behavior). Whether you are an individual interested in enhancing your people skills or a team leader or manager desiring to improve your work group’s overall effectiveness, the FIRO-B has proven to be a valuable tool. You may take it online or on paper, and an expert Graduate School USA facilitator will provide an interpretation of your results. For intact work teams, we can arrange a group interpretation session on-site at your convenience. For leadership development programs, we can provide individual or group interpretation sessions with the Leadership Report Using FIRO-B® and MBTI®.

Call our FIRO-B representative for more details at (202) 314-3464.




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MyERS-BRIggS TyPE INDICATOR®

EvAL0123L

Gain a deeper understanding of yourself and how you relate to others. For decades, the Myers-Briggs Type Indicator (MBTI®) instrument has helped millions of people worldwide understand how to more effectively communicate and interact with co-workers, bosses, direct reports, family members, et al. The assessment is key to understanding the differences among personality types and improving communication in work and personal relationships. Based on Isabel Myers’ unique implementation of Carl Jung’s theory of psychological type, the MBTI instrument determines individual preferences in four dimensions: Extroversion-Introversion, Sensing-Intuition, Thinking-Feeling, and Judging-Perceiving. The various combinations of these preferences result in 16 unique personality types. The MBTI’s wide-ranging applications promote personal growth in many organizational situations:

n Team building

n Conflict resolution

n Leadership development

n Communications skills

n Problem solving

n Organizational development

n Stress management

n Career management

n Outplacement

Whether you are an individual interested in enhancing your people skills or a team leader or manager wishing to improve your work group’s overall effectiveness, the MBTI® has proven to be a valuable tool. You may take it online or on paper, and an expert Graduate School USA-certified facilitator will provide an interpretation of your results. For intact work teams, a group interpretation session on-site at your convenience can be arranged. For leadership development programs, individual or group interpretation sessions with the Leadership Report Using FIRO-B® and MBTI® can be provided.

Call our MBTI® representative for more details at (202) 314-3464.













[email protected].



graduateschool.edu



LEADERSHIP, SUPERvISION, AND MANAgEMENT


COURSE OF STUDyGiven the challenges facing government today—increased accountability, changing laws and regulations, tighter budgets—the demand for leaders is greater than ever before. Graduate School USA’s Certificate of Accomplishment programs provide the education and experience needed to develop those who are critical to successful operation of the public sector.

These programs include three certificate levels: Team Leader, Supervisor and Manager. Participants have up to two years to complete any one of the three program certificate requirements. These programs comply with the USOPM requirements listed in CFR Title 5, Subchapter B, Part 410 “Training” and part 412 “Supervisory, Management and Executive Development.”

PROgRAM OvERvIEWThe Team Leader Certificate Program develops the necessary skills to guide and manage effective teams. The program prepares individuals to leverage the power of teams to provide solutions to problems, drive innovation, and enhance organizational capabilities. The program will addresses necessary skills for meeting the special challenges of leading teams in the public sector.

TEAM LEADER CERTIFICATE PROgRAM


n The Power of Influence over AuthorityMGMT7120D • 0.6 CEU

n Project Management for the office ProfessionalADMB7011D • 1.8 CEU

n Facilitator WorkshopTDEV8120D • 2.4 CEU

n The Basics of Clear Government Writing (GS Connect)WRIT7986A • 1.2 CEU

REqUIRED COURSES n Leadership Skills for Non-Supervisors

ADMB7006D • 1.2 CEU


n From Peer to Leader: Successfully Navigating the Transition MGM7125D • 0.6 CEU

n Accountability All AroundSUPV7019D • 0.6 CEU

n jump-Starting High Performing TeamsTDEV7021D • 1.2 CEU

n Leadership Skills for Non-Supervisors (Distance education) ADMB7506A • 1.8 CEU

n Leading Teams and Groups (Distance education)TDEV8500A • 1.8 CEU

|oR|

|oR|





PROgRAM OvERvIEWFocusing on the key supervisory competencies of communication and developing others, the Supervisor Certificate Program enables participants to lead successfully and inspire those they supervise. The curriculum addresses such skills as delegation, motivation, coaching and mentoring—all associated with managing the performance of others.


SUPERvISOR CERTIFICATE PROgRAM

REqUIRED COURSES n Introduction to Supervision

SUPV7001D • 3.0 CEU

n Federal Human Resource Management for Supervisors and ManagersPMGT7102D • 3.0 CEU

n Constructive Conflict ResolutionCOMM7004D • 1.8 CEU

n Coaching Skills for Today’s LeadersMGMT9002D • 0.6 CEU

n Decision Making & Problem SolvingMGMT8102D • 1.2 CEU

Professional Development Requirement: In conjunction with your professional field, you are required to select and complete a related Graduate School USA course in your field that will enhance your expertise in your profession. This selected course is subject to the approval of the Certificate Course Manager.


n Writing for ResultsWRIT7110D • 1.2 CEU

n Telework: A Managers PerspectiveMGMT9021D • 0.3 CEU

n Leveraging organizational Networks to Improve Performance (Distance education)LEAD9002A • 0.6 CEU

n Developing emotional Intelligence Skills (Distance education)LEAD8500A • 1.2 CEU






PROgRAM OvERvIEWEffective government managers are responsible for creating and maintaining an environment that ensures agency success. Through this curriculum, participants will explore such critical issues as setting and implementing management controls; aligning human capital efforts; and being attuned to the political dynamics. Create a framework for enabling change and organizational dynamics.

MANAgER CERTIFICATE PROgRAM

REqUIRED COURSES n Introduction to Management*

MGMT7099D • 3.0 CEU*This course is for those who have been managing for three years or less.

n Building and Sustaining organizational CultureMGMT8125D • 0.6 CEU

n Introduction to Financial ManagementFINC7000D • .24 CEU

n Strategic Human Capital ManagementPMGT7015D • 1.2 CEU

Professional Development Requirement: In conjunction with your professional field, you are required to select and complete a related Graduate School USA course in your field that will enhance your expertise in your profession. This selected course is subject to the approval of the Certificate Course Manager.


n enabling organizational Change (GS Connect)LEAD9001A • 0.6 CEU

n executive View of Project ManagementPROJ9003D • 0.6 CEU

n Measuring Government PerformancePGMT8031D • 2.4 CEU

n eeo for Supervisors and ManagersEEOP8101D • 1.2 CEU

|oR| n If you have been a manager for more than three years and have previously attended the Introduction to Management (MGMT7099D), please submit an essay to the Certificate Course Manager documenting your management experience and expertise.


Graduate School USA offers an

extensive curriculum in

PROgRAM AND

MANAgEMENT ANALySIS.

The courses respond to the growing

need to train analysts, technicians,

and assistants in collecting and

using data, designing studies,

and evaluating specific programs

administered by government

departments and agencies.

➲ graduateschool.edu/analysis

As government programs have expanded in number and complexity, training in program and management analysis has increased significantly. Graduate School USA designed the courses listed in this curriculum for managers, analysts, and staffs, including those with no previous experience in the field. Many participants are drawn from the Program and Management Analysis Series, GS-343, but we also train staff from many other occupations who perform analytical work.

The Certificate of Accomplishment in Program and Management Analysis requires a course of study that provides a framework for the program or management analyst to develop analytical skills. Classes, offered nationwide in the traditional classroom setting, range from one to five days in length. Individuals must complete the program in three years. The School can also schedule on-site training.

PROgRAM AND MANAgEMENT

ANALySISCURRICUlUM OvERvIEW

TABLE OF CONTENTS


PROgRAM AND MANAgEMENT ANALySIS

Basic Statistics, STAT7001D . . . . . . . . . . . . . . . . . . . . 304

Cost-Benefit Analysis Workshop, PGMT8100D . . . . . . . . . . . 305

Data Collection and Analysis, PGMT7001D . . . . . . . . . . . . . 305

Introduction to Program Evaluation, PGMT7003D . . . . . . . . . 306

Measuring Federal Government Performance, PGMT8032D . . . . 306

Management Analysis: Overview, PGMT7000D . . . . . . . . . . 307

Management Analysis: Data Gathering, PGMT8000D . . . . . . . . . . . . . . . . . . . . 308

Management Analysis: Planning, PGMT7004D . . . . . . . . . . . 308

Management Analysis: Designing and Conducting a Study, PGMT8001D . . . . . . . . . . . . . . . . . . . . . . . . 309

Management Analysis: Advanced Applications, PGMT9000D . . . 309

Certificate of Accomplishment in Program and Management Analysis . . . . . . . . . . . . . . . . . . . . . . . 311



PROgRAM AND MANAgEMENT ANALySIS ➲ graduateschool.edu/analysis

304 2012 Graduate School uSa n 888.744.Grad n FaX 866.329.4723 n GRADUATESChOOL.EDU304

BASIC STATISTICSSTAT7001D

Master the basics of statistics, from frequency distribution to sampling to regression analysis, even if you have no prior knowledge of the subject.

This course is part of the Certificate of Accomplishment in Personal Property Management, the Certificate of Accomplishment in Program and Management Analysis, and the Certificate of Accomplishment in Human Resources Management.

LEARNINg OUTCOMES

n Describe the research process

n Implement correlation and regression analysis

n Differentiate between populations and samples

n Use proportions, percentages, and percentage change

n Calculate mode, median, mean, and standard deviation for populations and samples

n Extract a random sample from a population

n Explain the relevance of confidence intervals and use the normal curve table

n Compute a viable minimum sample size for your study

n Use “rho” and “W” for prioritized alternatives, construct a contingency table, and compute “gamma”

WHO SHOULD ATTEND

Anyone whose work assignments include basic statistical calculations and interpretations, and those who have never taken a statistical course or those who need a refresher course.



You may be interested in Elements of Statistics (STAT3350C) and Practical Statistics (STAT7001N), an equivalent distance education courses. For the most current list of related distance education courses, please visit graduateschool.edu/relatedcourses.





August 9-12, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

August 29 – September 1, 2011. . . . . . . . . . . . . . . . . . Huntsville, AL




October 18-21, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO






January 23-26, 2012 . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC

February 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


February 21-24, 2012 . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI









June 5-8, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .San Antonio, TX





August 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA

August 27-30, 2012. . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL









DATA COLLECTION AND ANALySISPgMT7001D

Learn how to collect and analyze data for a management study or audit. Discover how the data shape the results and reliability of the management study or audit.


LEARNINg OUTCOMES

n Design a research study

n Select a sampling procedure

n Develop effective survey tools and instruments

n Apply statistical analysis to data

WHO SHOULD ATTEND

Anyone who is responsible for collecting and analyzing data, such as management, program, and systems analysts, will benefit from this course.
















May 7-11, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL


June 11-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Denver, CO







COST-BENEFIT ANALySIS WORkSHOPPgMT8100D

Receive a solid foundation in the planning framework for cost-benefit studies, including cost types and “behaviors,” present-value concept, cost-effectiveness versus cost-benefit, internal rate of return, OMB Circular A-94, and more. You cover the fundamentals to perform basic cost-benefit studies and understand complex studies.


LEARNINg OUTCOMES

n Describe the purpose and objective of cost-benefit analysis

n Explain and utilize the concepts of cost, present value, and discount

n Effectively use cost-benefit analysis

n Present findings and recommendations

WHO SHOULD ATTEND

While there is no grade restriction, this course is designed for mid-level managers, analysts, and staff members who have had no previous training in cost-benefit analysis.







September 7-9, 2011 . . . . . . . . . . . . . . . . . . . . . . . St. Louis, MO








May 8-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI

May 30 – June 1, 2012 . . . . . . . . . . . . . . . . . . . . .Philadelphia, PA









INTRODUCTION TO PROgRAM EvALUATIONPgMT7003D

Evaluation identifies, discovers, generates, and displays information about an organization’s program effectiveness. The information shows what the organization produces, how those products affect society, and how much the effect is worth. Budget hearings before Congress, as well as OMB, often require information generated by evaluations. Legislation commonly requires formal evaluation of some type as a condition for a program’s existence or funding. Learn to describe programs, identify information useful in evaluation, collect reliable data, and analyze it effectively.


LEARNINg OUTCOMES

n Identify and apply critical elements of the evaluation process

n Identify the phases of research design

n Evaluate the strengths and weaknesses of different data-gathering techniques

n Interpret statistical data

n Identify costs and benefits of a program

WHO SHOULD ATTEND

Employees who are new to the field of program evaluation or those who need to review the basics of program evaluation.





August 15-19, 2011 . . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM









MEASURINg FEDERAL gOvERNMENT PERFORMANCEPgMT8032D

Measuring performance of government programs is becoming the primary accountability tool of government managers, legislators, and citizens for the expenditure of public funds. According to the Government Accountability Office (GAO), there has been a transformation in the capacity of the federal government to manage for results. Providing funds to address a public concern in education, healthcare, or employment does not guarantee that these issues will be addressed successfully. Master all the components of performance measurement in order to maintain and report your organization’s results and productivity.

LEARNINg OUTCOMES

n Summarize the federal government’s efforts in performance measurement

n Identify performance measurement frameworks used to increase effectiveness and efficiency

n Design a logic model performance measurement plan and system

n Cite best practices and other examples to improve existing performance measurement strategies

n Apply basic techniques and methods of measuring performance to agency programs

WHO SHOULD ATTEND

Federal managers, program and management analysts, and other staff who need to apply performance measurement to their agencies’ programs.


SCHEDULENovember 15-16, 2011 . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX





August 21-22, 2012. . . . . . . . . . . . . . . . . . . . . . Albuquerque, NM





July 12-15, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . Seattle, WA






August 9-12, 2011 . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI


August 30 – September 2, 2011 . . . . . . . . . . . . . . . . . .Phoenix, AZ











January 9-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . Fayetteville, NC

January 24-27, 2012 . . . . . . . . . . . . . . . . . . . . San Francisco, CA


February 13-16, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


March 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Hampton, VA













August 6-9, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL

August 7-10, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Honolulu, HI






MANAgEMENT ANALySIS: OvERvIEWPgMT7000D

Receive a solid foundation in management analysis techniques. This course is designed to enable employees who work closely with experienced management analysts to provide more effective assistance. Become acquainted with the process of analysis and various data-gathering methods so that you can work independently on parts of studies or complete an elementary study with minimum supervision. This course also helps prepare those who have the potential for management analysis positions but do not currently possess the required technical knowledge.

This course is part of the Certificate of Accomplishment in Personal Property Management, the Certificate of Accomplishment in Program and Management Analysis, and the Certificate of Accomplishment in Human Resources Management.

LEARNINg OUTCOMES

n Describe the steps used in preparing a management study

n Identify and define problems

n Use various fact-finding techniques

n Use elementary descriptive statistics for analyzing and presenting data

WHO SHOULD ATTEND

Management technicians, supervisors, assistants, new program/management analysts, and those who anticipate doing elementary management analysis but have no formal training.




MANAgEMENT ANALySIS: PLANNINgPgMT7004D

Learn the fundamentals of planning and preparing a valuable management analysis study for your organization. Explore topics such as planning a system using the functional analysis systems technique, using decision trees to organize data, developing a thorough study proposal, and applying the weighted ranking technique in decision making.


LEARNINg OUTCOMES

n Explain the management perspective

n Analyze and/or assist with the organizational restructuring of your agency

n Understand and use the functional analysis systems technique, ordinal ranking, and weighted ranking

n Construct a causal model via back-step analysis

n Plan a project via one of the following methods: milestone chart, Gantt chart, or precedent diagram

n Use decision trees to organize data for recommendations

n Develop a viable study proposal

WHO SHOULD ATTEND

Program and management analysts, technicians, and assistants who want to increase efficiency and effectiveness on the job and improve familiarity with elementary cost concepts. Employees who need to learn the fundamentals of planning and preparing a valuable management analysis study for an organization.


Prerequisite: Management Analysis: Overview (PGMT700D) or equivalent experience.


August 1-4, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Columbus, OH


September 19-22, 2011. . . . . . . . . . . . . . . . . . . . . . Huntsville, AL









MANAgEMENT ANALySIS: DATA gATHERINgPgMT8000D

Get the knowledge and skills you need to produce thoroughly researched, useful management studies. This course provides you with both an overview and examples of the most frequently used data-collection tools and identifies those specific situations that are amenable to those tools and approaches. Moreover, the program provides an introduction to the most commonly used techniques to analyze the collected data.


LEARNINg OUTCOMES

n Construct and use a causal model

n Deduce hypotheses from a causal model

n See the relevance and importance of correlation

n Develop viable operational definitions

n Conduct physical area inspections and layout analyses

n Perform work distribution charts and work samplings

n Construct process flowcharts

n Interview and develop effective questionnaires

WHO SHOULD ATTEND

Program and management analysts, auditors, and others who want to improve their ability to produce thoroughly researched, useful management studies or who want to learn interviewing skills and how to design questionnaires and flowchart presentations.


Prerequisite: Management Analysis: Overview (PGMT700D) or equivalent experience.

SCHEDULEJuly 11-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL









July 9-12, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL








MANAgEMENT ANALySIS: ADvANCED APPLICATIONSPgMT9000D

Learn to apply and synthesize information, concepts, rules, and principles to reach a higher level of management analysis comprehension and performance in this hands-on workshop. Guided by highly experienced faculty, you review and apply management analysis tools and techniques in a structured environment to arrive at approaches or solutions to organizational issues or problems.

You should complete the other courses required for the Certificate of Accomplishment in Program and Management Analysis before taking this course, or have at least one year of supervisory experience in program management, project management, or management analysis.


LEARNINg OUTCOMES

n Take loosely defined problems or concepts and turn them into project plans

n Identify stakeholders and their roles in analyses and/or projects

n Create a clear and shared vision for projects

n Develop a measurement system that provides “early warning signs” for problems

n Accomplish project goals effectively and efficiently

n End your project and capture the lessons you have learned

WHO SHOULD ATTEND

Program and management analysts, auditors, and project/program managers who have a solid understanding of management analysis or project management fundamentals will benefit from this course.




September 6-9, 2011 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA








September 4-7, 2012 . . . . . . . . . . . . . . . . . . . . . . San Diego, CA


MANAgEMENT ANALySIS: DESIgNINg AND CONDUCTINg A STUDyPgMT8001D

Master the basics of designing and conducting a study. Discover the steps you need to proceed with confidence, including effective preparation techniques, well-founded research design methodologies, successful presentation tips, and proven work-measurement and cost-benefit analysis strategies.


LEARNINg OUTCOMES

n Define management analysis and the role of the management analyst

n Identify and analyze a problem using the process of problem analysis

n Present an effective study proposal

n Describe and apply the techniques of model building in data analysis

n Define, organize, and present a set of alternative solutions to problems

WHO SHOULD ATTEND

Program and management analysts, auditors, and other professionals who want to improve their ability to produce thoroughly researched, useful management studies.





August 22-25, 2011. . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX







April 3-6, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . San Diego, CA



June 12-15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . Jacksonville, FL



August 20-23, 2012 . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX


“I believe those who may be able to

avail themselves of this opportunity

will both enrich themselves and

enhance the value of their service

they render.”

Stillaninspiration,

90yearslater.OurfirstDirectorwas,foremost,aneducator.

As our first Director, Elmer D. Ball believed that the federal workforce

deserved an opportunity for continuing education. Through his efforts,

the Department of Agriculture established a new school to help a handful

of federal professionals enhance their skills and knowledge. Ninety years

later, Graduate School USA has provided career training to over one million

students around the world. We share Mr. Ball’s commitment to formal

education and are proud to continue his mission.

For more Graduate School USA history visit

graduateschool.edu/history



PROgRAM AND MANAgEMENT ANALySISCERTIFICATE OF ACCOMPLISHMENT IN PROgRAM AND MANAgEMENT ANALySIS

REqUIREMENTS (complete 5 courses)

n Management Analysis: Designing and Conducting a StudyPGMT8001D • 2.4 CEU

n Cost-Benefit Analysis WorkshopPGMT8100D • 1.8 CEU

n Management Analysis: Data GatheringPGMT8000D • 2.4 CEU

|oR|

n Data Collection and AnalysisPGMT7001D • 3.0 CEU

n Project ManagementPGMT7005D • 2.4 CEU

n Management Analysis: Advanced Applications (Capstone Course)PGMT9000D • 2.4 CEU

COURSE OF STUDyThe course of study for the Certificate of Accomplishment in Program and Management Analysis covers key concepts and skills required by the successful management/program analyst. The courses are government-oriented, job-related, practical, and hands-on; they are taught by instructors with many years of high-level government

experience. The program provides a framework for the development of a full and well-rounded mastery of analytic skills for the complete management (or program) analyst, and the certificate of accomplishment demonstrates a personal commitment to self-improvement.

Participants need to demonstrate a mastery of the two prerequisite courses before enrolling in the certificate program. The five required courses are presented below in a recommended sequence; it is not mandatory that you take them in this sequence, but it is highly recommended. Management Analysis: Advanced Applications is, however, the last course in the program and should be taken when all prerequisites, required and elective courses are completed. You must take a minimum of three elective courses. You have three years to complete the program.

ELECTIvE COURSES (complete 3 courses, 1 from each section below)

n Federal Budgeting for Non-Budgeting PersonnelBUDG7000D • 1.8 CEU

|oR|

n Introduction to Federal BudgetingBUDG7001D • 24 CPE

n Interpersonal CommunicationsCOMM7006D • 1.2 CEU

|oR|

n Technical WritingWRIT8100D • 1.8 CEU

n Introduction to Program evaluationPGMT7003D • 3.0 CEU

|oR|

n Management’s Responsibility for Internal Controls (oMB Circular A-123)AUDT8003G • 1.0 CEU

|oR|

n Measuring Federal Government PerformancePGMT8032D • 1.2 CEU

|oR|

n jump-Starting High Performing Teams: The FundamentalsTDEV7021D • 1.2 CEU

|oR|

n Management Analysis: PlanningPGMT7004D • 2.4 CEU

|oR|

n Conducting Quality Analysis for Decision SupportFINC9150D • 24 CPE

|oR|

n Decision Support: Building New Analytical SkillsFINC8120D • 24 CPE

PREREqUISITES(complete 2 courses)

n Basic StatisticsSTAT7001D • 2.4 CEU

n Management Analysis: overviewPGMT7000D • 2.4 CEU




PERSONAL PROPERTy

MANAgEMENT

In every department and agency

it is critical to have careful

management of—and accountability

for—personal property. however,

it is only recently that adequate

attention has been given to the

necessary training for effective

PERSONAL PROPERTy

MANAgEMENT.

➲ graduateschool.edu/ppm

Graduate School USA’s personal property management curriculum consists of courses on accountability and management leading to a certificate. You review the entire life cycle of property, from acquisition to storage to utilization to disposal, and the application of relevant policies and regulations. The curriculum covers the duties of property custodians and the methods for developing an audit trail for personal property. It also includes training in warehousing property, including space utilization, storage location systems, product retrieval, and handling and disposal.

The Certificate of Accomplishment in Personal Property Management is presented upon completion of four required courses, which provide a solid foundation of knowledge and skills for the planning, control, use, and disposal of an organization’s assets, plus three elective courses. Elective courses are selected from analytical, writing, and acquisition courses to help ensure that participants can contribute professionally to their organizations’ success. Courses are offered nationwide and range from two to four days. We also schedule on-site training.

CURRICUlUM OvERvIEW

TABLE OF CONTENTS


PERSONAL PROPERTy MANAgEMENTApplications in Personal Property Accountability, PROP7210D . . . 314

Property Accountability: The Life Cycle, PROP7112D . . . . . . . . 314

Property Management for Custodial Officers, PROP7103D . . . . . 315

Warehousing, Operations, and Disposal, PROP7001D . . . . . . . 315

Certificate of Accomplishment in Personal Property Management . 317

GraduateSchoolUSA






PERSONAL PROPERTy MANAgEMENT ➲ graduateschool.edu/ppm


APPLICATIONS IN PERSONAL PROPERTy ACCOUNTABILITyPROP7210D

Explore the team-based approaches to problem solving and decision making in the management of personal property. You work with expert faculty and share your experiences with other participants in realistic simulations, while reviewing essential information required of all property managers. You apply the skills and knowledge learned from previous courses in realistic case studies. You have an opportunity to work on your own property management issues. You also learn to create action plans for accomplishing management functions and discover invaluable problem-solving skills.


LEARNINg OUTCOMES

n Demonstrate problem-solving techniques and the application of policy to respond to real-world problems and practical exercises

n Develop confidence and skills that can be taken back to the workplace to use in your personal property working environment

n Review important content procedures and regulations for personal property managers

n Gain information and skills in team-based approaches to personal property management

n Utilize information in team-based approaches to applicable situations

WHO SHOULD ATTEND

Those who want to learn and apply team-based management skills, and those who want to learn and apply management techniques in personal property to their own work environment.









PROPERTy ACCOUNTABILITy: THE LIFE CyCLEPROP7112D

This course demonstrates how to apply laws and regulations to realistic problems in life-cycle management. Our expert faculty use activity-based instruction to focus on acquisition; accountability, including inventory management, redistribution, and reconciliation; and disposal of property. You develop effective team-based skills for managing and leading life-cycle property management operations.


LEARNINg OUTCOMES

n Apply life-cycle management to personal property

n Describe factors for determining the need for equipment

n Know supply sources and the acquisition process

n Discuss specific responsibilities of property managers in the accountability phase

n Discuss the inventory management functions of the accountability phase

n Recognize situations that require disposal of property

n Explain the methods, time frames, and responsibilities for disposal

WHO SHOULD ATTEND

Managers of personal property and facilities; administrators of property provided to contractors; those who need to apply law to real problems in life-cycle management; those responsible for all or part of life-cycle management; and those needing to know about the acquisition process, accountability, and the disposal process.












PROPERTy MANAgEMENT FOR CUSTODIAL OFFICERSPROP7103D

This course provides a comprehensive overview of the day-to-day management of personal property. Lectures, discussions, and class exercises cover the administrative and regulatory aspects of a property management program, terminology, and the processes of determination of need, acquisition, accountability, inventory, control, and disposal at the user level. Discussions center on the working environment and communication among the custodial officer, the accountable officer, and the resource managers.


LEARNINg OUTCOMES

n Review the property custodian’s role in property management

n Explain the organization for property management

n Discuss personal property control and inventory procedures

n Learn the sources available for information and how to obtain products to fill the need

n Explain the documentation flow and the procedures necessary to develop an audit trail

n Promote investment recovery through effective asset management

WHO SHOULD ATTEND

All designated or soon-to-be-designated property custodians; personnel at the user level; collateral property managers or property custodial officers; and anyone seeking a basic procedure course on personal property management responsibilities; and those who need to be able to coordinate, keep records, maintain inventory, and serve as a conduit between program and property functions.


SCHEDULEJuly 19-20, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX









July 16-17, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dallas, TX



WAREHOUSINg, OPERATIONS, AND DISPOSALPROP7001D

This is a realistic study of basic storage and warehousing of materials, supplies, furnishings, and equipment used in federal agencies.

This course ensures that you become more proficient as a warehousing manager and as a member of the property management team for the life-cycle management of personal property. Receive valuable information on the complex responsibility of warehousing, inventory management, and the disposal process.


LEARNINg OUTCOMES

n Describe accountability in the receiving process

n Explain how to receive hazardous materials

n Differentiate among the various aspects of warehousing, including utilization of space, locator systems, and materials handling equipment (MHE)

n Define storage management, including types of storage, space requirements, floor plans and layout, and storage aids and accessories

n Summarize the importance of security in inventory management

WHO SHOULD ATTEND

Anyone concerned with receipt, storage, and shipping operations; those involved in warehouse safety practices, regulations and security; those who need to know about the interface of inventory management and storage; those concerned with the use of materials handling equipment; and those who need to know how to implement a space utilization design, storage locator, and retrieval system.


SCHEDULEJuly 11-14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . Las Vegas, NV










Opennewdoorswithacertificateof

accomplishment.In this very competitive job market, prove your abilities, drive,

and performance with a certificate of accomplishment from

Graduate School USA. This credential certifies that you have

completed a planned sequence of courses in a specific field.

We offer intensive programs in dozens of key areas as well as

preparation for certification exams. You get an intensive class

experience built around relevant career content, in-depth

knowledge, and real-world training.

Graduate School USA accepts non-Graduate School USA

courses if the course work is equivalent to the course(s) in our

certificate program in content, length, and credits awarded.

However, the percentage of courses that must be taken at

Graduate School USA varies from program to program.

To apply for a certificate of accomplishment program visit graduate school.edu/certificates or call our Customer Support Center at (888) 744-GRAD.



PERSONAL PROPERTy MANAgEMENTCERTIFICATE OF ACCOMPLISHMENT IN PERSONAL PROPERTy MANAgEMENT

COURSE OF STUDyThe Certificate of Accomplishment in Personal Property Management covers life-cycle federal property management, allowing the participant to see the whole process instead of isolated procedures. The program provides a solid foundation of knowledge and skills, including team-based approaches for personal property management. Staff in positions associated with logistics, supply, acquisition, inventory management and property utilization and

disposal are the audience for this certificate. Enrollees receive a solid foundation in the planning, control, use and disposal of an organization’s assets and understand how the property management function interacts with the user, acquisition and finance.

All courses are listed in the recommended order. Choose one elective from each group of elective courses:

ELECTIvE COURSES (complete 3 courses)

Program and Management Analysis Courses (select one)

Writing Skills Courses (select one)

Acquisition Courses (select one)

n Basic StatisticsSTAT7001D • 2.4 CEU

n Introduction to Financial ManagementFINC7000D • 24 CPE

n Management Analysis: overviewPGMT7000D • 2.4 CEU

n Project ManagementPGMT7005D • 2.4 CEU

n Clear Writing Through Critical ThinkingWRIT7100D • 1.8 CEU

n essentials of englishENGL7000D • 3.0 CEU

n Fundamentals of WritingWRIT7010D • 1.8 CEU


n Contracting Basics for CoTRsACQI7503D • 24 CPE

n Introduction to Government ContractingACQI7501D • 40 CPE

n Simplified Acquisition ProceduresACQI7506D • 40 CPE

REqUIRED COURSES (complete 4 courses)

n Applications in Personal Property AccountabilityPROP7210D • 2.4 CEU

n Property Accountability: The Life CyclePROP7112D • 2.4 CEU

n Property Management for Custodial officers PROP7103D • 1.2 CEU

n Warehousing, operations and DisposalPROP7001D • 2.4 CEU



* Graduate School USA has received initial approval by the Commission of the Council on Occupational Education to offer programs in Allied Health.

ACADEMIC PROgRAMS

The ACADEMIC PROgRAMS

division of Graduate School USA

offers degree programs,

certificates, and courses designed

to help working adults develop

essential competencies for careers

in the government, as well in

private business and not-for-profit

organizations. personal

development, social responsibility,

ethical behavior, and leadership

are areas of emphasis.

➲ graduateschool.edu/academic

ManaGEMEnt CURRICUlUM OvERvIEWThe Management Department provides degree and certificate programs, career training, and professional and personal development courses to working adults in the Washington, DC metropolitan region, leading to career and personal advancement. Numerous courses are also available online. The robust curriculum is designed to provide students with the ability to understand, analyze, and help improve organizations; and to equip students with the skills necessary to manage and lead in today’s complex environment. Courses focus on practical application of processes and concepts, and reinforcement and application of concepts learned in the general education core curriculum. Management degree and certificate programs produce critical thinkers who are able to adapt quickly to a dynamic, highly technical, information rich environment to help accomplish an organization’s mission.

CEntER FOR HEaltH sCIEnCE CURRICUlUM OvERvIEWThe Center for Health Sciences features programs that have been carefully selected, reviewed by area practitioners, and designed to meet the needs of aspiring healthcare professionals. The curriculum content reflects the competencies required by today’s demanding and fast-paced medical work environments and is matched to professional and industry standards. As such, Graduate School USA intends to prepare its students to enter and thrive in rewarding career opportunities offered by the healthcare industry.

DEGREE PROGRaMs n Associate of Applied Science Degree in Accounting

n Associate of Applied Science Degree in Accounting – Federal Option

n Medical Laboratory Technician Associate of Applied Science Degree*

CERtIFICatE PROGRaMs n Phlebotomy Technician Certificate*

n Internal Revenue Agent Certificate

n Contracting Certificate

n Accounting and Auditing Certificates

aDMIssIOnsThe following admissions requirements apply to students who intend to enroll in courses for academic credit.

Undergraduate students are required to be 21 years of age or older and meet one of the following admissions standards:

n Earned a high school diploma with a grade point average (GPA) of 2.0 or above

n Possess a General Equivalency Diploma (GED)

To apply for admission, students must submit an application for admission and pay a nonrefundable application fee of $50.

CURRICUlUM OvERvIEW


sCHOlaRsHIPs aRE avaIlablEScholarship funds may be used for tuition, course fees, and required textbooks.

For more information about our programs or to attend an information session, contact the admissions office:

WEBSITE: graduateschool.edu/academic

EMAIL: [email protected]

PHONE: (202) 314-3643

stUDEnt sUPPORt sERvICEsStudent Support Services provides programs and services that foster success for students both academically and in their careers. We are committed to educating our students through the use of personalized and innovative services and resources and technology that empower them to make successful academic and purposeful career-related decisions. Our range of services include:

n Academic advising

n Career services

n Financial aid resources

n Online library

n Veteran services

n Disability services

EMAIL: [email protected]

PHONE: (202) 314-3651

ACADEMIC PROgRAMS ➲ graduateschool.edu/academic

320 2012 Graduate School uSa n 888.744.Grad n FaX 866.329.4723 n GRADUATESChOOL.EDU320 2012 Graduate School uSa n 888.744.Grad n FaX 866.329.4723 n GRADUATESChOOL.EDU

TABLE OF CONTENTS

ACADEMIC PROgRAMS

MANAgEMENT

ACCOUNTINg

Associate of Applied Science (A .A .S .) Degree . . . . . . . . . . . 321

ACCOUNTINg – FEDERAL OPTION


FEDERAL ACCOUNTINg AND AUDITINg CERTIFICATES

OPM Job Series 0510 Accounting and 0511 Auditing . . . . . . . . 323

INTERNAL REvENUE AgENT CERTIFICATE

OPM Job Series 0512 Internal Revenue Agent . . . . . . . . . . . 324

CONTRACTINg CERTIFICATE

OPM Job Series 1102 Federal Contracting . . . . . . . . . . . . . 325

CENTER FOR HEALTH SCIENCESMEDICAL LABORATORy TECHNICIAN


PHLEBOTOMy

Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 327

ACADEMIC PROgRAMS ➲ graduateschool.edu/academic


ACCOUNTINg

PROgRAM OvERvIEWGraduates of the Associate of Applied Science Accounting Degree will be able to:

n Demonstrate competency in preparing complex financial statements for various organization forms.

n Use contemporary accounting and financial software to perform all steps of the accounting cycle.

n Use accounting information to make informed decisions about the operating performance and financial position of an organization.

n Analyze accounting problems, determine appropriate calculations and perform the computations necessary for solving problems.

n Communicate orally and in writing accounting-related solutions.

n Identify the technical and ethical issues inherent in proprietary and accounting situations.

gENERAL EDUCATION CORE(29 credits)Strategies for Career Success (1 credit)

English Composition (3 credits)

Introduction to Oral Communication (3 credits)

Technical Writing oR World Literature (3 credits)

College Algebra (3 credits)

Computer Information Systems (3 credits)

American Government (3 credits)

Introduction to Psychology (3 credits)

Arts Appreciation (3 credits)

General Science & Lab (4 credits)

MAjOR CORE (36 credits)Financial Accounting (3 credits)

Managerial Accounting (3 credits)

Federal Income Tax Accounting (3 credits)

Intermediate Accounting I (3 credits)

Intermediate Accounting II (3 credits)

Accounting Computer Applications (3 credits)

Cost Accounting (3 credits)

Governmental and Not-for-Profit Accounting (3 credits)

Principles of Macroeconomics (3 credits)

Fundamentals of Business Finance (3 credits)

Legal Environment of Business (3 credits)

Introduction to Management (3 credits)

COURSE OF STUDyGraduate School USA offers an Associate of Applied Science Degree in Accounting designed to prepare students who plan to seek immediate employment in entry-level accounting positions, or who are presently employed in accounting and desire advancement. Students are given a strong academic grounding and practical experience in many different areas of study, including accounting principles, income tax, cost accounting, governmental

accounting, business principles, computer technology, communication, and broad general education.

ASSOCIATE OF APPLIED SCIENCE (A.A.S.) DEgREE


ACCOUNTINg – FEDERAL OPTION

PROgRAM OvERvIEWGraduates of the Associate of Applied Science Accounting Degree, Federal Option will be able to:

n Demonstrate competency in preparing complex financial statements for various organization forms, with particular focus on federal organizations.


n Analyze and record federal governmental agency budgetary accounting transactions, and prepare and evaluate appropriate agency financial statements.

n Analyze and discern public policy issues in the federal congressional budgets.

n Communicate orally and in writing federal budgetary accounting-related solutions.

n Identify technical and ethical issues inherent in federal agency accounting and budget systems.

gENERAL EDUCATION CORE (29 credits)Strategies for Career Success (1 credit)


Introduction to Oral Communication (3 credits)

Technical Writing oR World Literature (3 credits)



American Government (3 credits)


Arts Appreciation (3 credits)

General Science & Lab (4 credits)








Federal Accountancy (3 credits)


Legal Environment of Business (3 credits)

Introduction to Management (3 credits)

Federal Government Policy Development (3 credits)

COURSE OF STUDyThe Federal Accounting Option within the Associate of Applied Science Degree in Accounting serves to prepare students who plan to seek immediate employment in entry-level government accounting positions, or who are presently employed in government accounting and desire advancement. Students are given a strong academic grounding and practical experience in many different areas of study, including accounting principles, income tax,

cost accounting, governmental accounting, business principles, computer technology, communication, and broad general education.

ASSOCIATE OF APPLIED SCIENCE (A.A.S.) DEgREE


PROgRAM OvERvIEWIn addition to upgrading their professional competencies and qualifying for the U.S. Office of Personnel Management individual occupational minimum educational standard for federal accounting positions above the GS-5 level, students who complete the requirements for the accounting and auditing certificates are able to:



n Analyze and record proprietary, governmental and not-for-profit organization transactions, and prepare and evaluate appropriate financial statements.


n Communicate orally and in writing proprietary and accounting-related solutions.

n Identify technical and ethical issues inherent in proprietary and accounting situations.








Federal Accounting (3 credits)

COURSE OF STUDyThe Accounting Certificate for the Federal Accounting Job Series 0510 Accounting and 0511 Auditing serves those students who desire to upgrade their professional competence but who do not necessarily wish to complete the entire associate of applied science in accounting degree. All courses in the certificate program can be applied to the associate of applied science in accounting degree, should a student later opt to do so. This certificate responds to

the fact that the U.S. Office of Personnel Management individual occupational minimum educational standard for the 0510 Accounting, and 0511 Auditing Series positions above the GS-5 grade requires a four-year bachelor’s degree in accounting; OR a degree in a related field, such as business administration, finance, or public administration, that included or was supplemented by at least 24 semester hours in accounting, which may include up to six hours of credit in business law (in this standard the term “accounting” means “accounting and/or auditing”); OR a combination of education and experience—at least four years of experience in accounting, or an equivalent combination of accounting experience, college-level education, and training that provided professional accounting knowledge. These standards and additional background requirements may be found at the following URL: http://www.opm.gov/qualifications/standards/indexes/0500-ndx.asp.

FEDERAL ACCOUNTINg AND AUDITINg CERTIFICATESOPM jOB SERIES 0510 ACCOUNTINg 0511 AUDITINg


INTERNAL REvENUE AgENT CERTIFICATEOPM jOB SERIES 0512

PROgRAM OvERvIEWIn addition to upgrading their professional competencies and qualifying for the U.S. Office of Personnel Management individual occupational minimum educational standard for federal accounting positions above the GS-5 level, students who complete the requirements for the Internal Revenue Agent Certificate are able to:














Governmental and Not-for-Profit Accounting (3 credits)

Federal Accountancy (3 credits)


COURSE OF STUDyThe Accounting Certificate for the Federal Accounting Job Series 0512 Internal Revenue Agent serves those students who desire to upgrade their professional competence but who do not necessarily wish to complete the entire associate of applied science in accounting degree. All courses in the certificate program can be applied to the associate of applied science in accounting degree, should a student later opt to do so. This certificate responds to

the fact that the U.S. Office of Personnel Management individual occupational minimum educational standard for the 0512 Accounting Series positions above the GS-5 grade requires a four-year bachelor’s degree in accounting; OR a degree in a related field such as business administration, finance, or public administration that included or was supplemented by at least 30 semester hours for the 0512 Internal Audit Agent series in accounting, which may include up to six hours of credit in business law (in this standard the term “accounting” means “accounting and/or auditing”); OR a combination of education and experience—at least four years of experience in accounting, or an equivalent combination of accounting experience, college-level education, and training that provided professional accounting knowledge. These standards and additional background requirements may be found at the following URL: http://www.opm.gov/qualifications/standards/indexes/0500-ndx.asp.

INTERNAL REvENUE AgENT


CONTRACTINg CERTIFICATEOPM jOB SERIES 1102

PROgRAM OvERvIEWIn addition to upgrading their professional competencies and qualifying for the U.S. Office of Personnel Management individual occupational minimum educational standard for federal contracting positions in the GS-5 through GS-12 range, students who complete the requirements for the Contracting Certificate are able to:

n Understand economic and industry issues, and the role of accounting within that environment.

n Use accounting information to make informed decisions about the operating performance, internal operations, and financial position of an organization.

n Use contemporary accounting and financial software.




MAjOR CORE (24 credits)This requirement may be satisfied by any combination of 24 credit hours taken in accounting, business, finance, law, contracts, purchasing, economics, industrial management, marketing, quantitative methods, or organization and management.

COURSE OF STUDyThe Contracting Certificate for Federal Contracting Job Series 1102 serves those students who desire to upgrade their professional competence but who do not necessarily wish to complete the associate of applied science in accounting degree. All courses in the certificate program can be applied to the associate of applied science in accounting degree, should a student later opt to do so. This certificate responds to the fact that the U.S. Office of Personnel

Management GS-5 through GS-12 individual occupational minimum educational standard for the 1102 Contracting Series requires a four-year bachelor’s degree in any subject, OR at least 24 semester hours in any combination of the following fields: accounting, business, finance, law, contracts, purchasing, economics, industrial management, marketing, quantitative methods, or organization and management. For positions above the GS-12 grade, the 24 semester hour requirement must be included or taken to supplement the bachelor’s degree. This education standard does not apply to Department of Defense contracting positions. These standards and additional background requirements may be found at the following URL: http://www.opm.gov/qualifications/standards/IoRs/gs1100/1102.htm.

FEDERAL CONTRACTINg


MEDICAL LABORATORy TECHNICIANASSOCIATE OF APPLIED SCIENCE (A.A.S.) DEgREE

PROgRAM OvERvIEWUpon completion graduates will be able to:

n Competently collect, handle, store, and perform tests on clinical specimens requested by health care professionals that are expected of an entry level laboratory technician in the major areas of the lab.

n Distinguish between normal and abnormal laboratory test results based on predetermined criteria, correlate laboratory findings and other numerical data to common disease processes, and take the appropriate actions.

n Identify when preventative and corrective maintenance of equipment and instrumentation is necessary and perform the required maintenance or refer to the appropriate sources.

n Identify and use computer hardware components and software applications to collect, store, retrieve, and transmit health care data to other health care professionals.

n Communicate effectively using correct terminology with patients, physicians, and other health care professionals using verbal, written, and nonverbal skills.

n Demonstrate professional conduct that reflects practice standards established by the American Society of Clinical Pathology and the Health Insurance Portability and Accountability Act (HIPAA) that are legal, ethical, and safe in accordance with institutional, federal, state, and local guidelines and policies.

gENERAL EDUCATION CORE (23 credits)Strategies for Career Success (1 credit)


Oral Communications (3 credits)



Medical Law and Ethics (3 credits)


General Biology & Lab (4 credits)

MAjOR CORE (55 credits)Medical Terminology (3 credits)

Phlebotomy & Practicum (5 credits)

General Chemistry & Lab (4 credits)

Human Anatomy & Lab (4 credits)

Introduction to Physiology & Lab (4 credits)

Pathology (3 credits)

Clinical Laboratory Science (2 credits)

General Microbiology & Lab (4 credits)

Clinical Microbiology & Practicum (6 credits)

Immunology & Lab (3 credits)

Clinical Chemistry & Practicum (6 credits)

Blood Banking & Practicum (5 credits)

Hematology/Coagulation & Practicum (5 credits)

MLT Seminar (1 credit)

COURSE OF STUDyGraduate School USA Medical Laboratory Technician (MLT) Associate Degree program, prepares students for entry-level laboratory positions. As part of the laboratory team, MLTs, also known as Clinical Laboratory Technicians, work under supervision to collect, prepare, and conduct analysis on specimens. The results of their work are used to detect, diagnose, and treat diseases and conditions, an integral part of quality patient care.

Our program features a rigorous curriculum, emphasizing industry standards of scientific knowledge, technical skill and professional conduct. Students are provided with practical experience in each major area of the laboratory. Additionally, we focus on developing competencies for our students’ lifelong success, including critical thinking, problem solving, information literacy, and technology proficiency. To assist our students during the program, faculty advisors provide academic support and education planning, while career services aids students in finding employment and preparing for the workplace.


PHLEBOTOMy CERTIFICATE

PROgRAM OvERvIEWUpon completion of the program the student will be able to:

n Perform collection, transportation, handling and processing of blood specimens for analysis in accordance with specimen requirements as defined by the Clinical Laboratory Standards Institute (CLSI).

n Apply infection control and safety policies and procedures as defined by Occupational Safety and Health Administration (OSHA) Standard Precautions.

n Describe the health care delivery system, the roles and responsibilities of other health care team members.

n Communicate effectively with patients, physicians and other health care professionals using, verbal, written, nonverbal skills and correct terminology.

n Demonstrate professional conduct that reflects practice standards established by the American Society of Clinical Pathology (ASCP), American Society for Clinical Laboratory Science (ASCLS), American Association of Blood Banks (AABB), and the Health Insurance Portability and Accountability Act (HIPAA) that are legal, ethical and safe in accordance with institutional, federal, state, and local guidelines and policies.

PROgRAM COURSES (15 credits)Strategies for Career Success (1 credit)

Medical Terminology (3 credits)

Medical Law and Ethics (3 credits)


Phlebotomy & Practicum (5 credits)

COURSE OF STUDyPhlebotomists are allied health professionals trained to collect specimens for laboratory testing used to diagnose and treat diseases. Specimen collection, handling, and processing in accordance to industry standards are important tasks in the overall patient care system. Also referred to as Phlebotomy Technicians or Venipuncturists, phlebotomists are employed in inpatent, ambulatory, and research settings. They must adhere to infection control and

patient safety procedures, and demonstrate professional conduct.

Graduate School USA Phlebotomy Technician Certificate program is robust, emphasizing industry protocols and proper technique for specimen collection. Student knowledge and skills are cultivated by a combination of classroom and practicum experience. Like those in the degree programs, phlebotomy students are assigned faculty advisors that provide academic support and education planning, and have access to career services to assist with finding employment and job readiness.

All courses transfer into the Medical Laboratory Technician (MLT) degree program at Graduate School USA.

DISTANCE EDUCATION AND TECHNOLOgy-ENABLED LEARNINg

CURRICUlUM OvERvIEW

Graduate School USA provides a wide array of distance education options that include everything from time-tested and highly portable paper-based courses to the high-end GS Connect, offering streaming audio and visual course content delivered over the Web.

graduateschool.edu/distance

Our distance education courses and delivery methods can assist you in meeting your time- and mission-critical needs and accommodate your busy schedule.

abOUt Gs COnnECtGS Connect expands your delivery options for distance education with extensive quality services that meet your time- and mission-critical training needs. This online platform brings the classroom to you in a whole new way with the use of interactive multimedia (audio and video) to deliver an engaging learning experience. Whether it’s training for all your employees or just for you, GS Connect has a distance education option that will meet your needs.

Flexible options for learning on the go.EASy START-UP

Going online has never been easier. Only a Flash®-enabled Web browser and headset or speakers are required to access our courses.

DISTANCE EDUCATION

LIVe INDePeNDeNT PReMIUM PRINTeD CD-RoM oNLINe


IT’S EASy TO CONNECT ONLINE

We help you test your connections and get ready to go before the course begins. Our efficient help desk is ready to assist you throughout your online experience.

n We use Adobe® Acrobat® Connect™ software to stream video and audio to your PC. Just log into our classroom online.

n No special equipment is needed. If your class requires that you chat with the instructor, you will be asked to provide a headset.

n Normal high-speed bandwidth should be used when viewing the courses that contain video (for optimum performance).

n All you need is Flash®! The Flash player can be downloaded from Adobe free of charge.

Gs COnnECt lIvEGS Connect Live courses offer real-time, face-to-face access to the instructor over the Web; classes are also archived and can be viewed at any time during the course. These courses offer the same kind of quality interaction as our classroom-based courses.

INTERACT WITH THE INSTRUCTOR

See and respond to the instructor using VoIP. All you need is a headset or speakers, and you’re ready to participate.

CHAT ROOMS

Students can choose to chat with the instructor or other students via the chat room option if they prefer.

ARCHIvED CLASS SESSIONS

Concerned about missing an online session? With GS Connect you can view and actively participate in the activities if you miss the live session.

vARIOUS ACTIvITIES

Courses contain a variety of activities, including videos, polls, and group work in breakout rooms.

SIMULATIONS

Learn how to use government websites, MS Office 2007, and other software by walking through simulations with one of our highly qualified instructors. You can even participate with our simulations on your own time!

Gs COnnECt InDEPEnDEntGS Connect Independent courses with recorded media presentations offer the convenience of training anytime, anywhere. Instructors support classes by answering your email questions and facilitating some related discussion forums.

HIgH-qUALITy CONTENT

Students view video sessions of professionally produced content, delivered by the same skilled instructors who teach in our classrooms. Lessons containing Adobe® Captivate® sessions, which demonstrate how to use topical information, are included.

STUDy ON yOUR OWN TIME

Content is broken into modules that can be reviewed in any order. Review the content that is pertinent to your skill set. Participate in the activities and watch videos as many times as you wish. Students complete activities after watching the modules of video. Many courses allow you to start whenever it is convenient for you.

STEP-By-STEP PROCESS

Learn how to use software, forms, and manuals by watching our instructors show you how to step through procedures using the Captivate® instructions. It’s easy!

TWO gS CONNECT INDEPENDENT FORMATS

Most courses are cohort-based. These courses are designed so that you have the opportunity to interact with colleagues in instructor-moderated chatrooms They contain rich media content, including video lectures presented by the same instructors who lecture in our face-to-face courses.

Simulations, videos, and games are included in your classroom to create an engaging learning experience. You can now participate in these activities in both our Adobe Connect or Blackboard-based classrooms via your iPhone, iPad or other mobile device. Taking classes has just become more convenient!

Our retirement courses, and others which promote private interaction with the instructor, give you the best of two worlds. You can experience the interactivity of our rich media classrooms, but you will be able to interact privately with our instructors via email. Ask our experts those personal questions in guaranteed privacy.

Gs COnnECt PREMIUMDo you have special training needs? We can quickly create a quality training program for your employees and deliver it anytime, anywhere.

MENTORINg AND COACHINg

We offer one-on-one mentoring by our experienced instructors or your expert. Coaching and career development services are available for individuals or small groups.

LIvE EvENTS

We send our production crews to your locations, and productions of the training are broadcast via the Internet to remote employees. You save on travel costs, and staff can still have that face-to-face experience!

Don’t have the training space? Let us produce your live events in our studio!

CUSTOMIZED COURSES

n Let our qualified instructional designers create engaging training courses for your agency.

n Create courses from your content or ours.

n Students may access archived video of live events.

n Utilize the GS Connect modalities, which include live, independent, or a combination of the two.

n Large or small events, one-on-one, team facilitation, and collaboration are all available, along with many other possibilities.


DISTANCE EDUCATION ➲ graduateschool.edu/distance


graduateschool.edu/distance ➲ DISTANCE EDUCATION

GS Classic courses provide distance education and training utilizing traditional delivery mechanisms that have been proven effective by Graduate School USA over the past 70 years. Content is supplied through components in Printed, CD-ROM, and Online formats. Because these courses have demonstrated their effectiveness to distance learners over such a significant time period, you can be confident in their ability to help you reach your training and educational goals.

INSTRUCTORS

Some GS Classic courses use an instructor while others do not. For those that do, instructor involvement may include feedback supplied to students on submitted assignments, interaction through online discussion forums, and ad hoc assistance through email.

PROCEED AT yOUR SPEED

Nearly all courses are self-paced, enabling you to progress in accordance to the demands of your personal and work schedules. In addition to this high level of schedule flexibility, the time limit for courses is typically either six months or one year, with the option for a time extension if needed.

ACe/CReDITMany of the GS Classic courses have been recommended to receive college credit by the American Council on Education College Credit Recommendation Service (ACE/CREDIT). This means that many of the courses may be transferable to degree programs at colleges and universities throughout the country. You will need to check with the school to which you plan to transfer in order to learn what its policy is for transferring credit from outside courses.

Gs ClassIC PRIntEDThe ultimate in educational flexibility and portability, GS Classic Printed courses consist of workbooks and textbooks containing course content, reference materials, job aids, and exercises. Because study materials are provided in a preprinted format, the time and place you establish for learning is nearly limitless. If your lifestyle is “on-the-go,” or if your chosen profession demands that you be able to travel, or perhaps relocate at a moment’s notice, this is an excellent option for you. And because you retain the materials after you’ve completed the course, you will always have these valuable resources available to reference as needed either on the job or in future classes.

GS Classic Printed courses are provided in both instructor-assisted as well as independent formats. For courses that are instructor-assisted, you receive a course guide that tells you how to complete your course. It will also include exercises and supplemental materials. When assignments are completed, you send them to an instructor via email or regular mail for grading and feedback. Most of these courses are based on published textbooks or other references.

Independent courses enable you to evaluate your progress through self-check exercises and multiple-choice tests that you send in for grading.

Gs ClassIC CD-ROMNo Internet access? No wireless hotspot? No problem! GS Classic CD-ROM courses provide content on CDs, dramatically increasing the number of locations and times available for your learning.

Most of these courses are designed to be taken independently with no instructor interaction, but some limited assistance is available from School staff if needed.

Courses consist of several lessons that include practical exercises. Many also include case studies, reference materials, and job aids. In addition, as with our GS Classic Printed courses, you retain the CD after you’ve completed the course, so you will have this valuable resource available to reference as needed in the future.

Gs ClassIC OnlInEOur GS Classic Online courses are text-based, delivered via the Web. Some provide instructor interaction while others use an independent learning format. For those that utilize an instructor, support is available via an online discussion forum or through email. Assignments are also submitted for instructor grading and feedback.

Depending on the specific course, content may be obtained from electronic files downloaded from the course website, through textbooks that need to be purchased separately, or both.

The courses are convenient and flexible and allow you to tailor your progress to your own unique learning needs, skill level, and knowledge level. You can scan, review, study in-depth, or skip the content at your discretion. Our independent study online courses are designed to be taken at home or at the office with the flexibility of when and where you have a computer with Internet access.

abOUt Gs ClassIC

DISTANCE EDUCATION ➲ graduateschool.edu/distance graduateschool.edu/distance ➲ DISTANCE EDUCATION


Gs ClassIC PRIntEDACCOUNTINg/BUDgET/FINANCE

Cost Accounting I: Job Order Cost Accounting, ACCT2250C

Cost Accounting II: Process Cost Accounting, ACCT2251C

Cost Accounting III: A Management Tool, ACCT2252C

Federal Government Accounting I, ACCT2260C

Federal Government Accounting II, ACCT2261C

Intermediate Accounting I, ACCT2201C

Intermediate Accounting II, ACCT2202C

Introduction to Federal Budgeting, BUDG7001N

Principles of Accounting I: Basic Principles, ACCT1101C

Principles of Accounting II: Financial Accounting, ACCT1102C

Principles of Accounting III: Managerial Accounting, ACCT1103C

RUS Borrower Accounting (Electric), ACCT2211C

RUS Borrower Accounting (Telecommunications), ACCT2212C

AUDITINg

Internal Auditing I, AUDT3401C

Internal Auditing II, AUDT3402C

EDITINg

Introduction to the Editing Process, EDIT1140C

Proofreading, EDIT1160C

Proofreading, EDIT7051N

ENgLISH AND WRITINg

English Grammar and Usage, ENGL7051N

Expansion of Vocabulary Knowledge, ENGL0036C

Mastering English Grammar, ENGL1045C

Put It in Writing, WRIT7003N

Using Plain Language When Writing for Government and Business, WRIT2102C

Writing Reports and Other Workplace Documents, WRIT2301C

Writing Sentences and Paragraphs Effectively, ENGL0040C

Writing Short Informational Reports, WRIT7004N

ENgINEERINg TECHNOLOgy

Basic Electricity, ENGN1101C

Hydrology I, ENGN5501C

Hydrology II, ENGN5502C


Advanced Processing Personnel Actions, PROC9003N

Basic Labor Relations, LABR7051N

Basic Processing Personnel Actions, PROC7003N

Basic Staffing and Placement, STAF7100N

Calculating Service Computation Dates, PROC7002N

EEO Counseling, EEOP7002N

EEO – Its Place in the Federal Government, EEOP7051N

Improving Employee Performance, SUPV7007N

Pay Options for Recruitment and Retention, PADM7003N

Pay Setting for FWS Positions, PADM7001N

Pay Setting for GS Positions, PADM7002N

Personnel Procedures for Clerks and Assistants, PROC7001N

Position Classification: An Introduction, CLAS7051N

Preventing Sexual Harassment in the Workplace, EEOP7003N

Processing NSPS Personnel Actions, PROC7103N

Qualification Standards for GS Positions, STAF7051N

Reduction-in-Force, STAF7052N

Solving Performance and Conduct Problems, LABR7052N

LIBRARy AND INDEXINg TECHNIqUES

Applied Indexing, EDIT3361C

Basic Indexing, EDIT3360C

Basic Reference Service and Reference Tools, LIBT2245C

Descriptive Cataloging, LIBT1120C

Descriptive Cataloging: Nonbook Materials, LIBT1135C

Introduction to Library Techniques, LIBT1110C

Subject Cataloging and Classification, LIBT2220C

MANAgEMENT AND SUPERvISION

Assertive Supervision, SUPV7002N

Effective Work Delegation, SUPV7056N

Introduction to Supervision, SUPV7101N

Planning and Describing Positions for Supervisors, SUPV7061N

Success-Oriented Supervision, SUPV2202C

Time Management for Supervisors, SUPV7051N

MATHEMATICS AND STATISTICS

Basic Mathematics, MATH1101C

Calculus I (Differential), MATH2210C

Calculus II (Integral), MATH2211C

College Algebra, MATH2250C

Elements of Statistics, STAT3350C

Practical Statistics, STAT7001N

DISTANCE EDUCATION ➲ graduateschool.edu/distance


graduateschool.edu/distance ➲ DISTANCE EDUCATION

Gs ClassIC OnlInEENgLISH AND WRITINg

Practical Writing, WRIT1810A

Thinking Critically, Writing Clearly, WRIT1101A

Writing Workshop, WRIT7109A


Developing Performance Standards, LABR7007A

Fair Labor Standards Act, CLAS7102A

Federal Classification, CLAS7052A

Federal Human Resources Management, PERS1731A

Federal Staffing, STAF7102A


Becoming a Motivational Leader, MGMT7903A

Performance Feedback, SUPV7008A

PARALEgAL STUDIES

Advanced Legal Research, LAWS9000S

Advanced Legal Research and Writing Certificate Course, LAWS9555S

Alternative Dispute Resolution, LAWS9200S

Bankruptcy Law, LAWS9185S

Business Law and Practices, LAWS9355S

Constitutional Law and Civil Liberties, LAWS9155S

Criminal Law, LAWS9255S

Criminal Procedure, LAWS9425S

Education Law, LAWS9435S

Estate Planning: Probate, Wills, and Trusts, LAWS9325S

Family Law, LAWS9285S

Immigration Law, LAWS9525S

Intellectual Property, LAWS9535S

Legal Investigation Certificate Course, LAWS7200S

LegalNurse Consulting Training CourseTM, LAWS7100S

Legal Secretary Certificate Course, LAWS7300S

Paralegal Certificate Course©, LAWS7000S

Victim Advocacy, LAWS9225S

Victim Advocacy Certificate Course, LAWS7400S

Water Law, LAWS9625S

PROjECT MANAgEMENT

PMP® Exam Preparation, PROJ8395A

Project Management, PRJO1101A

METEOROLOgy

Dynamic Meteorology I, METO3361C

Dynamic Meteorology II, METO3362C

Introduction to Meteorology, METO1160C

Physical Meteorology, METO2260C

Satellite Meteorology, METO2270C

Synoptic Meteorology I, METO4461C

Synoptic Meteorology II, METO4462C

PARALEgAL STUDIES

Administrative Law and Procedure, LAWS3310C

Business Law I, LAWS1120C

The Freedom of Information Act and the Privacy Act, LAWS3335C

Introduction to Law for Paralegals, LAWS1110C

Legal Ethics, LAWS1116C

Legal Research, LAWS2215C

Legal Writing, LAWS2220C

PROjECT MANAgEMENT

Basic Project Management, PROJ7001N

Gs ClassIC CD-ROMACCOUNTINg/BUDgET/FINANCE

Controlling a Budget, BUDG7052N

Introduction to Federal Accounting, ACCT7120N

Introduction to Federal Budgeting, BUDG7001N


Advanced Processing Personnel Actions, PROC9003N

Basic Processing Personnel Actions, PROC7003N

Calculating Service Computation Dates, PROC7002N

Developing Performance Standards, LABR7007N

EEO Counseling, EEOP7002N

EEO – Its Place in the Federal Government, EEOP7051N

Introduction to Federal EEO, EEOP7004N

No FEAR Act, EEOP7005N

Personnel Procedures for Clerks and Assistants, PROC7001N

Preventing Sexual Harassment in the Workplace, EEOP7003N

Qualification Standards for GS Positions, STAF7051N


Introduction to Human Resources Management for Supervisors, SUPV7018N

Managing Attendance and Leave for Supervisors, SUPV7005N

Staffing and Placement for Supervisors, SUPV7010N

DISTANCE EDUCATION ➲ graduateschool.edu/distance graduateschool.edu/distance ➲ DISTANCE EDUCATION


Gs COnnECt InDEPEnDEntACCOUNTINg/BUDgET/FINANCE

The Congressional Budget Process, BUDG8013A

Ethics Compliance and Enforcement, ACQI9002A

Fundamentals of Federal Budgeting, BUDG7501A

AUDITINg

Advanced Audit Report Writing for Supervisors, AUDT9431A

Audit Report Writing, AUDT8431A

Developing Performance Audit Findings, AUDT8500A

Planning Audit Assignments, AUDT8047A

ENgLISH AND WRITINg

The Basics of Clear Government Writing, WRIT7986A

Fundamentals of Writing, WRIT7510A


Adjudicating and Applying Veterans’ Preference, STAF8607A

Applying for Federal Jobs, CDEV7005A

CSRS Retirement Planning, BENE7520A

CSRS Retirement Planning for Law Enforcement and Firefighters, BENE7620A

FERS Mid-Career Retirement Planning, BENE7530A

FERS Orientation for New Employees, BENE7630A

FERS Retirement Planning, BENE7510A

FERS Retirement Planning for Law Enforcement and Firefighters, BENE7720A


Enterprise Architecture Overview, ENTR7001A

Safeguarding Personally Identifiable Information, SRTY8004A

Security Awareness Training, SRTY7030A

PROjECT MANAgEMENT

Earned Value Management, PROJ8500A

Gs COnnECt lIvEAUDITINg

Practical Statistical Sampling for Auditors, AUDT9100A

COMMUNICATIONS

Creative Problem Solving, ADMB7502A

Winning Customer Service, COMM7510A

ENgLISH AND WRITINg

Writing for Web 2.0, WRIT8003A


Financial Planning for Federal Employees, BENE7500A


Microsoft Access 2007: Intermediate, DBAS8515A

Microsoft Access 2007: Introduction, DBAS7515A

Microsoft Excel 2007: Intermediate, SPRD8578A

Microsoft Excel 2007: Introduction, SPRD7578A

Microsoft PowerPoint 2007: Introduction, PRES7568A

Microsoft Project 2007, PROJ7590A

Microsoft Word 2007: Introduction, WORD7568A


Developing Emotional Intelligence Skills, LEAD8500A

Enabling Organizational Change, LEAD9001A

Leadership Skills for Non-Supervisors, ADMB7506A

Leading Teams and Groups, TDEV8500A

Leveraging Organizational Networks to Improve Performance, LEAD9002A

Your Personal Brand, LEAD8010A


The National Fair Housing Training Academy’s goal is to ensure consistent and prompt enforcement of fair housing laws through the professional training of HUD, state, and local civil rights investigators, who are the Fair Ho Available by contract. using Assistance Program’s (FHAP) enforcement partners. National Fair Housing Training Academy instruction also focuses on a critical and related area—the development of fair lending practices for housing.

Courses such as Fair Housing Law and Ethics; The Psychological Impact of Discrimination; Negotiation Skills and Interviewing Techniques; and Writing for Investigators address the specific legal, psychological, and practical knowledge and tools required by investigators.

COURsEsCORE CURRICULUM (TAkEN OvER FIvE WEEkS) n Briefing Techniques for

Complaint Investigations

n Clear Writing – Final Investigative Reports

n Critical Thinking and Investigation, Including Interviewing Techniques

n Discovery Techniques and Evidence

n Effective Intake for Fair Housing Complaints

n Fair Housing Investigation Review and Application

n Fair Housing Law and Ethics

n Litigating Fair Housing Cases

n Negotiation Skills/Conciliation for Investigators

n Reasonable Accommodations and Modifications

n Standards for Testing Cases

n The Psychological Impact of Discrimination

n Theories of Proof and Data Analysis

n Writing Cases Using TEAPOTS

aDvanCED COURsEs n Accessibility for Investigators

n Affirmatively Furthering Fair Housing

n Buyer and Borrower Beware

n Commissioner Training

n Conciliation for Investigators

n Establishing a Fair Housing Complaint

n Fair Housing for Persons with Disabilities

n Financial Aspects for Lending

n Foreclosure Prevention

n Legal Training for Private Attorneys in Fair Housing Cases

n Legal Training for Public Attorneys in Fair Housing Cases

n Lending Discrimination and Predatory Lending

n The Leadership Challenge Workshop for Fair Housing Leaders

n The Federal Fair Housing Effort: The Backstory and the Law

n Understanding and Analyzing Investigative Documents

FOR MORE InFORMatIOnFor additional course information, visit www.nfhta.org.

NATIONAL FAIR HOUSINg

TRAININg ACADEMy

The patricia Roberts harris

NATIONAL FAIR HOUSINg

TRAININg ACADEMy (NFhTA)

was created by the Department

of housing and Urban

Development’s (hUD) Office

of Fair housing and Equal

Opportunity (FhEO) in May 2004.

Since 2007, Graduate School USA

has managed the Academy’s

training, curriculum development,

and related support services.

CURRICUlUM OvERvIEW



Letourclassescometoyou.Thevalueofknowledgeismeasuredeveryday.No matter how much you’re stretched for time, we offer distance

learning options that can suit your schedule. From interactive online

classes to self-paced courses, GS Connect and GS Classic provide

flexible options for learning on the go. In fact, you may not even

need Web access. Study at your own pace, submit assignments, get

instructor feedback, and earn course credits without interrupting

your schedule. Many of our current classroom courses have a related

distance education course. For the most current list of related distance

education courses, please visit graduateschool.edu/relatedcourses.




nEED MORE InFORMatIOn?Call (888) 744-4723 or check the course catalog at

graduateschool.edu/catalog to select the course,

topic, or subject area that meets your specific training

or program needs.

Most of the classroom courses in this catalog are available for on-site training. By bringing Graduate School USA courses to your office

or field site you can realize the following benefits when compared to sending many employees to separate open enrollment training

courses or to a distant location:

COst savInGs

n eliminate travel costs like employee

airfare, transportation, hotel, meals, parking,

and rental cars.

n Maximize employee time with no travel time,

overtime, compensatory pay, or weekend travel.

n Retain complete control with pricing levels

based on the number of participants.

n Get government discounts through the use of

GSA Federal Supply Schedule 874.

COnvEnIEnCE

n You choose the best time to learn based on

your employees’ work loads and schedules.

n You eliminate the hassles of traveling to an

off-site location for training.

n You benefit from a course scheduled to fit

your normal workday (or any time you

choose, including weekends).

n You experience turn-key delivery—pick the

training, time, and place, and we handle the rest.

RElEvanCE

n Tailor off-the-shelf training and incorporate

examples and content specific to your agency.

n Specialized client services that include

assistance with site selection, scheduling,

marketing, and more.

n Delivery Format Selection from a variety

of delivery formats, including instructor-led,

Web-based, CD-ROM, and other distance

education models.

CUSTOMER SUPPORT CENTER

PHoNe: (202) 314-3300

ToLL-FRee: (888) 744-GRAD ([888] 744-4723)

FAx ToLL-FRee: (866) FAX-GRAD ([866] 329-4723)

TDD: (888) 744-2717

eMAIL: [email protected]

ADDReSS:

Graduate School USA Customer Support Center 600 Maryland Avenue, S.W. Washington, DC 20024-2520

CUSToMeR SUPPoRT CeNTeR HoURS:

7:30 a.m. to 6:00 p.m. Eastern time Monday through Friday

gSA SUPPLy SCHEDULE 874Contract Number GS-10F-0228P

Our Schedule Services include:

n A full range of consulting, facilitation, survey and training capabilities to provide our clients with the full spectrum of training support. Graduate School USA incorporates 90 years of serivce to the Federal Government into the development of learning objectives curriculum development and classroom delivery.

n We also offer DAU and FAI certified DAWIA and FAC Acquisition Workforce Training.

graduate School USA will work with your organization to develop a performance based solution focused on the achievement of your mission based objectives.

On-sItE tRaInInG anD CUstOMIzED sERvICEs


nEED a PRICE qUOtatIOn?Receive a price quotation for your desired course(s) by

calling (888) 744-4723 or completing the Contract for

Training at Your Location Inquiry Form on our website at

graduateschool.edu/OnsiteForm.






Call our Customer Support Center at (888) 744-GRAD or email [email protected]. An advisor will contact you to discussyour requirements.

Did you know? If you need to arrange a class in your area but don’t have enough participants to make it all happen, we can contact other organizations in your area that may be interested in sharing a class.



Ü PROCEss

Consisting of experts in the areas of training, performance improvement, multimedia development, and audio-video design, the GS Connect Team works to produce engaging online courses.

The GS Connect Team works through the ADDIE learning development model to ensure that all learning products effectively reach the learning objectives. The team will work closely with you throughout the entire process, or we can assist you with one or more different areas.

CUstOMIzED tECHnOlOGy-EnablED lEaRnInG sOlUtIOns

CasE stUDyEthics Training on Gifts and Travel for the House of Representatives

THE BACkgROUND

The House of Representatives Learning Center needed to update their existing Ethics Training course and contacted Graduate School USA for instructional design and technology-enabled learning solutions. Design requirements included:

n Accessible course materials for the 10,000+ participants

n Engaging online course incorporating opportunities for participants to check for learning

n Ability for the House Learning Center to track completion rates

n Implementation on the House Learning Center’s Learning Management System

THE SOLUTION

By combining good instructional design methodologies with industry-standard technologies, Graduate School USA developed a course that met the learning needs and design requirements. After the successful launch of Ethics Training, staff are now able to meet their requirements for annual ethics training, whether in the DC metropolitan area or in a field office.

OBJECTIVES

TRAINING NEEDS

GOALS

PROJECT PLAN

ANALySIS

n Determine training needs, goals, and objectives, and create a project plan

n Assess existing content and identify supporting resources to be used in course development

DO yOU HavE InstRUCtIOnal DEsIGn nEEDs?Our credentialed and experienced instructional design team can develop technology-enabled learning solutions for your agency’s unique LMS (Learning Management System) or our systems.

The GS Connect Team can also:

n Assist your agency’s design team or independently develop content

n Work with your experts or provide content from our widely respected team of instructors

n Provide quality content which can be customized to your specific agency needs

n Meet all of your production needs quickly and cost-effectively

n Create custom technology-enabled learning solutions to increase your employees’ effectiveness

n Bring together staff who are located in different geographic areas, without significant travel costs

DESIgN

n Determine learning strategies and appropriate delivery methods

n Develop course storyboards that contain all elements of the training, including main content, narration, interactive graphics, quizzes, and more


Ü REsOURCEs

The Team:

n Over 75 years of combined experience in instructional design, multimedia development and programming, project management, and course facilitation

n Credentials and advanced degrees in their fields, and all place a high priority on continuous learning to provide you the most current, effective solutions

n Experience in the public sector, private sector, consulting, and nonprofits

The Technology:

n State-of-the-art studio available for any type of video or audio productions/editing or to produce live and recorded learning events

n Equipment is mobile, which provides the ability to produce the same quality production at any location

n Use of Adobe® software to create video, audio, graphics, animation, Flash® interactions, simulations, games, webinars, podcasts, and mobile solutions

n Content can be deployed on our Adobe® Acrobat® Connect™ servers, through Blackboard, or delivered on your Learning Management System (LMS)

CUstOMIzED tECHnOlOGy-EnablED lEaRnInG sOlUtIOns

EvALUATE

n Create evaluation tools such as interactive games, quizzes, and surveys

n Analyze evaluation results to capture possible changes for future revisions

IMPLEMENT

n Conduct implementation and pilot testing, evaluating the results and making modifications as needed

n Host the content on the internal Graduate School USA Learning Management System (LMS), or assist in loading it onto your platform

n Deliver Sharable Content Object Reference Model

(SCORM) course packages to fit your custom LMS

TO LEARN MORE ABOUT TECHNOLOgy-ENABLED LEARNINg SOLUTIONS

n Visit graduateschool.edu/distance

n Call the Distance Education office at

(866) 448-9740 or (202) 314-3600

n Email [email protected]

We look forward to assisting you in

creating customized technology-enabled

learning solutions that meet your

organization’s needs.

DEvELOP

n Develop a prototype module to preview the look and feel of the learning environment

n Produce live and recorded video productions in our state-of-the-art studio

n Create course components, including images, video, audio, text, interactive simulations, and activities


COnFEREnCE anD EDUCatIOnal sERvICEs CEntERFor more than 20 years, the Conference and Educational Services Center of Graduate School USA has assisted external organizations with conference management to enhance and leverage their educational programs in ways that help them achieve organizational objectives.

Conference and Educational Services Center staff work closely with the School’s senior consultants, the business development sales team, and curriculum directors to identify opportunities and to engage in school outreach.

The Conference and Educational Services Center offers the following consultative services and value-added products:

n Support in the formulation and achievement of educational program goals and objectives

n Aid in designing and managing educational programs and events

n Assistance to communities of practice via symposia and seminars hosted by Graduate School USA in its role as a thought leader in our curriculum and product areas

n Help in marketing educational programs and events

n Assistance in securing educational speakers and resources

n Assistance in developing and delivering pre-event orientations and post-event capstones, including delivering these events through the use of the School’s GS Connect platform

n Certification for educational programs and events by offering CEUs and CPEs, which increase value and attendance

n Assistance in conducting evaluations and return-on-investment analyses of educational programs and events

Included among our clients are DoD; EPA; FDA/CFSAN; GSA; USDA; U.S. Department of the Interior; U.S. Department of Labor; and U.S. Department of Energy.

For information, contact the center’s director, Isabelle Howes, at (202) 314-4713 or [email protected].

In addition to language skills, we offer courses covering a wide range of career topics and personal interests. You can even earn certificates of accomplishment in several key areas.

Visit graduateschool.edu/evening for a list and schedule of evening and weekend classes, or call our Customer Support Center, (888) 744-GRAD.

EvEnInG anD WEEkEnD PROGRaMsGraduate School USA’s evening and weekend courses enjoy wide acclaim throughout the Washington, DC area. Our business and management curriculum has a wide array of classes in accounting, financial management, human resources and management. We also have courses in subjects ranging from horticulture and natural history to photography and graphic arts. Our foreign language instruction is famous in Washington, DC. We currently offer courses in 15 languages – Arabic, Chinese-mandarin, Farsi, French, German, modern Greek, Hindi, Italian, Japanese, Korean, Portuguese (Brazilian), Russian,

Spanish, Turkish and Urdu. Our communications curriculum includes courses in English skills, writing and editing. We also offer courses in many other areas, including: information technology, paralegal studies, test preparation, mathematics, statistics and economics. The American Council on Education (ACE) College Credit Recommendation Service has evaluated many of our evening and weekend courses. Please visit graduateschool.edu/evening for complete information about our evening and weekend courses.

Gsa sCHEDUlE 874 (MObIs)Graduate School USA is approved (GSA contract number GS-10F-0228P) to provide the following General Services Administration (GSA) Federal Supply Schedule 874, Mission Oriented Business Integrated Services (MOBIS):

Consultation Services (874-1)

Consultation with government agencies to develop strategic plans, process and productivity improvement, performance measures and indicators, data collection and analysis systems, and management and information systems. Consultation on structure and components of human resources development programs to strengthen management and to provide for management succession planning.

Facilitation Services (874-2)

Facilitation among governments and with federal agencies to identify and prioritize technical assistance and development needs, develop strategic and project plans, allocate resources, and construct evaluation protocols. Plan and facilitate sector and cross-sector meetings and conferences, establish objectives and agendas, moderate sessions, manage and record session proceedings, prepare reports for dissemination, and conduct post-meeting briefings. Facilitate experiential learning teams, training sessions, and other learning activities in support of strategic plans.

Survey Services (874-3)

Design, develop, implement, and analyze surveys to assess 1) process and workflow in organizational functions; 2) human resource development needs; 3) management and information systems. Numerous other management, organizational and business improvement services.

Training Services: Instructor Led Training (874-4)

Instructor led and Web based training and education courses, course development, off-the-shelf training and/or educational courses that are delivered in a traditional classroom setting or conference/seminar. Learning is also available as web-based delivery. Professional services can support planning, creating, and executing subject matter specific training and/or educational courses.


DAU and FAI Certified DAWIA and FAC Acquisition Workforce Training (874-8)

Certification at the junior, intermediate, and senior levels to reflect the need to meet increasingly more rigorous standards for education, training, and experience. Applies to Contracting Officers (COs) regardless of general schedule series with authority to obligate funds above the micropurchase threshold. Also applies to: program and project managers (FAC-PM), as identified by the agency’s Chief Acquisition Officer (CAO), or equivalent; all Contracting Officer’s Representatives (CORs); and Contracting Officer’s Technical Representatives (COTRs), or equivalent.

For More Information

For additional information concerning the above GSA Schedule 874 MOBIS services, please contact our Customer Support Center at (888) 744-4723. Receive a price quotation for instructor led training services (874-4) by calling (888) 744-4723 or by completing the Contract for Training at Your Location Inquiry Form on our website at graduateschool.edu/Quote.

tRaInInG CEntER ManaGEMEntGraduate School USA has extensive experience in successfully managing agency training centers and delivering a broad range of customized career development services. Our on-site training center administration support services offer agencies knowledgeable, flexible, and dependable solutions to their employee development staffing requirements. Our capabilities include training center office staff support, facilities management, competency-based organizational development facilitation, workforce assessment, customized course development and delivery, learning management system administration, career and work/life counseling services, and on-site distance learning delivery support. For more information, please call (202) 314-4709.

graduateschool.edu







gENERAL INFORMATION


The Capabilities and Accreditation

and Approvals sections beginning on

page four of this catalog provide

additional information concerning the

Graduate School USA’s mission,

institutional goals, capabilities,

accreditation and approvals from

recognized external organizations.

This section includes some of the

policies and general information

applicable to the Government

Training and professional

Development non-credit courses.

please visit graduateschool.edu/

policies for the most complete and

up-to-date information relating to all

Graduate School USA policies and

procedures. If you have any questions

or need additional information,

please contact our Customer Support

Center at (888) 744-4723.

Registration Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 343

Non-Credit Admissions Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . 344

Training Accessibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 344

Multiple Registrations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 344

Registration Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 344

GSA Federal Supply Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . 344

Notifications:

Acknowledgement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345

Confirmation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345

Class Cancellations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345

Five Easy Ways to Register . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345

Refund Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346

Course Hours and Attendance . . . . . . . . . . . . . . . . . . . . . . . . . . . 346

Course Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346

Inclement Weather and Emergencies. . . . . . . . . . . . . . . . . . . . . . . . 346

Dress and Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347

Transcripts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347

Guarantee and Grievances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347

Equal Opportunity Provider. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347

Privacy Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348

Reserved Rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348

abOUt GRaDUatE sCHOOl Usa

Meetingthechallengesofgovernmentfor

90years.


REGIstRatIOn MEtHODsGraduate School USA strives to make its registration policies and procedures as simple as possible so that you can quickly and easily register for open enrollment courses. Following these procedures maximizes your chance of enrolling in the class you want, when you want it. Register early; class sizes are limited and classes often fill quickly! If you have questions or need additional information, please contact our Customer Support Center. Our website contains all the latest information on class offerings and scheduling. New overflow sessions are often added to accommodate participant demands throughout the year.

We also conduct hundreds of on-site contract courses each year and can create customized solutions to meet your specific organizational needs.

1. Register Online with a Credit Card – The fastest way to register, and obtain the most current information about a class. Website: graduateschool.edu.

Visit our online course catalog and select the class you want to take. When you click on the “Register” button, our website will lead you through a secure online registration process. To complete the online registration you will need the participant’s contact information, including current email address, and the credit card payment information. Payment by credit card is required for online registration. Online registrations are processed immediately; reserve your place in class using this convenient and secure registration method.

2. Register by Telephone with a Credit Card – Another fast way to register and get the most current information about a class.

Call our Customer Support Center at (888) 744-4723 to register and reserve your place in the class. Payment by credit card is required for telephone registrations. Phone registrations are processed immediately and provide a quick and convenient way to ensure that you secure a place in class.

3. Other Registration Methods (Fax, Mail, Email, In Person) – Allow at least three workdays for processing.

If you already know your class title, date, and location, and prefer not to register online or by phone, you can register by fax or mail. Since class sizes for most of our open enrollment courses are limited and classes often fill up quickly, please note that it could take up to three workdays to process your registration application after we receive it.

FAx

Fax a completed and signed company purchase order to our Customer Support Center at (866) FAX-GRAD / (866) 329-4723. A government training authorization form (e.g., SF-182) can be submitted in lieu of a purchase order. If payment will be made via credit card, be sure to include all of the credit card information on the government form or company purchase order: type of card, cardholder’s name and telephone number, card number, and expiration date.

EMAIL

Email an electronic file of your completed and signed company purchase order, government training authorization form (e.g. SF-182), or Graduate School USA Registration Form to us at [email protected].

If payment will be made via credit card, we recommend for security purposes that you do not include any credit card numbers on the emailed forms. Please include a phone number so we may contact you to obtain your credit card information securely over the phone.

MAIL

Mail your payment, completed and signed company purchase order, government training authorization form (e.g., SF-182), or Graduate School USA Registration Form found in the back of this catalog to:

Graduate School USAATTN: Registration Processing - CSC600 Maryland Avenue SWWashington, DC 20024-2520

IN PERSON

If you prefer, you can visit one of our locations, and we will be happy to register you!

4. Substitutes

You may substitute another participant at any time before the class begins. Please contact our Customer Support Center to make the substitution and provide the contact information for the substitute. You may have to submit amended paperwork if the payment method for the original enrollment is a purchase order or government training authorization form.

* Electronic fund transfer payments can be made with Automated Clearing House (ACH)

payments processed through the Vendor Express Program. To initiate the electronic funds

transfer, the federal agency should complete the “Agency Information Section” of

SF-3881 (ACH Vendor/Miscellaneous Payment Enrollment Form) and fax it to (202)

479-4895. If you have questions or need additional information, please call the Graduate

School USA Accounting and Finance Office at (202) 314-3773.

** Advance Payment of Training-Related Expenses: Federal departments and agencies

have the authority to authorize advance payment of training-related expenses such as

tuition, per diem, travel, and other expenses essential to training. Additional information

and guidance is found at 31 U.S.C. §3324 (1997), 5 U.S.C. §4109(a) (2) (1997), and 41

Comp. Gen. 626 (1962).

gENERAL INFORMATION ➲ graduateschool.edu


graduateschool.edu ➲ gENERAL INFORMATION

5. Class Transfers

Participants may transfer their registration to a future session of the same course by notifying us via email to [email protected]. A transfer will be processed only if requested in writing, submitted in a timely manner, payment is made for any additional fees, and space is available in the requested class. Only one transfer request will be honored and any transferred registration can be used by anyone in your organization if the tuition was paid by your employer. Refunds will not be made for transfers that originated after any official refund deadline. To evaluate whether or not a request is timely, Graduate School USA will use the minimum advance notice requirements listed in our refunds policy.

6. Class Registration Cancellations

Participants must submit their class cancellation requests in writing via email to [email protected]. If registrations are not cancelled in a timely manner, you will be responsible for the full tuition. To evaluate whether or not a request is timely, Graduate School USA uses the minimum advance notice requirements listed in our refund policy.

nOn-CREDIt aDMIssIOns POlICyNon-credit courses/programs may have admission requirements that are specific to those courses/programs based on level or content. All non-credit programs are open to those who are at least eighteen (18) years of age, have a high school diploma or a GED, and meet any other stated admission requirement(s) of the course/program. Please note that our Leadership Development Programs require special application packages. International students are welcome to enroll in any Graduate School USA course by following the same registration procedures as all participants; however, Graduate School USA does not issue student visas (i.e., I-20 forms) to international students.

Graduate School USA is an equal opportunity provider and employer. We make every practical effort to ensure that our programs are accessible to physically challenged participants and participants with special needs. We must receive your payment or payment information before we can process a registration application.

tRaInInG aCCEssIbIlItyGraduate School USA fully complies with Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990 and does not discriminate on the basis of disability. The Special Accommodations Coordinator manages a variety of support services for students with disabilities and/or special requirements, including sign language interpreters, Braille, electronic format materials, computer-aided real-time translation (CART) services, note-taking services, testing accommodations, and use of assistive technology.

Students requiring assistance and accommodation should complete a Special Accommodation Request form and submit it to the Office of Registrar four weeks prior to class start date. The Special Accommodations Coordinator may be reached at (202) 314-3349 or [email protected], and by TDD at (888) 744-2717.

MUltIPlE REGIstRatIOnsOur website supports online multiple registrations via credit card payments for supervisors, human resources staff and other officials who approve training may often need to register others for our courses. Just select YES when asked “Do you want to process registrations for others?” when logging into your account after selecting the first desired class and then follow the instructions to register multiple participants. You will receive a credit card receipt of your transactions and the enrollees will get an email confirmation notifying them of their registration. Any multiple registrations via Purchase Order payment methods can also be faxed in to us at (866) 329-4723. If you ever need assistance with multiple registrations, please call us at (888) 744-GRAD and our staff will be glad to assist you.

REGIstRatIOn InFORMatIOnSubmitting accurate and complete registration data facilities the processing of your registration and enables that Graduate School USA keep accurate academic records for each participant. We need the following information to process your registration:

n Participant email address

n Participant name, preferred mailing address, telephone, and fax numbers and position title

n Course title, 9-character course code and, if applicable, the date(s) and location of the course

n If payment will be made via credit card, be sure to include the following credit card information: type of card, cardholder’s name and telephone number, card number, and expiration date

Student Information Forms are distributed in our classes and providing us with the information requested greatly helps us serve you better by maintaining an accurate academic record which enables you to:

1. Obtain a replacement Certificate of Course Completion if you need it for promotional consideration or other reasons.

2. Confirm that you have met all requirements for a Certificate of Accomplishment should you decide to pursue one now or in the future.

3. Have an accurate transcript of all courses completed at Graduate School USA.

4. Verify to your employer that you attended this course, as needed.

Graduate School USA will not make public personally identifiable information from any student’s educational records without written consent of the student. Graduate School USA does not rent or sell any email addresses or other contact information provided by our students or collected regarding our students. We follow all applicable federal laws regarding release of personal information.

Gsa FEDERal sUPPly sCHEDUlEsGraduate School USA products and services are available through the GSA Federal Supply Schedule Program. Under Schedule 874 (MOBIS), Graduate School USA provides a wide range of consulting, facilitation, and survey

gENERAL INFORMATION ➲ graduateschool.edu graduateschool.edu ➲ gENERAL INFORMATION

services. The Schedule 874 contract number is GS-10F-0228P. Additional information can be found on Graduate School USA website at graduateschool.eduand on the GSA website at www.gsaadvantage.gov.

If you are interested in achieving cost savings for large groups, please check the information concerning our on-site contract courses and customized solutions to meet specific organizational needs. Graduate School USA is a GSA Contract Holder.

aCknOWlEDGEMEnt nOtIFICatIOnYou will receive an email acknowledging receipt of your registration request as soon as it is received and processed by our system. If you have not received the acknowledgment notification email in a timely manner or need a duplicate copy, please contact our Customer Support Center. Please do not make nonrefundable travel arrangements until you receive your class confirmation notification.

COnFIRMatIOn nOtIFICatIOnWe will send you an email confirming your registration at least 14 calendar days prior to the class start date, this notice confirms the class will be conducted. This confirmation notification email will include additional information concerning the class date(s), start time(s), location, and any other information related to the class. Please do not make nonrefundable travel reservations before you receive this registration confirmation notification.

If course materials or textbooks are not included as part of the tuition, the confirmation notice will provide information concerning any textbooks or course materials that need to be purchased. Unless otherwise noted in the confirmation notice, we do not include lodging and meals in the tuition fee. If you have not received a confirmation in a timely manner, please contact our Customer Support Center to verify that we have received your registration. Please see our accessibility policy if you need special accommodations or assistance.

For Daytime Classroom, Leadership Development Program, and Distance Education Courses

n We will confirm your registration at least 14 calendar days prior to the class start date.

Where included in the tuition, course materials are provided on the first day of class.

Class CanCEllatIOnsBy gRADUATE SCHOOL USA

Graduate School USA reserves the right to cancel a class session. We will inform the participant if we need to cancel, but we will retain the prepaid tuition or registration forms until the participant or employer informs us to either: (1) refund the money or return the registration forms; (2) transfer the prepaid tuition amount or registration forms toward tuition for another scheduled course for the same person; or (3) transfer the prepaid tuition amount or registration forms toward tuition for another scheduled course for another person.

By THE PARTICIPANT

All enrollment cancellation requests must be submitted in writing by email or fax to our Customer Support Center. If you do not cancel your registration in a timely manner, you will be responsible for the full tuition. To judge whether or not a request is timely, Graduate School USA will use the minimum advance notice requirements listed in our refunds policy.

oNLINe WTH A CReDIT CARDVisit our website at

graduateschool.edu

By PHoNe WITH A CReDIT CARD Call (888) 744-4723 and have your credit card ready.

By FAx Fax your completed training authorization form to

(866) 329-4723.

By MAIL Send your completed training authorization form to

Graduate School USA Customer Support Center 600 Maryland Avenue SW


IN PeRSoN You can visit our offices, and we will be happy to register you.

5 easy Ways to Register




graduateschool.edu ➲ gENERAL INFORMATION

REFUnD POlICyAll refund requests must be submitted in writing by email or fax to our Customer Support Center. Classes offered by Graduate School USA in conjunction with an educational partner may be subject to different refund policies. The cancellation and/or refund request date will be the date the email or fax was received by Graduate School USA. Please allow up to 30 days to receive a refund.

For Daytime Classroom Courses and Scheduled Distance Education Courses*

You may receive a full refund if the refund request is received more than 14 calendar days before the class or program begins. After that date, you may substitute another participant or transfer to another session, but refunds will not be made.

For Distance Education Courses

To qualify for a refund:

n The written refund request must be received within 90 calendar days of the enrollment date;

n No lessons can have been submitted; and

n All books and materials must have been returned to, and received by, Graduate School USA in their original condition if the course materials were included as part of the tuition.

Refunds will not be made to any participant withdrawn from a course for failure to complete the course in the time allowed. In these cases, the participant must pay a $50 extension fee to continue in the course after the withdrawal date.

COURsE HOURs anD attEnDanCECourses are conducted from 8:30 a.m. to 4 p.m., except for most CPE designated courses, which run from 8:30 a.m. to 4:30 p.m. Participants are expected to complete the entire course and should make their travel arrangements accordingly. Failure to attend the entire course may result in your not receiving a certificate of completion for the course.

** FEDERAL EMPLOyEES RECEIvINg TRAININg OR EDUCATIONAL SERvICE FROM gRADUATE SCHOOL USA WHILE ON OFFICIAL TIME **

When a person employed by the Federal Government attends a class at Graduate School USA, where a Federal employee receives educational services from Graduate School USA, or where any other such educational or training service provided by Graduate School USA to an individual or group is subject to the Government Employees Training Act or is otherwise paid for in whole or part by the employees’ Federal agency or another Federal agency, Graduate School USA will consider such employee to be on official duty during the time such educational service or training is being provided. Graduate School USA will

respond to requests by such employees’ agency or other authorized Federal official for information regarding such employee or employees, such as hours of attendance, completion of the course or class, and other educational or training-based information.

COURsE MatERIalsThe tuition for our open enrollment daytime classroom courses includes all required materials unless otherwise noted in the course description. If course materials or textbooks are not included as part of the tuition, the confirmation notice will provide information concerning any textbooks or course materials.

Graduate School USA developed training materials are protected by U.S. and International copyright laws. No portion of any Graduate School USA document may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright holder, Graduate School USA.

InClEMEnt WEatHER anD EMERGEnCIEsgRADUATE SCHOOL USA CLOSURE POLICy

In an effort to provide clarity and consistency for our participants, instructors, and staff regarding School closings, Graduate School USA mirrors the federal government with regard to closings due to inclement weather or other emergencies. Therefore, if the federal government is closed, the School will also be closed.

However, Graduate School USA does not have delayed openings, even if the federal government declares a late opening. Classes will always begin at their normally scheduled start time (8:30 a.m. for most daytime classes and 6:00 p.m. for most evening classes). Check your confirmation letter for the precise times.

Closing updates will be available on the home page of our website. Classes missed due to these closings may be made up at no cost on a later date.

CLOSINgS / DISMISSALS IN WASHINgTON, DC

Weather-related notices will be announced on the Graduate School USA website and via recorded messages at (202) 314-3320 and (888) 744-4723.

CLOSINgS / DISMISSALS IN OTHER FIELD OFFICES

For a course scheduled in another field office, Graduate School USA field office managing the course will make every attempt possible to notify all participants of the course status due to inclement weather or an emergency. In addition, the field office will leave a voice mail message on its general information phone number and will post a notice on the home page of Graduate School USA website. The general information telephone number for each Graduate School USA field office outside the Washington, DC, metropolitan area is:

* This policy applies to any distance education course that has been scheduled with a set start and end date. The policy for other distance education courses is found on the next page.

gENERAL INFORMATION ➲ graduateschool.edu graduateschool.edu ➲ gENERAL INFORMATION


Graduate School USA at Atlanta(404) 331-3488

Graduate School USA at Chicago(312) 353-2919

Graduate School USA at Dallas(214) 242-5600

Graduate School USA at Honolulu(808) 523-1650

Graduate School USA at Philadelphia(215) 861-4700

Graduate School USA at San Francisco(415) 281-7025

Please contact the Customer Support Center for more information at [email protected] or by telephone at(202) 314-3320 or (888) 744-4723.

DREss anD COnDUCtOur dress code is business casual and we want our participants to be comfortable throughout the training day. As room temperatures can vary, we suggest you also bring a sweater or jacket to your class. Conduct conducive to a professional workplace is expected throughout our classes and facilities, and we do ask that cell phones be silenced during class to minimize disruptions to other participants. Our classroom facilities cannot provide accommodations for children or non-service animals.

REqUEst a tRansCRIPtThe Office of the Registrar maintains the official records of all students, including former Southeastern University students. All information is held in confidence and released only in accordance with the Family Educational Rights and Privacy Act of 1974, as amended in 1995. Federal Law prohibits the release of your transcript without written authorization.

Students requesting that their official or unofficial transcripts of courses taken at Graduate School USA be forwarded to other institutions, government agencies, or firms must do so in writing. Regular official or unofficial transcript requests are processed within one week. Rush requests are processed within two working days.

Transcripts are $5 each ($15 each for rush copies). When requesting a transcript, students must provide name, student identification number, dates of attendance, date of conferred certificate of accomplishment or degree (if applicable), and any other information required by the Office of the Registrar.

You may print and fill out the official Transcript Request form on our website. A transcript request may be mailed, faxed, or completed at the registrar’s office at the following address:

Graduate School USA

Office of the Registrar 600 Maryland Avenue SW, Suite 330 Washington, DC 20024 [email protected]: (202) 314-3340Fax: (202) 479-2501

The transcripts of students who have not fulfilled their financial obligations to Graduate School USA or Southeastern University will be withheld until all obligations have been met.

GUaRantEE anD GRIEvanCEsGraduate School USA has always guaranteed the quality of its courses and services and is committed to continually improving our products and service. Our courses and the other services we offer consistently receive high ratings for being well delivered, relevant, and timely. If you are ever not satisfied with our meeting the stated objectives of the course or services performed, just send the reason via email at [email protected]. We will gladly provide you with a refund or apply the amount toward the fee for another Graduate School USA course or service. Your feedback is welcome and vital to our improvement efforts.

Students who believe their rights and freedoms have been violated or that a violation, misinterpretation or inequitable application of any of the regulations or policies of Graduate School USA has taken place should take timely action to resolve the concern. If possible, the participant should address the issue to us via email at [email protected]. We are committed to resolving complaints in a timely fashion. For cases where a grievance is not settled at the institutional level, participants wishing to file a complaint should address it to the Council on Occupational Education, 41 Perimeter Center East, NE, Suite 640, Atlanta, GA 30346 or (800) 917-2081.

an EqUal OPPORtUnIty PROvIDERGraduate School USA prohibits discrimination in all its programs and activities on the basis of race, color, national origin, age, disability, and where applicable, sex, marital status, familial status, parental status, religion, sexual orientation, genetic information, political beliefs, reprisal, or because all or part of an individual’s income is derived from any public assistance program. (Not all prohibited bases apply to all programs.) Persons with disabilities who require alternative means for communication of program information (interpreters, Braille, large print, audiotape, etc.) should contact Carolyn Nelson, ADA Coordinator, at (202) 314-3349.

To file a complaint of discrimination, write:

Susan Seling, DirectorHuman Capital ManagementGraduate School USA600 Maryland Avenue SW, Suite 180Washington, DC 20024

Graduate School USA is an equal opportunity provider and employer.


PRIvaCy POlICy (PaRtICIPant InFORMatIOn)Personally identifiable information required by Graduate School USA to create your enrollment record is held in confidence under provisions established by the Family Educational Rights and Privacy Act as amended in 1995.

Graduate School USA does not rent or sell any email addresses or other contact information that is provided by our students or collected regarding our students. We maintain ownership and control the use of your personally identifiable information in accordance with FERPA laws.

There are several exceptions to this policy wherein Graduate School USA discloses records without the written consent of the student, and they are listed below:

1. To school officials determined by Graduate School USA to have a legitimate educational interest. A school official is determined to have a legitimate educational interest if the information requested is necessary for that official to (a) perform appropriate tasks that are specified in his or her position description or by a contract agreement; (b) perform a task related to a student’s education; (c) perform a task related to the discipline of a student; and/or (d) provide a service or benefit relating to the student or student’s family, such as healthcare, counseling, job placement, or financial aid.

2. To agents acting on behalf of the institution (e.g. clearinghouses, degree/enrollment verifiers).

3. To authorized representatives of the following government entities if the disclosure is in connection with an audit or evaluation of federal- or state- supported education programs, or for the enforcement of or compliance with federal legal requirements that relate to those programs: Comptroller General of the United States, Secretary of Education, United States Attorney General, and state educational authorities.

4. To U.S. Department of Veterans Affairs officials.

5. To other schools at which the student seeks or intends to enroll.

6. In connection with a student’s request for or receipt of financial aid, as necessary to determine the eligibility, amount, or conditions of the financial aid, or to enforce the terms and conditions of the aid.

7. To organizations conducting certain studies for or on behalf of Graduate School USA.

8. To accrediting organizations, including individuals or visiting committees, to carry out their functions.

9. To comply with a judicial order or a lawfully issued subpoena.

10. To appropriate parties if a health or safety emergency exists and the information will assist in resolving the emergency.

11. To an alleged victim of any crime of violence of the results of any institutional disciplinary proceeding regarding the alleged perpetrator of that crime with respect to that crime.

12. To anyone requesting the final results of a disciplinary hearing against an alleged perpetrator of a crime of violence or non-forcible sex offense (Foley Amendment).

13. To the United States Citizenship Immigration Services (USCIS) for purposes of the Coordinated Interagency Partnership Regulating International Students.

14. To the Internal Revenue Service (IRS) for purposes of complying with the Taxpayer Relief Act of 1997.

15. If required by a state law requiring disclosure that was adopted before November 19, 1974.

16. To comply with a court order obtained under the USA PATRIOT Act of 2001 for education records considered relevant to a terrorism investigation or prosecution, without advance notice to the student.

17. Graduate School USA retains discretion to disclose to a student’s parents information regarding any violation of law or of School rule or policy as to alcohol or controlled substances use or possession, if the student is under age 21 at the time of the disclosure and Graduate School USA determines that such alcohol/drug use or possession constitutes a disciplinary violation (Warner Amendment).

REsERvED RIGHtsGraduate School USA makes every effort to ensure each class is delivered as advertised. However, we reserve the right to make changes to any of the products or programs described in our published catalogs/brochures without notice or liability. Graduate School USA publishes updates to its printed catalog on its website at graduateschool.edu, including the latest information on class offerings and scheduling information. Website information is maintained as the most accurate and up-to-date schedule for classes and supersedes printed materials.

Other changes could include modifying course content and materials for continuous course improvement and/or academic obligation; changing tuition prices, registration terms and conditions; cancelling a class due to unforeseen circumstances or low enrollment; and making reasonable changes to class start and end dates, timetables and locations. Graduate School USA endeavors to give enrollees as much advance notice as possible of any change to their enrollment. If Graduate School USA must cancel a class or change the class dates or locations, enrolled participants will be informed immediately. In the event of changes made to our products or programs, Graduate School USA’s sole liability is limited to the refunding of any tuition or fees paid for any cancelled or rescheduled classes, and Graduate School USA is not responsible for any enrollee’s incidental or consequential loss.



Course tuition and course schedules are subject to change without notice. Please refer to our website for the most current information.

REGISTRATION FORM

Credit Card MasterCard Visa American Express Diner’s Club

Participant Name*

ID Information

Mailing Address*

Primary Telephone*

Email Address *

Secondary Email

The fastest way to register is online at graduateschool.edu/catalog or by phone at (888) 744-4723 using a credit card. This form is for daytime course registrations made with credit card or check payment; please return your completed form via fax or mail to Graduate School

This form must also accompany all registrations made in person by cash. Allow for three business days’ processing after receipt of this form.

You can also register by fax, email, or mail by providing a completed and signed government training authorization form (SF-182) or company purchase order.

Class sizes are limited and fill up quickly. Register early!

Last First Middle

Last 4 Digits of Social Security Number or Date of Birth (Required—See Privacy Policy)

Agency/Office/Department

Street Suite/Floor/Mail Stop

City State ZIP

Phone (Including Area Code) Secondary Phone (Including Area Code)

Email Address Fax Number

Email Address

Account Number Expiration Date

Cardholder’s Name (as it appears on the card) Cardholder’s Telephone Number

Card holder’s Billing Address

Cardholder’s E-mail Address

Check (Mail or in person)

Check Number Amount

Method of Payment*

How did you first learn about this course? Key Code: ____________________

Printed catalog Email Training officer Brochure Friend/colleague Advertisement Conference Graduate School USA website Another website Other__________________________

Name of Person Completing Form

*Required Information

Source

Ethnic Group (circle one): 1 Nonresident Alien 2 Black, Non-Hispanic 3 American Indian or Alaskan Native 4 Asian or Pacific Islander 5 Hispanic

6 White, Non-Hispanic 7 Unknown

Country of Citizenship: ___________________________________________ Date of Birth: __________________________ Gender (circle one): Female MaleData will be used for statistical purposes only

Course Code Course Title

Date Location

Requested Class*

.....

CSC - Registration Processing, 600 Maryland Avenue SW, Washington, DC 20024. USA

Discover

BLANk

REGISTRATION FORM

2nd Participant Name*

ID Information

Mailing Address*

Primary Telephone*

Email Address*

Secondary Email

LIST NAMES HERE IF YOU ARE REGISTERING MORE THAN ONE STUDENT FOR THE SAME COURSE USING THE SAME PAYMENT METHOD.

*Required Information

Last First Middle




City State ZIP

Phone (Including Area Code) Secondary Number (Including Area Code)


Email Address

3rd Participant Name*

ID Information

Mailing Address*

Primary Telephone*

Email Address*

Secondary Email

Last First Middle




City State ZIP



Email Address

4th Participant Name*

ID Information

Mailing Address*

Primary Telephone*

Email Address*

Secondary Email



Country of Citizenship: ___________________________________________ Date of Birth: __________________________ Gender (circle one): Female MaleData will be used for statistical purposes only.




Ethnic Group (circle one): 1 Nonresident Alien 2 Black, Non-Hispanic 3 American Indian or Alaskan Nativ.\e 4 Asian or Pacific Islander 5 Hispanic



Last First Middle




City State ZIP



Email Address

BLANkBLANkBLANk

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Call our Customer Support Center at (888) 744-GRAD or email [email protected]. An advisor will contact you to discussyour requirements.

Did you know? If you need to arrange a class in your area but don’t have enough participants to make it all happen, we can contact other organizations in your area that may be interested in sharing a class.


COURSE TITLE INDEX ➲ graduateschool.edu graduateschool.edu ➲ COURSE TITLE INDEX


aAccountability All Around, 21, 261

Accounting for Non-Accountants, 80

A+ Certification 2009, 216

Achieving Your Highest Priorities, 280

Acquiring “Green” Products and Services, 68

Acquisition Planning, 64

Adjudicating and Applying Veterans’ Preference, 120, 121

Administrative Competencies by Course, 18

Administrative Officers Workshop, 22

Adobe Dreamweaver: Introduction, 205

Adobe InDesign: Intermediate, 206

Adobe InDesign: Introduction, 205

Adobe Photoshop: Introduction, 206

Advanced Appropriations Law Seminar, 85

Advanced Audit Report Writing for Supervisors, 173

Advanced COTR Workshop, 60

Advanced Position Classification, 129

Advanced Suitability Adjudication, 123

Adverse and Performance-Based Actions, 134

Analysis Techniques for Auditors, 178

Applications in Personal Property Accountability, 314

Applied Enterprise Architecture: Affecting Strategic Change, 220

Applying for Federal Jobs, 23, 145

Applying Impact Evaluation Methods to Audits, 165

Army Managers’ Internal Control Administrators’ Course, 178

Aspiring Leader Program (2 weeks), 284

Assertiveness Skills, 41, 276

Assessing Controls in Performance Audits, 165

Assessing Financial-Related Activities and Controls, 166

Assessing the Reliability of Computer-Processed Data, 179

Audit and Review Phase of the Federal Budget Process, 88

Audit Evidence and Documentation, 160

Auditing Grants, 167, 189

Auditing Performance Outcomes, 173

Audit Report Writing, 166

bBasic Contract Administration, 64

Basic Governmental Auditing, 160

Basic Statistics, 304

Basics of Clear Government Writing, The, 51, 278

Briefing Techniques, 34, 277

Budget Analysis Workshop, 88

Budget Execution, 89

Budget Formulation, 90

Budget Justification and Presentation, 91

Business Analysis: Overview, 12

Business Analysis Planning Workshop, 12

CCalculating Service Computation Dates, 125

Capital Portfolio Planning, Implementing, Maintenance, and Management, 220

Category Rating, 119

Certified Business Analysis ProfessionalTM Exam Prep, 14

Certified Government Auditing Professional® Examination Review, 184

Certified Information System Security Professional (CISSP) Prep, 210

Clear Writing through Critical Thinking, 49, 278

CMA® Examination Prep Course – Part 1, 84

CMA® Examination Prep Course – Part 2, 85

Coaching Skills for Today’s Leaders, 263

Communicating for Results, 42

Name________________________________________________________________________________________________________Title_________________________________________________________________________________________________________Agency/Organization_________________________________________________________________________________________________________________________________________________________________________________________________________Address___________________________________________________________________________________________________________________________________________________________________________________________________________________City____________________________________________________________________State__________ZIP Code________________Phone_________________________________________________________Fax____________________________________________� Please update my street address. My old street address is:__________________________________________________________________________________________________________________________________________________________________________

Email______________________________________Change of Email Address_____________________________________________Please check the applicable boxes below.� Delete me from your mailing list. � Change of address Add the above name to the mailing list to receive a catalog: � Training and Professional Development � Information Technology (DC area only) � Distance Education � Evening and Weekend (DC area only)

� Please send me_____additional catalogs. (specify)_________________________________________________________________________ for internal use only: Z80

Fold this page into thirds along the dotted line, with the business reply address above facing outward.Tape closed with one piece of tape (please do not use staples) and drop into the mail.

We know things can change very quickly.

So, just in case something has changed with you...Please fill out the form below if you need to make changes to the mailing address label.

You can also use this card to request additional catalogs.

Graduate School USA, Suite 301600 Maryland Avenue SWWashington, DC 20077-0952

POSTAGE WILL BE PAID BY ADDRESSEE

BUSINESS REPLY MAILFIRST CLASS MAIL PERMIT NO 12605 WASHINGTON DC

NO POSTAGENECESSARY

IF MAILEDIN THE

UNITED STATES

Training Decision MakersPlease take a moment to visit our online request form and update your agency’s training

needs/interests so we can better serve you. Please visit www.graduateschool.edu/interestform.











NO POSTAGENECESSARY

IF MAILEDIN THE

UNITED STATES













NO POSTAGENECESSARY

IF MAILEDIN THE

UNITED STATES



COURSE TITLE INDEX ➲ graduateschool.edu


graduateschool.edu ➲ COURSE TITLE INDEX

Communication Competencies by Course, 19

Communication Skills, 41, 276

Compliance Auditing, 161

Comprehensive COTR Workshop, 58

Conducting Performance Audits, 162

Conducting Quality Analysis for Decision Support, 99, 275

Congressional Budget Process, 91, 92

Congressional Operations Workshop, 288

Construction Contracting for COTRs, 60

Constructive Conflict Resolution, 44, 267

Contract and Procurement Fraud, 174

Contract Auditing, 167

Contracting Basics for Administrative Personnel, 62

Contracting Basics for COTRs, 59

Contract Negotiations: Skills, Tools, and Best Practices, 69

Converting Strategy Into Action, 292

Core Competencies for Accountants, 76

Core Competencies for Budget Analysts, 77

Core Competencies for Financial Managers, 78

Core Competencies for Leaders and Managers, 245, 246

Core Competencies for Program Managers, 79

Core Competencies for the Stanford Advanced Project Management Program, 247

Cost-Benefit Analysis Workshop, 305

COTR Refresher, 61

Creative Problem Solving, 23, 273

Creative Thinking for Auditors, 179

CSRS Benefits Applications, 139

CSRS Retirement Planning, 151

CSRS Retirement Planning for Law Enforcement and Firefighters, 155

Customer Service Excellence, 43

Cyber Security: A Technical Approach, 210

DData Architectures, 219

Data Collection and Analysis, 305

Decision Making and Problem Solving, 274

Decision Support: Building New Analytical Skills, 100, 274

Defense Working Capital Funds, 92

Designing Cloud Computing Architectures, 214

Developing and Presenting Audit Findings, 162

Developing Emotional Intelligence Skills, 44, 262

Developing Performance Audit Findings, 163

EEarned Value Management, 237

Editing for Impact, 54

EEO for Supervisors and Managers, 143, 258

EEO in the Federal Sector, 141

Effective Audit Supervision, 174

Effective Communication with Customers, 42

Effective Government Correspondence, 51

Effective Grants Manager, The, 189

Effective Meetings, 24

Eliciting and Communicating Business Requirements, 13

Emotionally Intelligent Leaders, 261

Employee Conduct and Performance, 134, 265

Employee Performance Discussions, 135, 265

Enabling Organizational Change, 256

English and Writing Competencies by Course, 20

Enterprise Architecture Overview, 217

Essential Elements of Earned Value Management, 237

Essentials of English, 40

Ethical Decision Making for Auditors, 180

Ethics Compliance & Enforcement, 70



Federal Workforce Analysis and Planning, 117

FERS Benefits Applications, 139

FERS Mid-Career Retirement Planning, 149

FERS Orientation for New Employees, 147

FERS Retirement Planning, 153

FERS Retirement Planning for Law Enforcement and Firefighters, 155

Financial Mastery for Projects, 294

Financial Planning for Federal Employees, 147

FranklinCovey® Competencies Chart, 247

Freedom of Information and Privacy Acts, 116

Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B®), 297

Fundamentals of Best Value/Trade-Off Source Selection, 68

Fundamentals of Computer Security for Federal Information Systems, 211

Fundamentals of Federal Budgeting, 96

Fundamentals of Writing, 47

GGovernmental Audit: From Planning

to Reporting, The, 168

Government Auditing for Non-auditors, 180

Government Auditing Standards: Review and Update, 181

Government Contract Law, 67

Government Standard General Ledger, 81

Governmentwide Commercial Purchase Card, 63

Grammar for Professionals, 46

Grants Performance Management, 188

HHuman Side of Auditing, The, 175

Examining for Federal Wage System Jobs, 120

Execution in Government: Great Leaders, Teams, and Results, 281

Executive Leadership Program (9 months), 285

Executive Potential Program (12 months), 285

Executive Survival Skills, 286

Executive View of Project Management, 233

Executive Writing, 50, 279

FFacilitator Workshop, 256

Fair Labor Standards Act, 131

Federal Accounting Standards, 80

Federal Appropriations Law, 86, 252

Federal Appropriations Law Update, 87

Federal Budgeting for Non-Budgeting Personnel, 94

Federal Budget Process, 93

Federal Contracting: Ethics Compliance and Enforcement, 70

Federal EEO Counseling, 143

Federal Employee Benefits, 138

Federal Employee Development, 145

Federal Employee Performance Standards, 136

Federal Employee Relations, 132

Federal Hiring Reform for Supervisors and Managers, 111

Federal Human Resources Management, 114

Federal Human Resources Management for Administrative Personnel, 115

Federal Human Resources Management for Supervisors and Managers, 112, 264

Federal Labor Relations, 133

Federal Pay Setting, 131

Federal Performance Management, 135

Federal Position Management, 130

Federal Staffing and Placement, 116




jJob Analysis and Competency Assessment, 119

Jump-Starting High-Performing Teams: the Fundamentals, 270

lLeadership ChallengeTM, 257

Leadership Communication, 255

Leadership Effectiveness Inventory©, 297

Leadership Essentials, 254

Leadership for Strategic Execution, 296

Leadership Skills for Non-Supervisors, 25, 248, 249

Leading Change, 255

Leading Effective Teams, 293

Leading Government at the Speed of Trust, 281

Leading People, 286

Leading Teams and Groups, 270, 271

Leveraging Organizational Networks to Improve Performance, 266

Leveraging the Customer Relationship, 294

Listening and Memory Development, 36

Lotus Notes 8.5 Introduction, 207

MMaking Your Case to Prosecute Fraud, 169

Management Analysis: Advanced Applications, 309

Management Analysis: Data Gathering, 308

Management Analysis: Designing and Conducting a Study, 309

Management Analysis: Overview, 307

Management Analysis: Planning, 308

Management’s Responsibility for Internal Control (OMB Circular A-123), 102, 182

IImplementing an Enterprise Architecture, 218

Implementing Systems Using Cloud Computing Architectures, 215

Improving Retention Through Strategic Onboarding, 259

Improving Your Purchasing Effectiveness, 69

Increasing Personal Effectiveness, 38

Informal Rulemaking – How to Make It Work, 52

Information Security Specialist Certification Program, 212

Information Systems Auditing, 181

Information Technology for Auditors, 163

Instructional Design Essentials, 24

Instructor Training, 35, 146

Integrated Planning and Scheduling, 238

Intermediate Federal Accounting, 82

Intermediate Performance Auditing, 168

Internal Consulting Skills for Federal HR Professionals, 115

Interpersonal Communications, 37

Interviewing Techniques, 124

Interviewing Techniques for Auditors, 164

Introduction to Cloud Computing and Architecture and Services, 214

Introduction to Enterprise Architecture, 217

Introduction to Federal Accounting, 83

Introduction to Federal Budgeting, 95

Introduction to Financial Management, 101

Introduction to GIS Software: ESRI ARCGIS 9.X, 209

Introduction to GIS Technologies, 209

Introduction to Government Contracting, 61

Introduction to Grants Management, 188

Introduction to Management, 251

Introduction to Organizational Learning, 253, 268, 289

Introduction to Program Evaluation, 306

Introduction to Supervision, 250

Introduction to the FAR, 65



Mid-Career Retirement Planning, 148

Mid-Career Retirement Planning (FERS Participants Only), 148

Mission-Focused Contracting, 65

Multicultural Communication Skills, 39

Myers-Briggs Type Indicator®, 45, 298

nNegotiating Federal Labor Agreements, 137

Negotiating Techniques, 40, 275

New Leader Program (6 months), 284

OOffice Management, 27

Oracle: Introduction, 216

PPerformance-Based Service Acquisition, 66

Performance-Based Statements of Work, 66

Performance Feedback, 266

Performance Measurement and Budgeting, 96

Planning and Conducting a RIF, 126

Planning and Managing Skills for Audit Leadership, 176

Planning and Managing Systems Acquisition, 67

Planning Audit Assignments, 169, 170

Planning, Programming, Budgeting, and Execution (PPBE), 97

Planning, Programming, Budgeting, and Execution (PPBE), Army, 98

PMP® Exam Preparation, 239

Position Classification, 127

Position Classification for Non-Classifiers, 129

Managerial Cost Accounting Concepts and Standards, 84

Managing a Project with Your Team, 233

Managing a Virtual Workforce, 271

Managing for Results, 287

Managing Multiple Priorities, 26

Managing the Audit Engagement, 175

Managing Without Authority, 293

Managing Workforce Diversity, 141, 257

Mastering the Integrated Program, 295

Mastering the Project Portfolio, 292

Measuring Federal Government Performance, 306

Mediating Employee Disputes, 136

Mentoring Skills, 263

Microsoft Access 2007: Advanced Applications Development, 196

Microsoft Access 2007: Intermediate, 195, 196

Microsoft Access 2007: Introduction, 194

Microsoft Access 2007 Upgrade, 195

Microsoft Excel 2007: Advanced, 199

Microsoft Excel 2007: Intermediate, 32, 198, 199

Microsoft Excel 2007: Introduction, 31, 197

Microsoft Excel 2007 Macros, 200

Microsoft Excel 2007 Upgrade, 198

Microsoft Excel Budgeting Techniques, 200

Microsoft Office SharePoint Designer 2007: Intermediate, 208

Microsoft Office SharePoint Designer 2007: Introduction, 207

Microsoft Office SharePoint Services 3.0: Introduction, 208

Microsoft PowerPoint 2007: Intermediate, 202

Microsoft PowerPoint 2007: Introduction, 35, 36, 201

Microsoft Project 2007, 28, 202, 203

Microsoft Word 2007: Intermediate, 204

Microsoft Word 2007: Introduction, 55, 203, 204




RReimbursable Agreements, 87

Report Writing, 52

Requirements Analysis, Solution Assessment and Validation, 13

Residential Professional Development Workshop, 29

Reviewing Other People’s Report Writing, 177

Roles and Responsibilities of the EEO Advisory Committee, 144

sSafeguarding Personally Identifiable Information, 213

Securing Systems Using Cloud Computing Architecture, 215

Security+ Certification Preparation, 213

Service-Oriented Architectures – Components and Services, 218

7 Habits for Highly Effective Government Executives – Signature Program, The, 282

7 Habits for Highly Effective Public Managers, The, 282

Sexual Harassment Prevention for Employees, 142

Sexual Harassment Prevention for Supervisors, 142, 258

Simplified Acquisition Procedures, 62

Simplified Acquisition Refresher, 63

Speaking with Clarity, 33

Speaking with Confidence, 33

Special Emphasis Program Management, 144

Staffing for Support Staff, 126

Strategic Business Advisor, 71

Strategic Human Capital Management, 113

Strategic Planning for Government Organizations, 268

Strategic PMO – Projects to Enterprise, 295

Strategic Sourcing, 71

Stress Management, 29

Suitability Adjudication, 122

Systems Thinking, 269, 289

Positive Approaches to Difficult People, 38, 267

Power of Influence over Authority, The, 262

Practical Statistical Sampling for Auditors, 176, 177

Preparing For the PMP® Examination, 239

Preparing to Lead in the 21st Century, 251

Pre-Retirement Planning, 149

Pre-Retirement Planning (CSRS Participants Only), 150

Pre-Retirement Planning (FERS Participants Only), 152

Pre-Retirement Planning for Law Enforcement and Firefighters, 154

Presentation Skills for Auditors, 183

Prevention and Detection of Fraud, 183

Principles of Classification, 128

Processing Federal Personnel Actions, 124

Project Communications Management, 234

Project Cost Management, 234

Project Management, 230, 231

Project Management Fast Track, 238

Project Management for IT: Application and Integration, 221, 232

Project Management for the Office Professional, 27, 232

Project Quality Management, 235

Project Risk Management, 235

Project Scope Management, 236

Project Time Management, 236

Proofreading, 54

Property Accountability: The Life Cycle, 314

Property Management for Custodial Officers, 315

Public Sector Financial Systems & Policies, 99

qQualifications Analysis, 118

Quick Response Auditing, 170


COURSE TITLE INDEX ➲ graduateschool.edu graduateschool.edu ➲ SUBjECT INDEX

WWarehousing, Operations, and Disposal, 315

Washington Executive Seminar, 287

Winning Customer Service, 43

Workers Compensation and Disability Retirement, 140

Working at the Speed of Trust in the Government Environment, 283

Working in Multicultural Teams, 39, 272

World-Class Contracting, 72

Writing Audit Reports by Objectives, 171

Writing ECQ Statements, 288

Writing for Results, 48

Writing Value-Added Audit Reports, 172

Written Communication for Auditors, 164

yYour Personal Brand, 45, 260

zZeroing in on Bribes, Kickbacks, and Payoffs, 172

tTeam-Developed Audit Reports, 184

Technical Architectures, 219

Technical Writing, 53

Telework: A Manager’s Perspective, 272

Thinking Critically, Writing Clearly, 50

Time Management, 30, 259

Travel Regulations for Defense Agencies, JTR – Vol. 2 (PCS/TDY), 104

Travel Regulations for Defense Agencies, JTR – Vol. 2 (TDY Only), 103

Travel Regulations for Non-Defense Agencies, FTR, 106

Travel Regulations for Non-Defense Agencies, FTR (TDY Only), 106

Travel Regulations for Uniformed Personnel, JFTR – Vol. 1 (TDY), 105

UUsing Federal HR Flexibilities, 123

Using Metrics to Assess Performance Improvement, 171

COURSE TITLE INDEX ➲ graduateschool.edu graduateschool.edu ➲ SUBjECT INDEX


procedures, 62, 63purchase cards, 63purchasing, 69regulation, 65source selection, 68sourcing, 71statements of work, 66workshop, 58, 60

Administrative personnel, 22, 115competencies, 18contracting, 62

Adobe Dreamweaver, 205

Adobe InDesign, 205, 206

Adobe Photoshop, 206

Adverse actions, 134

American Council on Education’s College Credit Recommendation Service (ACE CREDIT), 6

Analytical skillsauditing, 178leadership and management, 274

Appropriations law, 85-87, 252

Army. See also U.S. Department of Defense

Assertiveness skills, 41, 276

Associate of Applied Science (A.A.S.) degrees, accounting, 321-323

Auditing, 160-161, 323analysis techniques, 178

Army, 178bribes, 172certification, 184communication, 175compliance auditing, 161computer-processed data, reliability, 179contracts, 167, 174creative thinking, 179ethical decision making, 180evidence and documentation, 160examination review, 184financial-related activities and controls, 166

aAcademic programs, 4, 318-327

A.A.S. degrees, 321-322, 326accounting, 321-323auditing, 323certification, 323-325, 327contracting, 325course list, 320curriculum overview, 318health science curriculum overview, 318IRS agent certificate, 324management curriculum overview, 318medical laboratory technician, 326phlebotomy, 327scholarships and student support, 319

Accountabilitycommunication and professional skills, 21leadership and management, 261property management, 314

Accounting, A.A.S. degree, 321-322core competencies, 76federal, 82, 83, 322, 323for non-accountants, 80standards, 80

Acquisition, 7, 58-72. See also Contractingadministrative personnel, 62business advisor, 71certification, 56construction, 60continuing education, 56course list, 57curriculum overview, 56ethics, 70Federal Acquisition Regulation (FAR), 65green products and services, 68managing, 67performance-based, 66planning, 64, 67planning and managing systems, 67

SUBjECT INDEX ➲ graduateschool.edu


graduateschool.edu ➲ SUBjECT INDEX

IT, 200justification and presentation, 91process, 88, 93-96

Business advisor, 71

Business analysis, 7certification, 14-15communicating and eliciting business requirements, 13curriculum overview, 10overview, 12planning, 12Requirements Analysis, Solution Assessment and Validation, 13

CCapacity building, International Institute, 225-226

Capital portfolio planning and management, IT, 220

Category rating, 119

Certificates of Accomplishment, 8, 344Business Analysis, 15Human Resources Management, 157Personal Property Management, 317Program and Management Analysis, 311Project Management, 223, 241

Certification, auditing, 184-185business analysis, 14contracting, 325federal accounting and auditing, 323federal acquisition and contracting, 56government auditing, 184grants, 191human resources, 157information system security professional (CISSP), 210internal revenue agent, 324management accountant (CMA), 84-85phlebotomy, 327

findings, 162-163fraud, 169, 174, 183government, 168grants, 167, 189impact evaluation, 165information systems, 181internal control, 182interviewing techniques, 164IT for auditors, 163kickbacks, 172leadership, of audit, 175, 176non-auditors and, 180payoffs, 172performance auditing, 162, 163, 165, 168performance improvement metrics, 171performance outcomes, 173planning audit assignments, 169, 170presentation skills, 183procurement fraud, 174quick response, 170report writing, 166, 171-173, 177, 184standards, government, 181statistical sampling, 176, 177supervision, 174teams, 184writing skills, 164, 171-173, 177

Award, W. Edwards Deming, 316

bBribes, auditing, 172

Briefing techniques, 34, 277

Budgetinganalysis, 88Army, 98congressional process, 91-92core competencies, 77DoD, 97execution, 89formulation, 90

SUBjECT INDEX ➲ graduateschool.edu graduateschool.edu ➲ SUBjECT INDEX


Change, managing, 255, 256

China, teacher program and study tours, 225

Civil Service Retirement System (CSRS), 139, 150, 151, 155

Classification, 128, 129

Cloud computing, 214, 215security, 215

Coaching skills, 263

Communication skills, 7, 13, 19, 37, 39, 41, 42 See also Writing skills

administrative competencies, 18auditors, 164, 171-175, 177briefing techniques, 34, 277coaching and mentoring, 263conflict resolution, 44, 267correspondence, government, 51course list, 17critical thinking, 49, 50curriculum overview, 16customers, 42, 43, 294difficult people, 38, 267dispute resolution, 136English skills, 20, 40, 46emotional intelligence skills, 44interviewing techniques, 124, 164leadership, 255, 276, 283listening, 36management, 276, 283meetings, 24negotiation, 40, 69project management, 234proofreading, 54speaking, 33

Competency assessment, human resources, 119

Compliance auditing, 161

Computer-processed data, reliability, 179

Conference and Educational Services Center, 340

Conflict resolution, 44, 267

Congressional operations, 288




DData

collection and analysis, 305gathering, 308IT architectures, 217-220

Decision making, 274support, 99, 100, 274, 275

Defense Acquisition University, 6

Degree programs, 321-322, 326

Difficult people, 38, 267

Disability retirement, 140

Disposal, property management, 315

Dispute mediation, employee, 136

Distance education, 4, 328curriculum overview, 328-329

Documentation, auditing, 160

EEarned value management, 237

Editing, 54. See also Writing skills

Educational exchanges, International Institute, 225

EEO. See also Equal Employment Opportunity

Emotional intelligence skills, 44, 261, 262

Employeesbenefits, 138-140conduct and performance, 134-136, 265, 266development, 145disputes, 136relations, 132

English skills, 20, 40, 46. See also Communication skills; Writing skills

Enterprise architecture, IT, 217, 218, 220certification, 222

Equal Employment Opportunity (EEO), 141, 143, 144, 258Graduate School USA, 349

Esri ArcGIS 9.X, 209

Construction contracting, 60

Consulting Graduate School USA services, 340internal 115

Continuing Development Units (CDUs), 345

Continuing education, federal acquisition and contracting, 56

Continuing Education Units (CEUs), 344

Continuing Professional Education Units (CPEs), 344

Contracts, 59-72. See also Acquisitionadministration, 64administrative personnel, 62auditing, 167certification, 56, 325construction, 60fraud, auditing, 174government, 61, 63, 70law, 67mission-focused, 65negotiations, 69

Contracting officer technical representative (COTR), workshop, 58, 60

Correspondence, government, 51. See also Writing skills

Cost, project management, 234

Cost accounting, 84

Cost-benefit analysis, 305

Creative thinking, auditing, 179

Critical thinkingcommunication skills and, 49, 50writing and, 278-279

CSRS. See also Civil Service Retirement System

Custodial officers, property management, 315

Customer relations, 42, 43, 294

Customized services, 336

Cyber security, 210



decision support, 99, 100financial systems and policies, 99Government Standard General Ledger, 81internal control, 102performance measurement, 96quality analysis, 99reimbursable agreements, 87systems and policies, 99travel regulations, 103-106working capital funds, defense, 92

Financial planning, federal employees, 147

Firefighters, retirement planning, 154, 155

FranklinCovey® Co., 280-283communication, 283core competencies, 247course list, 280executives, 282leadership, 281priorities, achieving, 280public managers, 282teams, 281trust, 281, 283

Fraud prevention, auditing, 169, 174, 183

Freedom of Information Act, 116

GGIS software, 209

Governance, International Institute, 226

Government Audit Training Institute (GATI), 158-184. See also Auditing

course list, 159curriculum overview, 158

Government organizations, planning for, 268

Government Standard General Ledger, 81

Government Training and Professional Development, 4certificate programs, 8

Graduate School USA (GS), 342-350accessibility, 344

Ethics, 70. See also frauddecision making, auditing, 180

Evaluation, 165, 306

Evening programs, 4, 340

Evidence, auditing, 160

Examination review, auditing, 184

Executive Core Qualification (ECQ), statements, 288

Executives, 233, 282, 286, 287

FFacilitation, 256, 340

Fair housingcourse list, 334curriculum overview, 334training, 334

Fair Labor Standards Act (FLSA), 131

Fast track, project management, 238

Federal Acquisition Certification for Contracting Officer Technical Representatives (FAC-COTR), 56

Federal Acquisition Certification for Program and Project Managers (FAC-P/PM), 56

Federal Acquisition Certification in Contracting (FAC-C), 56

Federal Acquisition Regulation (FAR), 65

Federal Employees Retirement System (FERS), 139, 147, 148, 151-153, 155

Federal jobs, 23, 120, 145

Financial management, 7, 74-106, 294accounting, 76, 80, 82, 83activities and controls, auditing, 166appropriations law, 85-87budgeting, 77, 88-98certification, 84-85, 107core competencies, 76-79cost accounting, 84course list, 75curriculum overview, 74




consultation, 340facilitation, 340survey, 340training, 340, 341

HHealth, International Institute, 225

Health science, curriculum overview, 318

Hiring reform, federal, 111, 112

Housing, faircourse list, 334curriculum overview, 334training, 334

Human resources management, 7, 108-155, 264administrative personnel, 115adverse actions, 134analysis and planning, 117category rating, 119certification, 156, 157classification, 127-129competency assessment, 119consulting skills, internal, 115course list, 109-110CSRS, 139, 150, 151, 155curriculum overview, 108dispute mediation, 136diversity, 141, 257EEO, 141-144employee benefits, 138-140employee conduct and performance, 134-136employee development, 145employee relations, 132, 133Fair Labor Standards Act (FLSA), 131federal, 114, 115, 120FERS, 139, 147, 148, 151-153, 155financial planning, employees, 147firefighters, retirement planning, 154, 155flexibilities, 123

accreditation, 6, 343admissions policy, non-credit, 349attendance, 348class cancellations, 347-348course information, 344, 345, 348discount, 348dress, 348locations, 2mission, 5, 343policies, 343-350privacy, 349-350registration, 343refunds, 348-349registration, 343-347registration form, 353, 355reserved rights, 350scholarships and student support, 319student information forms, 347transcript, request for, 345tuition, 346-347weekend programs, 4, 340

Grammar, 46. See also Writing skills

Grants, 186-189, 191auditing, 167, 189certification, 191course list, 187curriculum overview, 186management, 188, 189performance management, 188

Green products and services, 68

GS Classic, CD-ROM, 330course list, 332

GS Classic, online, 330course list, 332

GS Classic, printed, 330course list, 331-332

GS Connect, 328-329course list, 333

GSA schedule 874, 340, 348



architectures, 217-220auditors, 163budgeting, 200capital portfolio planning and management, 220certification, 222, 223cloud computing, 214, 215course list, 193curriculum overview, 192data architectures, 219enterprise architecture, 217, 218, 220GIS software, 209Lotus Notes 8.5, 207macros, 200Microsoft Access 2007, 194-196Microsoft Excel 2007, 32, 197-200Microsoft Office SharePoint Designer 2007, 207-208Microsoft Office SharePoint Services 3.0, 208Microsoft PowerPoint 2007, 201-202Microsoft Project 2007, 203Microsoft Word 2007, 203-204Oracle, 216personally identifiable information, 213project management, 221, 232security, 210-213, 215security certification, 210, 212, 213, 216service-oriented architectures, 218technical architectures, 219

Instructional design, 24, 336

Instructor training, 35, 146

Integrated program, 295

Internal control, 102auditing, 182

Internal Revenue Agent certification, 324

International Institute, 4, 224-226capacity building, 225-226curriculum overview, 224governance, 226governments and local institutions, 226health, 225

Freedom of Information Act, 116hiring reform, 111human capital management, 113-114instructor training, 146interviewing techniques, 124jobs, 119, 120, 145labor agreements, 137labor relations, 133law enforcement, retirement planning, 154, 155non-classifiers, 129pay setting, 131performance, 134-136personnel actions, 124-125placement, 116-117position management, 130Privacy Act, 116qualifications analysis, 118reduction in force (RIF), 126retirement planning, 148-155service computation dates, 125sexual harassment prevention, 142Special Emphasis Program, 144suitability adjudication, 122-123supervisors and managers, 112support staff, 115, 126training, 341Veterans’ preference, 120-121

IIce, Jerry, 1

Impact evaluation, auditing, 165

Influence, 262

Informal rulemaking, 52

Information systems, auditing, 181

Information technology (IT), 7, 192-223Adobe Dreamweaver, 205Adobe InDesign, 205-206Adobe Photoshop, 206




change, 255coaching skills, 263communication skills, 255, 276conflict resolution, 267congressional operations, 288core competencies, 245-247course list, 243-244critical thinking, 278-279curriculum overview, 242decision making, 274decision support, 274, 275difficult people, 38, 267ECQ statements, 288EEO, 258effectiveness inventory, 297emotional intelligence, 261, 262employee performance and conduct, 265, 266executives, 287facilitator workshop, 256government organizations, 268influence, 262interpersonal relations, 297leadership, 251, 254, 257, 284-286, 296mentoring skills, 263multicultural teams, 272Myers-Briggs Type Indicator, 298negotiating techniques, 275non-supervisors, 25, 248, 249onboarding model, 259organizational change, 256organizational learning, 253, 268, 289organizational networks, 266personal brand, 260planning for government organizations, 268problem solving, 273, 274quality analysis, 275retention, improving, 259sexual harassment prevention, 258supervision, 250systems thinking, 269, 289teams, 270-272

professional development and educational exchanges, 225

International Institute of Business Analysis (IIBA), 6

International Visitor Leadership Program, 225

Interpersonal relations, 37, 297. See also Communication skills

Interviewing techniques, 124, 164

Island Training Program, 226

IT. See also Information technology

jJamaica, International Institute, 226

Jobsanalysis, 119elements, 120federal, 120, 145suitability adjudication, 122-123

Joint Travel Regulations (JTR), 103-105

kKickbacks, auditing, 172

lLabor. See also Human resources management

Law enforcement, retirement planning, 154, 155

Leadership and management, 248-289. See also FranklinCovey® Company; Stanford Advanced Project Management Program

accountability, 261analytical skills, 274appropriations law, federal, 252assertiveness skills, 276auditing, 175, 176briefing techniques, 277certification, 299-301



nNational Association of State Boards of

Accounting (NASBA), 6

National Contract Management Association (NCMA), 6

Negotiating techniques, 40, 275

OOffice management, 27

OMB Circular A-123, 102, 182

Onboarding model, 259

On-site training, 336

Open World, 225

Operations, property management, 315

Oracle, 216

Organizational change, 256

Organizational learning, 253, 268, 289

Organizational networks, 266

PParticipant information, 349-350

Payoffs, auditing, 172

Pay setting, 131

Performanceauditing, 162, 163, 165, 168, 171, 173-based actions, 134grants, 188improvement metrics, 171management, 135 measurement, 96, 306outcomes, 173

Personal brand, 45, 260

Personal effectiveness, 38

Personally identifiable information, 213

telework, 272time management, 259virtual workforce, 271, 272workforce diversity, 257writing skills, 278-279, 288

Listening, 36

Lotus Notes 8.5, 207

MMacros, 200

Management, 251, 287, 293. See also Leadership and management; particular type of management

Manager Certificate Program, 301

Master Certificate in Federal Financial Management (MCFFM), 107

Medical laboratory technician, 326

Meetings, effective, 24

Memory development, 36

Mentoring skills, 263

Microsoft Access 2007, 194-196

Microsoft Excel 2007, 31-32, 197-200

Microsoft Office SharePoint Designer 2007, 207-208

Microsoft Office SharePoint Services 3.0, 208

Microsoft PowerPoint 2007, 35-36, 201-202

Microsoft Project 2007, 28, 203

Microsoft Word 2007, 55, 203-204

Military, travel regulations, 105

Millennium Challenge Corporation, 226

Mission Oriented Business Integrated Services (MOBIS), 340

Multicultural communication skills, 39

Multicultural teams, 39, 272

Myers-Briggs Type Indicator, 45, 298




office management, 27personal brand, 45personal effectiveness, 38priorities, multiple, 26problem solving, 23professional development, 29project management, 27stress management, 29time management, 30training, 24, 35

Program and management analysis, 302-311applications, 309certification, 311cost-benefit analysis, 305course list, 303curriculum overview, 302data collection and analysis, 305, 308evaluation, program, 306management analysis, 307-309performance, measuring, 306planning, 308statistics, 304study design and conduct, 309

Project management, 6, 7, 27, 228-239, 295certification, 222, 239-241communications, 234core competencies, 79cost management, 234course list, 229curriculum overview, 228earned value management, 237executives, 233fast track, 238informal rulemaking, 230integrated planning and scheduling, 238IT, 221, 223, 232office professionals, 232portfolio, 292project scope, 236quality management, 235

Personnel actions, processing, 124-125

Phlebotomy certificate, 327

Planningaudit assignments, 169, 170government organizations, 268integrated, 238program and management analysis, 308

Position classification, 127

Position management, 130

Presentation skills, auditors, 183

Prioritiesachieving, 280multiple, 26

Privacy Act, 116

Problem solving, 23, 273, 274

Professional Development Units (PDUs), 345

Professional skills, 7, 16-55accountability, 21administrative competencies, 18, 22assertiveness skills, 41course list, 17curriculum overview, 16customer service, 42, 43development, 29, 225difficult people, 38, 267emotional intelligence skills, 44informal rulemaking, 52instructional design, 24instructor training, 35leadership skills, 25listening, 36meetings, 24memory development, 36Microsoft Excel 2007, 31-32Microsoft PowerPoint 2007, 35-36Microsoft Project 2007, 28Microsoft Word 2007, 55multicultural teams, 39Myers-Briggs Type Indicator, 45



Rulemaking, informal, 52

sScheduling, integrated, 238

Security, IT, 210-213, 215

certification, 210, 212, 213, 216

Service computation dates, 125

Service-oriented architectures, IT, 218

Sexual harassment prevention, 142, 258

Solution assessment and validation, 13

Source selection, 68, 71

Speaking, 33

Special emphasis program, 144

Special services, 5

Staffing. See also Human resources management

Standards, auditing, 181

Stanford Advanced Project Management Programcore competencies, 247courses, 292-296curriculum overview, 290-291customer relationships, 294finance, 294integrated program, 295leadership, 296managing, 293project management, 295project portfolio, 292strategy, converting to action, 292team leadership, 293

Statements of work, 66

Statisticsbasic, 304sampling, 176, 177

Strategy, converting to action, 292

Stress management, 29

Study design and conduct, 309

risk management, 235scope, 236teams, 233time management, 236

Project Management Institute, Inc. (PMI), 6

Proofreading, 54. See also Writing skills

Property management, 312-317accountability, 314certification, 317course list, 313curriculum overview, 312custodial officers, 315disposal, 315operations, 315warehousing, 315

Public managers, 282

Purchase cards, 63

Purchasing effectiveness, 69

qQualifications analysis, 118

Qualityanalysis, 99, 275project management, 235

Quick response auditing, 170

RReduction in force (RIF), 126

Reimbursable agreements, 87

Report writing, 52auditing, 166, 171-173, 177, 184team-developed, 184

Retention, improving, 259

Retirement planning, 148-155

Risk, project management, 235




Supervision, 250auditing, 174

Supervisor Certificate Program, 300

Survey services, 340

Systems thinking, 269, 289

tTaiwan, leadership program, 225

Team leadership, 293certification, 299

Teams, 233, 270-272, 281

Technical architectures, IT, 219

Technical writing, 53

Technology-enabled learning, 4, 328case study, 338curriculum overview, 328customized, 338-339

Telework, 272

Temporary Duty (TDY), travel, 103-106

Time management, 30, 236, 259

Training, 24, 35, 340, 341

Travel regulations, 103-106

Trust, 283

UU.S. Department of Defense (DoD)

Army auditors course, 178budgeting, 97travel regulations, 103-104

vVeterans’ preference, 120-121

Virtual workforce, 271, 272



WWarehousing, property management, 315

W. Edwards Deming Award, 316

Workers Compensation Program, 140

Workforce. See also Human resources management

Working capital funds, 92

Writing skills, 20, 47-53, 278-279. See also Communication skills

auditors, 164, 171-173, 175, 177correspondence government, 51critical thinking and, 278-279ECQ statements, 288editing, 54executive, 279government, 51, 278grammar, 46proofreading, 54reports, 52, 166, 171-173, 177, 184technical, 53


The federal workplace is unique: The challenges are as vast as the possibilities. Keeping it all going requires the drive and talent of a

huge, dedicated workforce. Since 1921, Graduate School USA has been educating staff at every level and providing the tools to excel, from the agency mission level to the individual career level.

Our curricula grow and adapt to suit the needs of the nation and sometimes the world. Our instructors have built names for themselves outside the classroom, ensuring that course content and topics are dynamic, relevant, and practical. And as the world pulls closer, we offer innovative learning options for managers, teams, and staff that let them develop solutions when they’re needed, wherever they’re needed.

We invite you to look through our expanded catalog and discover the breadth of our courses and the depth of the impact career training and education can have.

Meeting the challenges of government for

90 years.

1920s

1930s

1940s

1950s

1960s

1970s

1980s

1990s

2000s

Celebrating a Heritage of Excellence

❚❚ Graduate School USA opens the Information Technology Center, offering computer training and educational and support services for Department of Agriculture employees. The School also opens the Educational Technology and Learning Center in the Department of Agriculture Building.

❚❚ On July 1, 1990 the Office of Personnel Management (OPM) transfers many of its training units to Graduate School USA. The School assumes operation of training centers in Atlanta, Chicago, Dallas, Philadelphia, San Francisco, and Arlington, VA, creating a nationwide network of training facilities. The School also acquires OPM’s National Independent Study Center (career-related self-study courses) and Career Development Programs (residential leadership training programs and training needs assessment).

❚❚ In 1961, the School is approached by the Agency for International Development (USAID) for assistance in training government officials from the newly independent government of the Congo. Classes for Congolese officials begin in July and launch the School’s International Institute.

❚❚ In response to the Government Employees Training Act (GETA), the Special Programs department opens with courses taught during working hours and designed to meet the specific needs of an agency or group of agencies.

❚❚ October 17, 1921: Graduate School USA offers its first classes to USDA employees. Soil Physics, Plant Genetics, and Animal Genetics are featured. Cost: $15 for one course, and $25 for two courses.

❚❚ With Elements of Personal Administration and Executive Management and Supervision, Graduate School USA becomes the first school to offer leadership and management training to all government employees.

❚❚ The School takes over the Interagency Auditor Training Program from the U.S. Department of Commerce. This program provides training for federal, state, and local government auditors.

The department later becomes the Government Audit Training Institute.

❚❚ During World War II, Graduate School USA establishes seven war training courses. Over 1,400 students register. The School also teaches thousands of new federal employees who are arriving in Washington to aid the war effort.

❚❚ Graduate School USA signs an agreement to establish a Center for Education and Training at The Wharf, the new mixed-use waterfront development in southwest Washington, DC. The Center for Education and Training will be a quality, convenient resource for residents seeking career preparation for federal, state, and local positions, as well as offering training for a variety of vocations and job readiness.


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