TRAINING PROGRAM PLAN 1

Signature Assignment: Training Program Plan

Tequila Hansberry
AET/570
May 15, 2017
Gale Cossette

Purpose of Plan
The goal of this Training Program Plan is to produce a more effective learning procedure

for new Passport Agents when they come on board the Chicago Passport Agency as new

employees.
Table of Content

Part I Training Program Description

Define the scope of the training program

Describe the intended Audience

Define the program goals

TRAINING PROGRAM PLAN 2

Define the program objectives

Part II Needs or Gap Analyses

Questionnaires

Interviews

Group Discussions

Performance Reviews

Part III Budget (10 expense categories)

Personnel
Fringe benefits
External staff
Materials
Technical support
Equipment
Travel
Facilities
Supplies
Miscellaneous

Income Sources

Parent company
Donations
Participant fees
Grants
Government
Miscellaneous

Part IV- Staffing Plan

Required qualifications: job skills, knowledge, and abilities

Time requirement and number of staff positions needed for each skill set
Available internal resources
Available external resources
Additional resource needs
Strategy to fill resource gaps
Staff performance evaluation
TRAINING PROGRAM PLAN 3

Part V- Stakeholders

Worksheet to identify a minimum of five stakeholders, listing the goals each entity has in

your training program, and how you intend to build support from them in order to produce a

positive impact on adult learning for the training program you are designing for your workplace

organization.

Part VI- Communication Plan

Marketing message: This is to include a logo, slogan, and fact sheet.

Benefits of the training program including instructional practices to produce a positive

impact on adult learning.

Promotional channels and materials: Discuss the rationale and implementation of each.

Part VII- Program Evaluation

Identify individuals responsible for overseeing program evaluation.

Detail the purpose of the evaluation and how the results are to be used to produce a

positive impact on adult learning.

Specify the metrics to be measured.
Detail the evaluation type(s) and the data collection techniques to be used. Include details

as to when the data will be collected.

Part I: Training Program Description

The Scope

The Consular Affairs Bureau section that deals with the adjudication of passport

applications has a total of 29 regional locations dispersed all around the United States ("Regional

Passport Agency," 2017). Of the 29 agencies, the Chicago Passport Agency has not established a

Standard Operating Procedure (SOP), for new Passport Agents when they first come on board as

a new employee. Currently, the Chicago Passport Agency only allows new hires to sit at their

desk and review the Foreign Affairs Manual or 7 FAM. The 7 FAM gives Department of State
TRAINING PROGRAM PLAN 4

employees the step by step procedures for properly adjudicating any passport application and

guidelines for derivative and fraudulent applications.

The problem with the current training of new employees at the Chicago Passport Agency

is that the employees are not retaining the information learned in the first two months until their

formal National Passport Training (NTP). There are no hand-on-trainings that can prepare them

to be successful in their new job title until they attend the out-of-state training NTP. When new

specialists enter NTP, they are seeing information for the first time making it difficult to train

them in the two-week period giving to NTP instructors. Many employees complain of not being

fully prepared at NTP training because they received no actual training at the Chicago agency,

they only read the FAM and were asked questions about it.
This training program will allow innovative ways to give new employees interactive

training that will better prepare them for NTP and their new job title. A clear agenda will be

created and provided to specialist allowing the two months before NTP to be structured with on-

the-job training with a mentor. The new training program will mandate that new Specialist are

able to adjudicate at the current GS-7 level they are, holding them to the same standards of that

level. This means that they will have an error percentage less than 3.3 on all batches and a

Suspense error less than.5 percent. The 7 FAM will be used to assist new specialist in the

decision process of accepting an application to receive a passport book or card. The 7 FAM will

no longer be the sole training guide to teach new specialist the adjudication procedures.

Supervisors must meet with new employees and their mentors weekly to see if objectives and

goals are being met. The overall aim of this training program is to make the time before official

training productive and useful for new employees.

The Audience
The intended audience for this training program is all adult newly hired Passport

Specialist at the Chicago Passport Agency. Since the agency hires from many different areas such
TRAINING PROGRAM PLAN 5

as recent college graduates, U.S veterans, regular job seekers, and employees from other Bureaus

of the Government ages and nationalities will all differ.

Current Skill Sets/Experience/Knowledge

100% of the specialist will have a starting grade level of at least a GS-5, which means they

have some college leveled education.

All specialists will have already cleared with the U.S government and have obtained their

security clearance to be able to start adjudicating.

Training Program Goals

Upon completion of this training program, the new specialist will be able to demonstrate

acquired skills and knowledge needed to adjudicate passport applications before NTP

successfully. These new capabilities will allow the specialist to be a step ahead for the formal

NTP training that takes place two months after being hired by the agency.

The Specialist will successfully be able to pull NPIC applications and make the appropriate

phone calls for all suspended passport applications.

The specialist will meet once a week with mentor and supervisor; Supervisor and mentor

will be able to agree if specialist can adjudicate 13-14 passport applications an hour

satisfying their GS-7 level requirements.

Specialist will be able to successfully document review up to three 30 application

passport batches per day while on document review rotation.

The 7 FAM manual will be used and documented on all three batches to reference all

suspended applications and a reason will be given with the proper IRL letter.
Specialist will be able to process 3050 passport applications during counter rotation

during training program.

TRAINING PROGRAM PLAN 6

Have an error percentage of le than 3.3 and a suspense letter error percentage of less

than .5.

Objectives

After successful completion of the Pre-NTP training program, all specialists will be able

to demonstrate and exhibit the following:

The specialist will correctly reference the 7 FAM to adjudicate applications correctly with

an error percentage less than 3.3.

Accurately process up to 30-50 applications while in counter adjudication transition with

mentor.

Choose the correct suspense IRL letters for suspended applications with an error

percentage of less than .5.

Part II: Needs Analysis

For this training program to be as successful as possible, a well-developed needs

assessment must be designed. It is probable that performance levels of specialist are not at its

best after NTP due to the lack of structure in the first two months of being employed. Gathering

data from different techniques can be used to support this training program and allow leadership

to understand where the gaps are in performance and how to repair them. The methods chosen

for this need assessment are questionnaires, interviews, group discussions, and performance

reviews. Examining the performance gaps in newly employed Specialist has many benefits such

as:

Realizing the needs of Specialist

Improve production time, and the number of applications finished per hour
TRAINING PROGRAM PLAN 7

Retention of qualified workers

Questionnaires

Developing a substantial questionnaire or training need assessment survey allows the

Chicago Passport Agency to receive feedback from newly hired specialist quick and efficiently.

The needs assessment questionnaire can form a benchmark for determining the effectiveness of

the training once it is administered (Training Needs Assessment Survey, 2017). The best part

about using questionnaires for the needs assessment is that they can be giving at all strategies of

the training program. The survey will be administered before the training program is facilitated

to see where the Specialists are before training. Then the same questionnaires will be

administered again after the training program is completed to give leadership knowledge of

where the Specialists are after training. The two scores will be analyzed and compared to deem

rather or not the training program is successful.

Interviews

The weekly meetings conducted by the mentor and the supervisor with the Specialists are

when the program utilizes the interviewing technique. Interviews with the specialist give the

supervisor a chance to discuss expectations and provide feedback. It is also the time where

Specialist communicates their concerns and areas they feel they need improving in. During these

interviews is the time where Supervisors will analyze what the Specialist feels they need to be

compared to what the Supervisor believes they need.

Group Discussions

After the training program is conducted for the first two weeks, all new employees will

have a group meeting with the Adjudication Manager to give more information on how they felt

about the two months before NTP. At the end of the group meeting, all new Specialists will be
TRAINING PROGRAM PLAN 8

asked to rank their level of satisfaction with the overall process. Rather the Specialist feels the

training was accommodating or not; they will elaborate so the manager can listen to their

feedback to work on ways of improving it.

Performance reviews

Four months after the Specialist returns for their formal NTP training they will be given a

performance review by their supervisor. This performance review will allow the Specialist to

know rather they are meeting needs of the agency or not. The two months of being exposed to

the training program combined with the formal NTP training should develop the Specialist into a

well-informed adjudicator with the abilities to correctly inspect a passport application.

Gap Analysis

After the successful completion and review of all the information gathered from the

questionnaires, interviews, group discussion, and performance review it will be determined the

necessity of this training program. Even though this needs assessment can open the agency up to

more gaps, it is important to prioritize the new employees during the weeks before NTP for

retention purposes.

Part III: Budget

The budget for this training program will not be as expensive as it seems because many

of the resources are already available here at the Chicago Passport Agency. There will be no cost

for Fringe Benefits, external staff, or facilities since the agency is the only facility new

employees will be trained at. The cost of new computers is reduced thanks to our partners to only

$500 per Samsung computer needed, compared to the retail price which saves the agency money.

Most of the budget will be spent on the hiring of two additional technical support employees.
TRAINING PROGRAM PLAN 9

These technological support employees are needed to make sure the systems functions at all

times due to the new applications and systems that will be used to training the new Specialist.

Much of the money needed to accommodate the budget will come from monthly income

the agency receives from the government, participant fees, donations, and miscellaneous. The

member fee will cover approximately 35,000 of the budget, which is more than half of the

estimated budget. Participant fees come from the extra $25 the agency receives from emergency

passport applications which need immediate passports for travel within two business days

(Chicago Passport Agency, 2017). Since the Chicago Passport Agency is strictly an emergency

passport facility every passport application that comes through our counters contain the added

$25 fee. Below is the detailed outline of the budget for the new training program. All of the

expenditures have been calculated and totaled along with the income that is received by the

agency. This budget is only for the first 60 days of the new employees hire timeline before they

leave for NTP official training. This budget is to accommodate no more than ten new employees

at a time who travel to and from work through public transportation. If new employees do not

travel on public transportation the money allocated for that will still be given to then but through

money for gas in their private vehicles.

TRAINING PROGRAM PLAN 10

Training Budget

Organization: Chicago Passport Agency

First 60 Days Before NTP

10 New Employees

Expenditures

Item Estimated Cost

Personal (Transportation) $ 4,500
Fringe Benefits $0
External Staff (Extra Contractors) $0
Materials $ 2,000
Technical Support (2 add on @ $30/hr.) $ 19,200
Equipment (10 new computers @ $500/employee) $ 5,000
Travel (No travelling before NTP) Included in Personal
Facilities (Chicago Passport Agency) $0
Supplies ($ 1,257/employee) $12,570
Miscellaneous

Security (2 weekday officers $15/hr.) $ 9,600

Total $ 52,870

Income

Item Total
Department of State (Government) $ 10,000
Service Fee of $25 per Application (Participant Fee) $ 35,000
Donations $ 500
Miscellaneous $ 2,534

Total $ 48,034
Part IV: Staffing Plan

All passport agencies across the United States are staffed with both contractors of private

companies and government employees employed by the federal government (Regional Passport
TRAINING PROGRAM PLAN 11

Agency, 2017). In the Chicago Passport Agency staffing for Passport Adjudicators come from

many external sources such as recent graduates program, military veteran program, and the

public. This time staffing will be filled internally hiring ten of our recently working contractors,

which has never been done before. Management feels that finally giving contractors a chance to

interview for the federal government position will allow the organization to choose more

employees who know the passport system already. This should cut the time of training down

because these contractors already know the ropes of how the passport agency runs; all they need

is the adjudication skills. Many of our contractors have worked for the agency for ten years or

more, meaning they already possess many of the qualification looked for in a Passport

Adjudicator.
 TRAINING PROGRAM PLAN 12

Required Qualifications

Major Duties
-Recieve and examine passport applications of all capacities.
-Review applications for completeness, truthfulness, and
identity.
-Examine all citizenship and identification evidence submitted with
application.
-Stay alert of all possible fraudulent documentations to maintain
passport.

Job Skills
- Ability to Research Memos and the FAM trainig
book
- Communication skills when speaking with applicants
- Typing skills for letter writing of IRLs
- Collect and analyze data related to applications
- Realize a problem and create a solution
Knowledge Needed
- Understand the basic requirements to obtain a passport
- Knowledge of geographical locations
- Knowledgeof statues, rules, and policies governing adjudication
- To synthesize and analyze statements of facts quick and accurately

Abilities
- Clearly articulate
- Reaseach policies and procedures
- Work in a team
- Properly operate a computer and MS program
TRAINING PROGRAM PLAN 13

Expected Time

There is only a need for ten new Passport Specialist (Adjudicators) at the Chicago

Passport Agency. These new employers have exactly 60 days to learn as much as they can

through this new training program before they head to NTP.

Available Internal & External Resources
This training program will use everything that is already accessible to the agency as

resources. The trainers will be GS-11 passport Specialist who will mentor and train the new

specialist on such functions as desk adjudication, Counter Acceptance, and NPICs just to name a

few. Presentations will be given in the agencies training room, so there is no need to go to an

outside facility. All training material will come from the agency's supply which means there will

be double shipments of adjudication supplies.

As far as external resources applications will not only come from our internal source

(counter acceptance) but other resources. Applications from outside resources such as lockbox

through outside banks and courier will be used in the training program. New Specialist will use

these applications to apply what they are learning from their mentors, supervisors, and trainers at

the agency.
Additional Resources Needed
There will be a need for more security guards since there will be an increase of specialist

in the building. Additional Supervisors will be required as well, so the agency will be using

Supervisors from the South Carolina agency approximately three to take responsibility for the

new employees. Using supervisors from another agency lowers the cost of hiring new

supervisors and allows current supervisors not to be overwhelmed with the workloads of the new

employees. The three supervisors from Miami will be here for the entire 60-day duration of that

time the currently hired supervisors will be back from their training and ready to take on their

new roles.

Strategy to Fill Gaps

TRAINING PROGRAM PLAN 14

For the training program to not interfere with the day to day functions of the passport

agency there needs to be a strategy to fill in resource gaps. The agency is hiring ten specialists

simply because the agency is understaffed. By placing new employees with mentors, we could be

doubling the mentor's workloads and causing a backup in the passport application process. To

avoid this catastrophe the agency has strategized to have only certain veteran Specialists

participate in the training program. Since these Specialists have worked in passports for over ten

years, they have the capabilities to mentor more than one new employee at a time. The doubling

up of the employee to mentor will allow the use of five veteran Specialists to the ten new hires

instead of needing ten. The fewer Specialists utilized for the training program, the more that can

be working in other capacities allowing the agency to keep up with the overwhelming workloads.

Staff Performance Evaluation

The staff evaluation will carefully be modeled to emulate the assessment of the training

program, using the Kirkpatrick's model precisely level three. The type of employee evaluation

that will be used is a 360-Degree Appraisal method that comprehensively gives feedback of the

employee's performance in-depth from multiple parties such as mentors, supervisors, trainers,

and other coworkers (Lopez, 2015). The evaluation will measure the new Specialist's ability to

apply the information they have learned to their jobs before they leave for NTP. It will be used to

examine:

How much the Specialist could comprehend by properly accepting 3 bathes of 30

applications a day.
Ability to find solutions to problems through 7FAM with less than a 3.3 percentage error.
Ability to navigate through the IRLs to correctly choose the correct letter with an error

percentage of less than .5

 TRAINING PROGRAM PLAN 15

Understanding of detecting fraudulent applications with a fraudulent error percenter less

than .2.

The overall goal of this 360-Degree Appraisal is to receive meaningful feedback on level 3 of

Kirkpatrick's model, the ability of the Passport Specialist to apply what they have learned during

the 60 days of training. This information gathered by mentors, peers, and supervisors will give

vital information that can be used to improve the training program for future use.

Part V: Stakeholders and Goals

"Stakeholders" are those people, groups, and other organizations that are directly affected

by the agencies projects, these entities have influence or power over the agency, and have an

interest in the success of the agency (Harrison, 2013). The Chicago Passport Agency has a

myriad of different stakeholders and building a cohesive relationship with them is the agency's

number one priority. The goal of the agency on the stakeholders is to develop andd support each

other to make a successful agency overall.

Stakeholders Ways to build Producing a positive

Partnership goal
(minimum of five) support impact on adult learning

Secretary of State Carries out Presidents Secretary of state By producing effective

foreign policies through
the Department of State (S
Office of the Secretary. all over the United
(2017). Plans the national
budget and staffing of the
Chicago passport agency
along with all other
agencies in the United
States.
finances the budget training programs that
for the 29 agencies teach agencies the polices
created by the President,
States. This person can create better agencies
identifies the needs that know how to
of the agencies and accurately adjudicate
allocates funds and passport applications.
jobs to accommodate
the agencies.
Chicago passport
agency is just one
 TRAINING PROGRAM PLAN 16

agency that depends

on the decisions
made by the
Secretary of State.

The Director of the The Director works with

Chicago Passport the senior staff such as
Takes on the Agency depends on Assistant Director,
administrative and the hard work and Managers, and Supervisors
financial responsibilities dedication of the to make sure the proper
of the Chicago passport employees. Identifies training is created and used
Chicago Passport
agency. Makes all the what the independent in the agency. Senior
Agencys Director
imperative decisions of the agency needs to be staffs knowledge of the
agency. Held accountable successful and individual workers allows
for the success or failure executes in the Director to create
of the entire agency. collaboration with training that targets all the
Assistant Director negative attributes of the
and senior staff. agency.

Counters applicants are

Invest money into the
agency whenever they
apply at the Chicago
agencys counters.
Counter Applicants Applicants who apply at
the counter pay $25 per
application fee that goes to
the maintenance and
resources of the agency.
more satisfied with their
Support is built
experience when they are
between the agency
given acceptance agents
and the counter
who are knowledgeable on
applicants when
how the intake process
speedy and accurate
goes. They also need to be
work is executed.
properly aware of all the
The entire agency is
items they need in order to
run off of the funds
receive a passport so
gathered by the 25
information and training
service fee paid for
guides are offered to them
every application.
through the US.Gov online
page.

United States Work aggressively with
Customs and the Chicago passport
Borders agency to prevent terrorist
and illegal immigrants
from entering the United
States. Allows the agency
to use many resources in
order to catch fraudulent
U.S Customs depend U.S Customs and Borders
on the passport provide the agency with
agency to identify hands on training about
fraudulent applicants what to look for in
and refer them to applications to detect
Customs for applications that may deal
deportation. U.S with illegal immigrants,
customs offers the trying to possess a U.S
 TRAINING PROGRAM PLAN 17

agency training and passport. The interview

programs that assist techniques help counter
documents.
in the adjudication adjudicators look for signs
process. of an illegal immigrant.

Courier companies Agency employees

Courier companies work
support the expedite participation with courier
alongside the passport
services that the companies improves skills
agency by collecting
Chicago Passport on expedite services. There
passport applications from
Agency offers to is a wealth of knowledge
applicants in large
Chicago Courier applicants. When that is learned through the
amounts for expedites
Companies applicants are not sharing of information with
services. Applicants can
able to come to the courier workers and agency
have a courier company
agency but still need employees.
collect and send their
expedite services
applications to the agency
they go through
to receive them faster.
couriers.

Lockbox employees learn

Lockbox supports the monthly from the agency
agencies routine who to properly assemble
Lockbox companies gather
applications by and enter data into the
and assemble regular
performing pre- system for the lockbox
routine applications before
Chicago Lockbox checks for all regular applications. The more
they arrive at the agency.
Companies applications. The informed the lockbox
This allows for a smooth
make it easier for companies are on assembly
transition for contractors
routine applications and data entry the
and adjudication staff.
to be batch and smoother the process goes
adjudicated. for adjudicators at the
agency.

Temporary companies Contractors learn the basic

Contractors work in
help staff the Chicago knowledge on the
the agency and help
Passport Agency for the processing of passport
with the expedite
data entry positions. This applications. They receive
progress. They
Contractor staff is privately hired and many of the same training
execute all the data
Companies is not employees of the that government employees
entry and processing
Department of State. They receive, especially those
of passport
play a vital role in the who work as acceptance
applications and
processing of applications Agents a the front counter.
products.
adjudicated daily.
TRAINING PROGRAM PLAN 18

Part VI: Communication Plan

Building Blocks to an effective Adjudicator

LogoMakr, 2017

Thinking Outside the Box

Training Program Mission

The new Passport Specialist Training Program is designed to increase the productivity of

new Passport specialist hired at GS grade levels 5 and 7. The training will provide hands-on

training that will allow the Specialist to receive critical information that will make them more

prepared when they leave for the National Training Program (NTP). The objective of the

program is to make use of the two months before NTP so that there is little downtime for

Specialist and more time for learning their new positions. Training program goals are to give

hands-on experience on NPICS and desk adjudication and creating a stronger bond between new

Specialist and their mentor.

Delivery Methods and Learning Materials

TRAINING PROGRAM PLAN 19

The New Specialist Training Program will make use of various delivery methods when

training new Specialists. These methods include but are not limited to one on one mentoring;

hands-on application adjudication, instructor-led training classes, online self-pace training. All

training materials will be relevant and up to date with the latest versions of DS-11 and DS-82

applications.

Training Schedule

The training sessions include the following:

One week mentor training on basics of adjudications (application markings)

Two weeks of NPICs with over the phone communication with applicants

Three weeks of document review with 2 weeks side by side mentor

One week actual desk adjudication

Training Program Benefits

The development of this training program is projected to create more knowledgeable and

efficient passport Specialists. This program provides the necessary training that allows new

Specialist to leave for NTP with the ability to fully adjudicate and build on existing knowledge

instead of learning everything at NTP. This gives NTP instructors the chance to go more in-depth

with more complex components of adjudication instead of spending extra time on minute

concepts. All the techniques that will be introduced in training are universal methods used by all

passport agencies to create productive Specialist that can meet their daily quotas.

The additional benefits of this training program are to lessen the load on senior

Specialists who must check and give feedback to the new specialist about their work. Also,

Supervisors benefit from this training program because senior mentors now have the most

contact with new Specialist, leaving Supervisors with less of a workload than ever before. With
TRAINING PROGRAM PLAN 20

the lightened workloads Supervisors, can complete other functions that still increase passport

production.

Promotional Channels

A new concept that will be used for this training program that has never been used before

is the introduction of social media. The new training program is centered on collaborative

learning. Collaborative learning can be defined as a group of people who need immediate

connections to others to answer questions, solve problems, and develop solutions (Rosenberg,

2008). There will be the introduction of a Facebook page created for new passport Specialists to

be able to communicate with each other one hour a day during this new training program. This

one hour a day in included into the MIS daily log so that Supervisors verify and account for this

hour. During this one hour, new Specialist can communicate with one another and discuss the

following:

What have they learned?

What are they still confused about?

There suggestions on how to complete functions faster.

Thoughts of the training.

FAM readings and their interpretations of what they read.

IRL selections.

This new method is a way for Specialist to use each other as references and bounce ideas

around with one another before going straight to the mentor or Supervisors. If information is

unclear on the Facebook page, then Specialist may go higher up to receive the answers they

need.
TRAINING PROGRAM PLAN 21

Supervisors will take turns making sure content shared on this Facebook page is work

related and useful to the growth of the Specialist. It is the responsibilities of the Supervisor to go

over the social media policies and procedures with the new Specialist, so there is no misuse of

Internet and social media. Other forms of communication will also be used such as the agencies'

email and instant message tools Microsoft Office and Microsoft Lync. Other forms of social

media will not be used such as Snapchat and Instagram for the obvious reasons such as no

cameras are permitted in the office at any time due to Private Identifiable Information that all

Specialist are responsible for.

Part VII: Program Evaluation

The vital stage of this training program is the program evaluation that will be carried out

at the end of the training by Supervisors. The program evaluations will be a formative and

summative evaluation given to the Supervisors and analyzed by the Managers to track the

progress new Specialists are making. After every transition to a new function, the Supervisor will

complete the evaluation of their Specialist's work and submit it to their Manager. At the end of

the two months, Managers will compare the information gathered through the evaluation and see

if there is progression among the Passport Specialist on their specified team.

Type of Evaluation:

The evaluation that will be used for this program is fashioned after Kilpatrick's Four-

Level Training Evaluation Model. The evaluation will focus on Kilpatrick's four measurements

of how effective the training has been including (Kirkpatrick, 2008):

Level 1 Reaction: measuring the satisfaction of the Supervisors with the new

Specialists performance.
 TRAINING PROGRAM PLAN 22

Level 2 Learning: the extent that Specialists have increased their adjudicative

knowledge, and are improving their skills.

Level 3 Behavior: the extent that Specialists can apply what they are learning to

their jobs.

Level 4 Results: The increase of production numbers new Specialists is able to

complete after completion of training program.

*Specified metrics to be measured:

Kilpatricks Level 1:
Reaction
Instructor Satisfactory Fair Unsatisfactory

Supervisor ranked 10 for Supervisor ranked 5 for Supervisor ranked below

their effectiveness in
teaching Passport
Specialists the objectives,
topics, and content of the
training program.
Material Satisfactory
their effectiveness in 5 for their effectiveness in
teaching Passport teaching Passport
Specialists the Specialists the objectives,
objectives, topics, and topics, and content of the
content of the training training program.
program.
Fair Unsatisfactory

The materials used in the
training program was
helpful, all resources used
was related to the
content.
Training Application Satisfactory
The materials used in The materials used in the
the training program training program was not
was somewhat helpful, helpful, resources used
some resources used was not related to the
was related to the content.
content.
Fair Unsatisfactory

Information was accurate Information was Information was not very

and was taken from the
most current 7 FAM
training manual of 2017.
Training Logistics Satisfactory
somewhat accurate and accurate and was taken
was taken from the 7 from an out of date
FAM training manual of version of the 7 FAM
2015. training manual of 2013
or older.
Fair Unsatisfactory

The facilities, seating, and The facilities, seating, The facilities, seating, and
lightening during this and lightening during lightening during this
training program were this training program training program were
 TRAINING PROGRAM PLAN
satisfactory.
Kilpatriks Level 2:
Learning
Understanding of Content Satisfactory
Specialist earned a score
of 100 when tested on
ability to adjudicate DS-
11 application with zero
production errors.
Ability to comprehend training Satisfactory
material
Specialist could use the 7
FAM training manual with
little to no assistance
from instructor after
shown how to use
manual.
Kilpatricks Level 3:
Behavior
Skills Satisfactory
Specialist displays all the
necessary skills needed to
be a successful
adjudicator such as the
ability to:
-Use 7 FAM to research
information
-Use discretion to accept
or suspend an application
-Detect fraudulent
documents
Performance Satisfactory
Specialist has performed
all the needed functions
on the DS-11 application
to successfully stamp and
approve applications.
Direct Observation Satisfactory
After being observed by
mentor Specialist has an
error rate percentage of
zero and needs little to no
assistance.
Direct Observation Satisfactory
23
were fair. unsatisfactory.
Fair Unsatisfactory
Specialist earned a score Specialist earned a score
of 90 when tested on below 90 when tested on
ability to adjudicate DS- ability to adjudicate DS-
11 application with three 11 application with three
production errors. or more production
errors.
Fair Unsatisfactory
Specialist could use the Specialist was not able to
7 FAM training manual use the 7 FAM training
with much assistance manual after being shown
from instructor after how to use manual.
shown how to use
manual.
Fair Unsatisfactory
Specialist displays some Specialist displays little to
necessary skills needed none of the necessary
to be a successful skills needed to be a
adjudicator such as the successful adjudicator
ability to: such as the ability to:
-Use 7 FAM to research -Use 7 FAM to research
information information
-Use discretion to accept -Use discretion to accept
or suspend an or suspend an application
application -Detect fraudulent
-Detect fraudulent documents
documents
Fair Unsatisfactory
Specialist has performed Specialist has performed
many of the needed little to none of the
functions on the DS-11 needed functions on the
application to DS-11 application to
successfully stamp and successfully stamp and
approve applications. approve applications.
Fair Unsatisfactory
After being observed by After being observed by
mentor Specialist has an mentor Specialist has an
error rate percentage of error rate percentage of
3% and needs much above the 5% limit and
assistance. needs more assistance.
Fair Unsatisfactory
 TRAINING PROGRAM PLAN 24

After being observed by After being observed by After being observed by

mentor Specialist has a
Suspense error rate
percentage of zero and
needs little to no
assistance.
Direct Observation Satisfactory
mentor Specialist has a mentor Specialist has a
Suspense error rate Suspense error rate
percentage of .5 and percentage above the .5
needs much assistance. limit and needs more
assistance.
Fair Unsatisfactory

After being observed by After being observed by After being observed by

mentor Specialist has a
Fraudulent error rate
percentage of zero and
needs little to no
assistance.
Kilpatricks Level 4:
Results
Production Time Satisfactory
mentor Specialist has a mentor Specialist has a
Fraudulent error rate Fraudulent error rate
percentage of .2 and percentage above the .2
needs much assistance. limit and needs more
assistance.
Fair Unsatisfactory

After Training Program, After Training Program, After Training Program,

the Specialist's production the Specialist's the Specialist's production
time has increased over production time has time has increased only
50%. increased over 20%. 10%.
Accuracy of IRL's Satisfactory Fair Unsatisfactory

Since the training Since the training Since the training

program the specialist
has a production error
less than 3% in choosing
incorrect IRL choices a
day when it comes to
suspending passport
applications.
program the specialist program the specialist
has more than 3% but has more than 6% in
less than 6% in choosing choosing incorrect IRL
incorrect IRL choices a choices a day when it
day when it comes to comes to suspending
suspending passport passport applications.
applications.

Ways of Gathering Information

Information on the progress of the Specialists will be gathered from many sources, not

just the evaluations concluded by Supervisors. Observations of Specialist work will be

completed by both the mentor and the Supervisor collectively. Weekly interviews will test the

knowledge the Specialists realizes they have gained from the training program. Also, data

gathered from the Facebook communication page will tell Supervisors what the new Specialists

understand and fail to understand while talking to peers. Many Specialists may share things with
TRAINING PROGRAM PLAN 25

co-workers that they do not feel comfortable sharing with management. The Facebook page

addresses this and allows Supervisors to evaluate Specialists at the same time.

Conclusion

In all, the purpose of this training program is to better prepare new passport Specialist for

the world of Adjudication. The previous program left new Specialist with too much idol time and

tedious FAM readings that did not allow them to comprehend any information. This new training

program will place all parties (Specialists, Mentors, Supervisors, and Managers) in a proactive

position to make each new Specialist successful at their new jobs before attending NTP. There

are new positions transitions that new Specialist will endure to prepare them better. To make sure

that this new training program is meeting the objective put in place, a Kilpatrick's formulated

evaluation will be used. This evaluation will target all four of Kilpatrick's levels of training

evaluations (reaction, learning, behavior, and results). Based on the information gathered from

this evaluation and other areas of assessment there will be tangible evidence for all stakeholders

to examine and conclude about rather this training program will be incorporated for good.

Reference
Chicago Passport Agency. (2017). Chicago Expedite U.S Passport Service. Retrieved from

http://www.uspassporthelpguide.com/chicago-passport-agency/.
TRAINING PROGRAM PLAN 26

Harrison, K. (2013). Stakeholder relations management is a Key Skill. Cutting Edge PR.

Retrieved from http://www.cuttingedgepr.com/articles/stakeholder-relations-

management-is-key-skill.asp.
Kirkpatrick, D. L. (2008). Section VI: Measuring and evaluating impact - luminary perspective:

Evaluating training programs. Alexandria: Association for Talent Development.

Retrieved from https://search.proquest.com/docview/896136537?accountid=35812

LogoMakr. (2017). Thinking Outside the Box [Online Image]. Retrieved from

logomakr.com/6dqzwM.
Lopez, A. (2015). 4 Types of Employee Performance Evaluations. Resource Management Inc.

Retrieved from http://rmi-solutions.com/blog/4-types-of-employee-performance-

evaluations http://rmi-solutions.com/blog/4-types-of-employee-performance-

evaluations/.
Rosenberg, M. J. (2008). Section V: Delivering technology-enabled learning - chapter 27:

Learning meets web 2.0: Collaborative learning. Alexandria: Association for Talent

Development. Retrieved from https://search.proquest.com/docview/896136013?

accountid=35812
Regional Passport Agency. (2017). Retrieved from http://www.passport-renewal.com/regional-

passport-agency/.
S Office of the Secretary. (2017). U.S Department of State Bureau Directory. Retrieved from

https://bureaus.state.gov/index.php/s-office-of-the-secretary.
Training Needs Assessment Survey. (2017). HR-Survey. Retrieved from http://www.hr-

survey.com/TrainingNeeds.htm.
TRAINING PROGRAM PLAN 27