Coffee and Consulting: Interviewing Account Manager Marc Leh on His Decade-Long Career With Corner Alliance
Sep 09, 2024
Marc Leh is Corner Alliance’s Account Manager for the National Institute of Standards and Technology (NIST) and the National Institutes of Health (NIH) contracts. He met with Bonnie Callahan, MacKenna Hornyak, and Conroy Stout to discuss his career in consulting after recently celebrating ten years with Corner Alliance.
A review of Marc's career truly underscores Corner Alliance's values for its employees to Make it Happen, Push for Better, Focus on Growth, and Build Trust. Starting as a Consultant I over ten years ago, Marc has grown with Corner Alliance to become a Principal Consultant and Account Manager. Marc’s rise through the company emphasizes Corner Alliance’s willingness to invest in its employees and its philosophy that a successful consultant can come from any background. Discussing his career at Corner Alliance highlighted some of Marc’s favorite parts of consulting, including finding and appreciating different ways to approach problems, guiding new consultants on their paths to building dynamic careers, and championing innovation.
The “coffee” of Coffee and Consulting: What is your go-to coffee order?
To give our readers a snapshot of how a consultant starts their day, we asked Marc about his go-to coffee order. “I like to start my mornings with a Nespresso and oat milk – the more intense, the better.”
Is there a specific path to becoming a consultant?
When asked if there is one ideal path or one personality type that management seeks out when hiring consultants, Marc replied, “There is no specific type of person or one set path. Being a curious, detail-oriented, reliable problem solver with a positive attitude and willingness to adapt to different environments are the attributes I see in most successful consultants.”
After graduating from Cornell University with a Bachelor of Arts in History and spending a year in the music journalism sector, Marc joined Corner Alliance to make a difference at the national level. He believes his degree brings unique skills and perspectives to his work. “I think being able to interview people, to frame a problem in a compelling way, to lay out the facts, describe opportunities to move forward, and have that as a springboard for broader discussion is something that is definitely translatable.” His work in music journalism has given him a strong foundation of skills that he brings into his current role. “Unstructured problem solving, being creative, evaluating your environment, and determining the best path forward… are core skills that consultants use every day.”
Ten years later, Marc is a Principal Consultant and Account Manager, a seasoned leader overseeing large projects and providing mentorship to 25 consultants who are looking for opportunities to apply their unique backgrounds to federal client challenges.
Corner Alliance is home to employees with a variety of credentials. While some careers have strict paths to entry, Corner Alliance consultants join with varying backgrounds and interests that directly translate to adaptability. This individualized approach to consulting increases innovation, as is evident in Marc’s unique perspective and growing portfolio of successful projects. “Being able to define how your client impacts its stakeholders and how you and your team drive that impact is critical to project success. Adapting our services to a client’s mission and operating environment maximizes our value and impact, and it requires constant critical thinking and relationship building… once you identify the opportunities that are going to deliver the greatest value to all that you care about and serve, we go from initial strategic planning to implementing projects that execute on that mission.” This emphasis on the overall mission ensures Marc is suggesting relevant solutions to his client and evaluating their needs while keeping him personally connected to the broader impact of his work.
How does a consultant find their specialty?
A curious person can build functional skills that can be used across industries and to develop domain expertise - Marc still credits his success to this practice. “My time working as a journalist helped me develop the writing and facilitation skills that I still use today. Developing domain expertise by learning about different industries while building your functional skills on a project builds credibility and enables consultants to specialize more effectively later in their career.”
Marc encourages aspiring consultants to be committed to the quality of their work and letting that guide them to opportunities to try new projects. “I love working with driven, ambitious, and smart people, but rather than focusing exclusively on what is next, I think it is more important that consultants, especially those early in their careers, focus on being consistent, detail oriented, dependable, and open to new opportunities.”
Being willing to try new things and bring ideas to the table, Marc suggested, will not only help new consultants find what they hope to specialize in, but can also provide them with opportunities to propose innovative solutions, provide a unique perspective, or help achieve the goals of their client. Recalling his work with the National Institute of Standards and Technology (NIST), “I was really fortunate to have a core set of clients that I worked with closely during the first couple of years that gave me a lot of opportunity to be creative, work independently, and bring new ways of doing things to solve and develop strategies for their programs,” he recalled. “As you grow and gain more experience and exposure to different industries and organizations, you can start to specialize and take on more of that higher order strategic thinking as you build domain credibility and get more specialized functional skills.”
Corner Alliance is intentional about elevating people within the organization, and Marc notes that his relationships with his leadership team and his credibility on his projects helped him find challenging and rewarding opportunities early in his career. “I probably got access to project management and leadership opportunities earlier at Corner Alliance than I would have at a larger firm, and that's a result of leadership trusting me to do a good job.” Relationship building is an essential part of being a consultant, and, by virtue of that, Corner Alliance employees value and nurture the relationships they build. Taking on new tasks and establishing himself as a trusted partner to NIST has not only built Marc a personal portfolio of accomplishments to lean into, but solidified the trusted advisor relationship both Marc and Corner Alliance have cultivated with NIST. Under Marc's leadership, the Corner Alliance team supporting NIST grew to five times its original size.
How did you stay engaged in your work over ten years?
Discussing how new consultants can stay as engaged in their work as he has over the last 10 years, Marc advised “you can have any amount of consistency or variety in your work depending on your chosen path as long as you are proactive… If people do want a high turnover of new experiences, they can have that, but if they want to build deep credibility in a specific industry, that opportunity is available as well. I try to provide a menu of different project opportunities and in-demand skills to consultants beginning to plan their career trajectory, rather than prescribe a specific path to them.”
Corner Alliance consultants also have the opportunity to stay engaged in company initiatives by participating in business development opportunities to help the company win new work. Marc reflected that “getting to work on the business in addition to providing services and executing on contracts for clients is something that was really important to me.” Marc has enjoyed being able to play an active role in business development opportunities, having worked on over 50 proposals during his time at the company. “Being able to have a direct impact on the growth of a profitable, growing business has been really rewarding.”
More importantly, Marc cares about shaping the future of the industry. “A big motivator for me to stay in this industry has been that I care about public funds being used in the most impactful and efficient way possible,” he reflected. Marc has found a common thread in how he looks at projects with their greater cause in mind. “American citizens are the customers of the government. Customers look for high quality products and services. I think that competitive positioning, understanding how the general market perceives your organization's value creation… that's not traditionally a lens that federal contracting companies apply to their work, but it's definitely the through line across the projects that I lead.”
What does the future of consulting look like?
The motivation to use government funds effectively and efficiently has sparked Marc’s interest in embracing new tools to provide federal agencies with the best experience. “I am really surprised by the degree of anxiety around embracing new tools with a healthy degree of skepticism.” The use of tools like Artificial Intelligence (AI) can help make information more accessible, decrease times needed to complete tasks, and improve the overall user experience. Corner Alliance understands the practical implications of these technologies and how new advancements can make consultants more effective in executing missions of their own work and their clients’ work.
“I see Corner Alliance’s role as an objective third party that ‘cuts through the hype’ surrounding government use of AI, make these new technologies more actionable and accessible to government programs, and implement them in the ways that deliver more valuable and efficient services to citizens.”
Looking ahead, Marc is excited to see how Corner Alliance will expand its offerings and client base with these new tools and strategies. While some people may fear the unknown, Marc views the future of the company with the same curiosity and confidence that he brings to his daily life. “I think Corner Alliance is in a great position, and I’m excited to see how we expand our footprint with our already amazing client base moving forward… it has been ten years, and ten years well spent.”
Authors
Bonnie Callahan, Consultant I supporting the Internet for All Initiative under the National Telecommunications and Information Administration (NTIA), is passionate about using her skills to help both her colleagues and government clients improve processes, expand their reach, and create change in communities facing social and economic hardship. Her expertise in meeting facilitation, technical and creative writing, grants management, and creative problem solving paired with her passion for storytelling, activism, and helping others fuel her drive to be a skilled consultant and reliable team member.
Conroy Stout, Principal Consultant primarily supporting the National Telecommunications and Information Administration's (NTIA) Office of Internet Connectivity and Growth (OICG), is focused on providing excellence for every project and client. He has expertise in strategic communication, content writing, process improvement, and project management. Most recently, he successfully led a team from inception through data collection, drafting, and delivery of a congressional report. Conroy previously worked in the United States Senate as a Legislative Assistant, providing advice on various policy areas, including Artificial Intelligence (AI), technology, and broadband.
MacKenna Hornyak, Consultant II supporting the Internet for All Initiative under the National Telecommunications and Information Administration (NTIA), is committed to working with the government to improve efficiency and create solutions to maximize their reach. She has expertise in stakeholder engagement, meeting facilitation, process efficiency, and leading stakeholder engagement initiatives for NTIA, most recently with the U.S. Virgin Islands Local Coordination Workshop. She is passionate about expanding high-speed internet access and closing the digital divide so all communities can participate in the digital economy.
Coffee and Consulting: Interviewing the New Director of Consulting, Jayme Baumgardner
Dec 06, 2023
Jayme Baumgardner, newly appointed Director of Consulting at Corner Alliance, joined Conroy Stout, MacKenna Hornyak, and Bonnie Callahan for an interview discussing what it takes to be a consultant and, more specifically, what it takes to be a consultant at Corner Alliance. Jayme brings a genuine and insightful perspective on what success looks like in the industry with nearly two decades of government consulting experience. The interview covered a wide range of topics, from Jayme’s personal experience as a consultant and executive leader, to qualities she believes make a good consultant, her stance on Artificial Intelligence (AI), and why she loves to show up to work every day.
Why become a consultant and why come to Corner Alliance?
As Jayme described what makes Corner Alliance special as a government consulting firm, and how it aims to provide its consultants with more than just contracts and experience, it was clear that she brings passion to her new leadership role. “Normally, as a contractor, you’re on a contract and you do 8 hours every day for that client – you really don’t interface much with your company other than to receive a paycheck and benefits. We really value our identity as a consulting firm because we believe in and prioritize Corner Alliance supporting our collective experiences and relationships while also being a place that supports your professional development and growth as a human.”
Discussing what makes a good consultant and why they should want to come to Corner Alliance, Jayme said, “Consulting is an incredibly fast-paced and intense industry and the best of the best thrive in navigating ambiguity and solving complex problems for their clients. It’s really appealing to people who answer that question ‘What do you want to do when you grow up?’ or ‘Who do you want to be?’ and the response is ‘I don’t really know, but I know that I want to be challenged,’ or ‘I want to work with great people’. ‘I want to make a difference. Whatever that looks like, then I’m happy.’” Corner Alliance really aims to provide its employees as much stability and variability as they want. There are some consultants who have been on the same contract for years, and others who work on several different projects every year. “The goal here is to support one client mission for a few years, stay in touch with your Performance Manager, and switch it up to continue growing and challenging yourself and it’s all possible at Corner Alliance vs. leaving for another company. That’s the real appeal of consulting.”
Jayme recalled when she even felt that way herself. “I remember when I was a sociology major, people said ‘Are you going to be a social worker? What else would you do with that degree?’ I think there’s a place in consulting for people that may not have a business or political science degree but are go-getters with a more social science-oriented approach in the world. We are not a firm where you need to have one specific educational background, the diversity of experiences makes us better.”
Corner Alliance recruits new employees based on professional skills mapping to client needs and core values rather than drawing employees from a specific industry or educational background. Corner Alliance employees have studied a wide range of topics as part of their educational background, from math and science to art history and music. Candidates who study a wide breadth of topics can be equally successful in consulting at Corner Alliance; these differing viewpoints make our teams stronger.
There are still commonalities among those that not only enjoy, but thrive, in consulting. The best consultants do not shy away from, but are drawn to, problem-solving and the need to create a high-impact solution. In support of helping clients achieve their mission, this “can-do” attitude is essential to affecting change.
What makes a good consultant?
Corner Alliance has three commitments that are the foundation of how we operate: Deliver, Grow, and Thrive. The people who can deliver excellent work, grow professionally, help develop business, and thrive despite challenges in a variety of conditions are the ones who will succeed as consultants.
“A good consultant is not deterred by a complex challenge. When they approach a problem, instead of being discouraged, they are motivated to act. For example, I thought I wanted to be an FBI agent when I was in graduate school focused on Criminology. I love to theoretically collect evidence (or data) and plan out scenarios of what may occur. While our clients at Corner Alliance are focused on wicked problems like getting broadband to underserved communities, spurring semiconductor innovation and manufacturing, and equipping first responders and receivers with better tools - a common theme arises for all of our best consultants - they truly love to push on the status quo and solve problems. Every challenge is seen as an opportunity.”
A good consultant knows how to take feedback and seeks out continuous improvement, which is a focus of both Corner Alliance’s internal commitments and leadership objectives. “Having that growth mindset and being excited by growth, I think, is another important skill.” One of the benefits of working at Corner Alliance and working on new contracts is growing and expanding professional skill sets. Corner Alliance provides opportunities to hone existing skill sets and develop new ones with internal training, resources such as access to LinkedIn Learning, and opportunities for reimbursement for relevant external training.
The ability to build trust is also a crucial skill to be successful at Corner Alliance. “The ability to build trust is huge. Trust is currency in this business, and it is a true differentiator for Corner Alliance as voiced by our clients.” The best consultants approach every relationship with building trust at the forefront and are always respectful and professional. Jayme continued, “Strong consultants demonstrate trustworthiness by asking really good questions and they trust their gut on when to speak up. When they have an opinion or question, they’re really thinking about how they’re going to frame it and show up in a solid way.”
Consultants should also have the ability to write well. It is a cross-disciplinary skill that Jayme notes is not as prevalent as it once was; “I think we are facing an interesting skill gap related to writing across sectors today. The emphasis on writing isn’t where it used to be in our educational system. Being an effective and concise writer [for] deliverables, reports, and proposals is a crucial skill.”
Writing, however, is not the only tool a consultant should have at their disposal; another important quality is an aptitude to explore new tools. “You don’t need to be a software developer to be a great consultant, but you should be someone who’s excited about incorporating new technology and tools to get things done in a smarter and more efficient way.”
What does the future look like at Corner Alliance?
Corner Alliance leadership prioritizes company growth alongside the professional development of its employees. These opportunities are not just important for consultants but for the future of the company. “At Corner Alliance, we have some very aggressive growth goals that we formally rolled out this fall at our in-person All Hands meeting. We know full well that what got us here is not necessarily what will get us to the next level. We have relied on hiring smart people with solid skills who have really strong relationships and that ‘get it done’ attitude. Focusing on more technical offerings will be essential as we grow.”
Corner Alliance is incorporating automation and AI, or Artificial Intelligence, into our tools and offerings to clients. “This is an exciting time at Corner Alliance. I think there’s going to be a lot of force multiplying capabilities and even cost savings to our clients in the near future in the process automation and writing sphere directly applicable to current service delivery.”
Corner Alliance’s growth and positive reputation are a direct result of its tremendous employees. “We [the leadership team] really want Corner Alliance to be an awesome place to work.” One of the reasons the leadership team is always proactively planning for the future is to enable Corner Alliance consultants an array of opportunities to choose from, allowing them to work on contracts that align with their goals as they grow. “We really want people to have a clear career path as they grow WITH Corner Alliance. Our people are the lifeblood of this organization. Supporting our people with their professional goals and to figure out more and more who they want to be when they grow up is essential now and as we grow.”
**Responses and conversations have been edited for length and clarity.
Authors
Bonnie Callahan, Associate Consultant supporting the Internet for All Initiative under the National Telecommunications and Information Administration (NTIA), is passionate about using her skills to help both her colleagues and government clients improve processes, expand their reach, and create change in communities facing social and economic hardship. Her expertise in meeting facilitation, technical and creative writing, grants management, and creative problem solving paired with her passion for storytelling, activism, and helping others fuel her drive to be a skilled consultant and reliable team member.
Conroy Stout, Senior Consultant primarily supporting the National Telecommunications and Information Administration's (NTIA) Office of Internet Connectivity and Growth (OICG), is focused on providing excellence for every project and client. He has expertise in strategic communication, content writing, process improvement, and project management. Most recently, he successfully led a team from inception through data collection, drafting, and delivery of a congressional report. Conroy previously worked in the United States Senate as a Legislative Assistant, providing advice on various policy areas, including Artificial Intelligence (AI), technology, and broadband.
MacKenna Hornyak, Consultant I supporting the Internet for All Initiative under the National Telecommunications and Information Administration (NTIA), is committed to working with the government to improve efficiency and create solutions to maximize their reach. She has expertise in stakeholder engagement, meeting facilitation, process efficiency, and leading stakeholder engagement initiatives for NTIA, most recently with the U.S. Virgin Islands Local Coordination Workshop. She is passionate about expanding high-speed internet access and closing the digital divide so all communities can participate in the digital economy.
AI, Government, and the Future
Sep 21, 2023
At Corner Alliance, a distinct culture reverberates—one where the past meets the future, tradition intertwines with innovation, and where our commitment to excellence shines through. Since our inception in 2007, we've etched an identity not merely as consultants, but as forward-thinkers perpetually anticipating the next big shift and carefully guiding our clients through uncertain landscapes.
Today when we think about the next big shift, Artificial Intelligence (AI) takes center stage. While some in the consulting industry perceive AI as a looming threat, Corner Alliance CEO, Alan Pentz sees it as a golden opportunity for transformation. While many were still debating the pros and cons of AI, Pentz was already championing its integration, envisioning a future where AI could be harnessed to better governmental processes and outcomes. Within days of ChatGPT’s release, Corner Alliance created an AI and ChatGPT innovation group designed not just as a think-tank, but as a do-tank—actively encouraging our consultants to experiment with the technology and explore future use cases. Such proactive measures are not anomalies at Corner Alliance; they are reflections of our culture. While we champion innovation, we prioritize building a foundation rooted in trust—a principle that becomes even more crucial as we navigate the nuances of AI. At Corner Alliance trust, mutual respect, and partnership with government agencies have always been, and will always be central. This ethos and culture will empower us to support our risk-averse clients through the challenges and possibilities AI presents. When it comes to AI, Corner Alliance is not content with acting as a passive spectator; we are on the field, actively shaping, adapting, and evolving with it. From this vantage point, we are thrilled to unveil our "AI, Government, and the Future" podcast. Hosted by none other than our very own Alan Pentz, this podcast promises to be a confluence of AI expertise, governmental insights, and rich discourse. Our podcast aims to nurture a space for meaningful conversations, where diverse voices – be it policymakers or industry leaders – can contribute to shaping the narrative. The goal? To understand, demystify, and strategize AI's evolving role in our lives and within Government.
Whether passionate about technology, deeply engaged in government consulting, or just fascinated by the future shaped by AI, all are invited to listen in. The podcast promises to be a reservoir of insights, knowledge, and thought leadership. With voices from industry pioneers like Jesse Anglen of Rapid Innovation and Somayeh Aghnia from Geeks Ltd, expect a medley of perspectives that promise both depth and breadth.
Listen to our first episode now on Apple Podcasts and Spotify. During this episode Pentz, Corner Alliance CEO and Anglen, Co-Founder and CEO of Rapid Innovation, explore the fusion of AI and blockchain, as well as its potential to revolutionize industries.
Meet Ann-Marie Proctor
May 01, 2023
STAFF SPOTLIGHT: ANN-MARIE PROCTOR, OPERATIONS SPECIALIST I
Ann-Marie Proctor has a mission to collaborate with others to help them succeed. She started at Corner Alliance as an independent contractor and has worked her way up to the role of an Operations Specialist I. Over the past three years, Ann-Marie has received the Golden Duck recognition for her work at Corner Alliance. With the support of Corner Alliance, she has also become a SHRM-CP and a CMMI appraisal team member.
Tell us about yourself - how did you get into your current field? How long have you been doing it? When did you start working for Corner Alliance, and what made you choose Corner Alliance over other firms?
AMP: I studied Human Resources (HR) in college and during my job search, the opportunity to work at Corner Alliance actually fell right into my lap! I started as an independent contractor and my career has grown from there. What drew me to Corner Alliance and what keeps me here is the people I get to work with.
What is your role at Corner Alliance? What does your day-to-day look like?
AMP: I am an Operations Specialist I. My day-to-day is always changing, which keeps me busy! From onboarding and payroll to audits and more, I have my hands in a lot of buckets. Because Corner Alliance is a small business, there are always opportunities for me to take on new responsibilities and support our team.
How does your work support the company and its employees?
AMP: In my role, my “client” is Corner Alliance’s employees. My work is focused on supporting our employees and making sure they have what they need to be successful.
Tell me about a success your team had and how you participated.
AMP: I’m one of the first people new hires meet when they start at Corner Alliance. With the support of the Operations Team and Project Managers, I help set up our new hires for success by coordinating their orientation and onboarding. We’ve received amazing feedback from experienced professionals that our onboarding process has been one of the best they’ve ever been through, which I’m super proud of!
What is your personal mission, and how does it support the Government?
AMP: My personal mission is to collaborate with others to help them succeed. As a member of the Operations Team, I directly support our employees, who support our Federal government clients.
What are you excited to see the Federal Government do in the future?
AMP: I'm looking forward to seeing how the Federal government’s work-life balance is impacted by the four-day workweek that is becoming increasingly popular around the world. It will definitely be a big change but I’m looking forward to it.
An Optimized Customer Experience Relies on Impactful Stakeholder Engagement
Oct 05, 2022
Emma Benjamin, former Senior Consultant specializing in stakeholder engagement and strategic communications in the public safety and rural broadband domains
Kerianne Gibney, former Consultant II with expertise in virtual and in-person stakeholder engagement in the public safety, homeland security, and rural broadband domains
Successful Federal programs start with stakeholder engagement. As discussed in our recent “Connecting Customer Experience and Communications” blog post, it is crucial for government agencies to understand what the communities they serve truly need. This is driven by stakeholder engagement – talking to the people in those communities to understand what their needs are, what solutions would work best for them, and how successful the solutions are after they’re up and running.
Stakeholder engagement ensures access to the data needed to make the government’s efforts successful. Placing stakeholders at the forefront of all recommendations and solutions allows the government to have an in-depth understanding of their communities’ needs, and guarantees that information drives their research and development (R&D), program plans, policy development, or activities. Successful stakeholder engagement also allows the government to connect with partners that are necessary to accomplish their mission, including potential grant recipients, Cooperative Research and Development Agreement (CRADA) partners, collaborators, and sponsors.
On the other side of the equation, stakeholder engagement ensures that communities understand the opportunities available to them. Government agencies can’t operate in a vacuum. As discussed in an earlier Corner Alliance blog post, services need to be informed at the beginning, middle, and end by the stakeholders they intend to support. When stakeholders are engaged at each stage, the government can build opportunities that match their needs and stakeholders are more likely to participate and stay engaged in the future.
At Corner Alliance, we use stakeholder engagement to learn from the communities our clients serve. We listen to understand and turn feedback into actionable change. Corner Alliance helps the government successfully deliver what their stakeholders ask for by centering meeting design around their needs and desires. Understanding that not one style fits all, we push for improvement by distributing feedback surveys following stakeholder engagement events in order to learn more about what was successful and what could be improved for future events. For instance, we've found recent success emerging from the two-year hiatus on in-person events with the introduction and integration of all-new, interactive sessions and enhanced networking opportunities. For one client, we recommended utilizing campfire-style discussion sessions and saw attendee satisfaction ratings surge, not only compared to their past two virtual conferences but also compared to their last in-person conference three years ago.
Without stakeholder engagement, the government may make assumptions about what their stakeholders need. Making assumptions rather than involving stakeholders from the very beginning can lead to solutions that aren’t successful when implemented. Stakeholder engagement helps the government put hypothesized use cases into practice in order to test technology or policy in the environment it would be implemented in to further ensure success. The government can update their research, policy, or programmatic plans and make adjustments to best fit the needs of stakeholders they serve.
Corner Alliance is flexible and adaptable to provide the government with the recommendations and services that fit their stakeholders’ unique needs. To this end, we provide stakeholder engagement services to the Federal government in several forms. In-person efforts include:
Educational and technical assistance workshops
Office hours
Roundtable discussions
Conferences
Stakeholder meetings
Tours
Trade Show booths
Additionally, Corner Alliance built out a suite of virtual stakeholder engagement tools and processes to address new needs and engagement styles. These include:
Virtual tours
Digital conferences
Online surveys
Informational webinars, virtual trainings, and virtual office hours
Interviews
Focus groups
The COVID-19 pandemic changed how Corner Alliance approaches stakeholder engagement, and our ability to deliver both virtual and in-person opportunities. Now at the onset of engagement planning, we work with agencies on building COVID-19 protocols that fit the community level of the in-person event location. We also adjust meeting design to accommodate social distancing including rotating schedules and outdoor sessions. If applicable, we’ll take a hybrid approach to events to provide both passive viewing and live engagement opportunities. When stakeholders aren’t able to travel, Corner Alliance creates virtual tours for our clients. And with any virtual engagement, big or small, we use online collaboration tools to keep the event as engaging as in-person events.
Emma Benjamin, former Senior Consultant supporting the National Institute of Standards and Technology (NIST) Public Safety Communications Research (PSCR) Division, has a mission to contribute optimism and an eye for detail to every project and solution, big or small. She is a strategic communications and outreach manager with backgrounds in political communications and public affairs. She holds a master's degree in Media and Strategic Communication from George Washington University.
Kerianne Gibney, former Consultant supporting the National Institute of Standards and Technology (NIST) Public Safety Communications Research (PSCR) Division, has a mission to make a powerful impact achieving innovative solutions for the government. She has expertise in stakeholder engagement, meeting design, and meeting facilitation, leading stakeholder engagement initiatives for PSCR, most recently with the 2022 Public Safety Broadband Stakeholder Meeting. She is passionate about improving public safety by helping to advance communications technology for first responders.
Program Management: The Key to Successful Project Implementation
Sep 29, 2022
Monika Bochert, Consultant II specializing in grants management and stakeholder engagement
Boulder, CO
When government agencies are tasked with establishing and maintaining large-scale, complex, new programs, success doesn’t happen automatically. Unanticipated challenges can arise, roadblocks can stymie progress, and budgets can run up without adequate monitoring and planning. To ensure the efficient and effective implementation of strategic initiatives, government agencies need program management support they can trust. When a government program is effectively managed, everyone benefits - from the federal program administrators to the public at large. Transparency increases, costs are reduced, and projects connect more fluidly to overarching strategy that ensures program objectives are being met, all the while providing critically needed services to millions of people each day.
With the enormous financial investment that government agencies have in their projects, Project Management Organizations (PMOs) are a key component of improving project success rates, reducing cost overruns, and preventing schedule delays. By keeping projects on track and running smoothly, a PMO ensures a program stays organized, meets objectives, follows through with documenting and measuring success, and withstands audits and formal reviews. When program management services are provided by well-trained, experienced professionals armed with proven standards and practices, government clients can trust they have a partner that is as committed to a successful outcome as they are.
Corner Alliance understands that quality program management is the key foundation to success in all aspects of delivery, from strategic communications and grants management to business process improvement and financial analysis. We put program management at the root of every service we deliver, bringing best practices from PMBOK, Agile, and Lean Six Sigma to ensure we remain organized, on time, and committed to quality.
To guarantee an agency’s ability to maintain its strategic alignment and stay on track with program deliverables, Corner Alliance leverages a suite of time-tested and standardized methodologies, tools, and repositories of best practices, including:
Program Summary Dashboards: To monitor projects and capture lessons learned for improvement, Corner Alliance creates and maintains program dashboards to support metrics measurement, optimization, and strategy. This tool is useful in verifying the completion of deliverables and milestones and determining project risk to decision-makers.
Reporting: We conduct regular reporting to maintain an accurate and current capture of program activities, successes, risks, and issues, and visualize data for quick yet comprehensive review by federal clients.
Project Planning: The ability of a federal agency to accomplish its mission is rooted in expert project planning. We provide the government with project plan templates in addition to maintaining our own project plans to track contractual deliverables, status, issues, risks, and forecasted activities.
Impact and Performance Assessments: Corner Alliance develops and manages custom measurement frameworks to support programmatic decision-making, justify strategy, and quantify the extent to which program activities result in measurable benefits. Our Impact Measurement leverages continuous data collection to design performance assessments in direct response to our clients’ unique pressures and motivations.
Strategy and Technology Roadmapping: We identify long-term technology and strategic needs by using market research, stakeholder working group and interview engagement, and low-cost digital collaboration platforms to build comprehensive, action-oriented roadmaps with a high degree of buy-in.
Corner Alliance’s best-in-class oversight and implementation of program and project management for federal clients makes us the most trusted partner to support critical research, focused decision-making, and maximized program impacts, effectively saving leaders valuable time and energy.
For more information about how we support federal agencies’ program management, follow us at @CornerAlliance, or contact us at bd@corneralliance.com to set up a meeting for discussion.
Author
Monika Bochert, Consultant II supporting the National Institute of Standards and Technology (NIST) Public Safety Communications Research (PSCR) Division, has a mission to enhance emerging technology through public-private partnership. As a member of the Program Management Office team for her client, she has expertise in grants management and stakeholder engagement, most recently supporting NIST's Public Safety Innovation Accelerator Program 2022 funding opportunity that awarded over $10M in cooperative agreements.
Meet Rick Tonetta
Aug 03, 2022
STAFF SPOTLIGHT: RICK TONETTA, CONSULTANT II
Rick Tonetta committed to public service as a product of his upbringing, volunteering for his first political campaign at the age of 12, and successfully petitioning his city to build a skatepark at age 14. Since then, Rick has devoted his career to government service, engendering a mission statement enshrined forever in our foundational documents: “We, the people.” Rick began his career in government consulting following his exploration of each branch of state government across two states: first in New Jersey, and then in South Carolina. His government service gave him valuable insight into public service management, grants management, and regulatory compliance, setting him on a course for delivering the best he can for his client.
Tell us about yourself - how did you get into government consulting? How long have you been doing it? When did you start working for Corner Alliance, and what made you choose Corner over other consulting firms?
RT: I started at Corner Alliance in August 2021, during COVID-19. I got into consulting because I love public service, but I prefer to work in the private sector. I find that most state and local governments just cannot allocate the resources they need to attract and keep employees. I wanted to keep serving my community, and then I found Corner Alliance. I was instantly drawn to Corner Alliance’s commitments, both to their clients and their staff. Corner Alliance wants the government to succeed, and Corner Alliance wants its people to succeed. Corner Alliance will invest in your goals with as much vigor as you do, and I have found that to be absolutely true.
What client do you currently work for? What is their mission?
RT: Currently, I’m working with the Department of Commerce, National Telecommunications and Information Administration (NTIA) whose mission is to expand broadband access nationwide in the pursuit of innovation and economic growth. COVID-19 really underscored the importance of access to the internet, and highlighted the gaps in access, and NTIA is really stepping up to bridge those gaps. I am proud to support their efforts because I have seen firsthand the pitfalls of limited access.
What do you do for your client, and how does that work support your client’s mission?
RT: Presently, I am supporting the post-award management of the Broadband Infrastructure Program (BIP) which came out of the Consolidated Appropriations Act of 2021. My client is administering the BIP awards which directly contributes to the mission of the NTIA by expanding our broadband infrastructure and increasing access to affordable broadband service. My work makes it easier for my client to assist the recipients.
How does the work you do support their mission?
RT: I support the Federal program officers that are administering the grant program that was designed to assist communities with developing and improving their broadband infrastructure. The work I do directly supports the mission of the NTIA, and I am excited to see the longitudinal benefits of the program, but we are at least five years from those data. I have some hypotheses on the impacts, but that is for another time.
Tell me about a success your client had, and how you participated.
RT: One major success was our development of a risk assessment and monitoring tool. Our team is truly collaborative so I will not take credit for the product, but I like to think it is my brainchild. We have not yet rolled it out, but we have stress tested the model and have found it to be both objective and informative. I cannot wait to see it applied to our program.
What is your personal mission, and how does it support the Government?
RT: My personal mission is to help the Government deliver for the people, and it has been ever since I was young. I like to believe the Government’s mission is to deliver for the people. So in many ways, my mission is perfectly aligned with the work of consulting.
What are you excited to see the Federal Government do in the future?
RT: Oh, that is a very broad question. I suppose I would be most interested to see the Federal Government become more invested in space. I think the value of Starlink has been fully realized in the Ukrainian conflict and that just demonstrates that space is the place, so to speak, of the future. Even with the Webb telescopes images now coming in, I hope that drives more interest into space, satellites, and space stations. We will see.
The Devil’s in the Details When it Comes to Grants Management
Jun 27, 2022
Monika Bochert, Consultant II specializing in grants management and stakeholder engagement
Boulder, CO
In the world of federal funding opportunities, process reigns supreme. When government agencies follow established grants management processes, they successfully award millions of dollars to innovators seeking to further their research. However, not adhering to the recommendations set out by relevant legal and regulatory offices could jeopardize a whole funding competition, invalidating winners – or worse, having to start the entire endeavor over again.
Therefore, the key to success for agencies that support federal funding opportunities like grants and cooperative agreements is understanding the grants management process.
The grants management process may include the development of the Notice of Funding Opportunity (NOFO), to the internal review phase, through the selection, award, and post-award management. This grants lifecycle is grounded in concrete, repeatable, and optimizable steps that, once established, set government agencies on the course for successful programmatic implementation. However, defining these steps and establishing tools for each phase, while maintaining quality assurance, takes diligent time and effort. Successful implementation is predicated on remembering the devil is in the details.
It's hard to know exactly how many applications an agency will receive or what their quality will be like when the review phase comes. Nevertheless, planning and preparation is essential to avoid administrative obstacles and facilitate timely awards. To achieve this, Corner Alliance streamlines aspects of the pre-award merit review process by automating the creation and maintenance of records for each completed review. Understanding the nuances of established regulatory processes like this saves Federal employees time and effort, and helps ensure applications pass through formal review in an accurate, and complete manner.
For agencies planning to award federal funding opportunities, it's more important than ever to:
Understand the process before beginning. Learn from other agencies about what works and doesn't work in the world of federal funding opportunities. Establish relationships with relevant legal and regulatory offices to ask the right questions before it's too late. This is not the world of “move fast and break things.” Asking upfront ensures bases are covered down the line.
Take notes. Conduct meticulous record-keeping, both in terms of process documentation to withstand internal and external audits, as well as for measuring impacts in order to communicate quantitative and qualitative results to stakeholders.
Know your audience. Market effectively to stakeholders to cast the broadest net possible with given resources. Agencies can't receive good applicants if stakeholders don't know a funding opportunity exists.
Do research. Keep track of what other agencies like the National Institute of Standards and Technology (NIST), the National Institute of Health (NIH), and the National Science Foundation (NSF) are doing within their funding opportunities areas. How are they innovating the process for public-private partnerships? How can an agency innovate its own NOFOs to achieve the greatest impact per taxpayer dollar spent?
Think big. Don't set limits to what the agency or program needs right now. Explore the possibilities of what will be needed five or ten years from now. The more an agency plants the seeds for basic research and development (R&D), the stronger the foundation will be when a program is ready to expand.
For more information about how we support federal funding opportunities for our government partners, follow us at @CornerAlliance, or contact us at bd@corneralliance.com to set up a meeting for discussion.
Author
Monika Bochert, Consultant II supporting the National Institute of Standards and Technology (NIST) Public Safety Communications Research (PSCR) Division, has a mission to enhance emerging technology through public-private partnership. She has expertise in grants management and stakeholder engagement, most recently supporting NIST's Public Safety Innovation Accelerator Program 2022 funding opportunity that awarded over $10M in cooperative agreements.
Connecting Customer Experience and Communications
May 27, 2022
Dawn Jakutowicz, Senior Consultant specializing in communications and stakeholder engagement
Washington, DC
In the first quarter of FY22, the Biden Administration issued Executive Order 14058 entitled “Transforming Federal Customer Experience and Service Delivery to Rebuild Trust in the Government.” Many people associate customer experience with private corporate strategies to drive sales growth and may not readily translate the concept to the government service environment. A key factor of customer experience is that, similar to corporate brand perception, customer experience is defined by the customer and not the company. The continually advancing technology offered by private corporations in consumer purchasing and entertainment has heightened Americans’ expectations about engaging with service organizations – the Federal government included.
The executive order outlined 36 commitments for 17 Federal agencies to place end-users at the center of service delivery. To provide a quality customer experience, it is imperative for government organizations to understand what their customers, or stakeholders, need and how to deliver it in a way that makes sense to them. Since our founding 14 years ago, Corner Alliance prioritizes the commitment to begin every solution by engaging stakeholders. Corner Alliance’s compelling reputation is built on engaging and collaborating with government stakeholders to develop solutions that enhance service delivery, grow trusting relationships, and improve quality of life.
Maximize Effectiveness for Your Customers and Your Teams
Our consulting approach is designed to engage stakeholders at every opportunity and maximize effectiveness to advance organizational goals. By gathering and incorporating feedback from internal and external stakeholders, our consultants are able to develop a strategic customer experience strategy and communications plan that is reflective of diverse perspectives while aligning with the mission, values, and goals of the sponsoring organization. The Corner Alliance team leverages a comprehensive strategic planning framework to conduct a holistic program assessment. Our framework examines program goals, audits communications channels, identifies customer touchpoints that may previously not have been considered in traditional communications and outreach plans, and analyzes stakeholder perceptions. This data is analyzed to articulate imperatives key to achieving customer experience objectives and create tools for mapping the customer journey and documenting engagement touchpoints. This process not only identifies ways to ensure your customers receive positive and seamless service, but uncovers improvements in collaboration that realize efficiencies for previously disjointed organizational functions. These economies create space for teams to conduct more meaningful engagements with customers.
And while understanding stakeholders is necessary to deliver a positive customer experience, crafting the right message for stakeholders with varying needs across multiple touchpoints is also important. Defining customer personas to draft and deliver relevant communications in a consistent voice and tone supports strategic goals and objectives, clarifies your organization’s identity, and strengthens your customer experience. Being deliberate about where and how each stakeholder group interacts with the organization calls for robust engagement and data gathering activities to get the message right.
Strategic communications, outreach, and engagement activities help to establish a foundation for messaging and feedback loops with government stakeholders across multiple products, services, and systems in a clear and consistent manner. Corner Alliance partners with our Federal clients to design a comprehensive strategic communications program and service delivery that leverages emerging trends while being practical and measurable to place end-users at the center of service delivery.
Want to learn more? Watch out for additional Corner Alliance blogs being released this summer or reach out to our sales team at bd@corneralliance.com to discuss how we can help you with your targeted program goals.
Author
Dawn Jakutowicz, Senior Consultant supporting the high-speed internet programs of the Department of Commerce’s National Telecommunications and Information Administration (NTIA) has a mission to make information and engagements meaningful. Her background is in project management, strategic communications, and meeting planning. She is passionate about health and wellbeing.
Meet Latraniecesa (LJ) Wilson
Apr 05, 2022
STAFF SPOTLIGHT: LATRANIECESA (LJ) WILSON, CONSULTANT I
Latraniecesa (LJ) Wilson has a mission to encourage diversity of thought, create a culture of trust, and foster leadership in others. She has worked with Corner Alliance for a year as a Consultant I where she leads the outreach efforts of her team for a DHS S&T Alerts, Warnings, and Notifications project.
Tell us about yourself - how did you get into government consulting? What made you choose Corner over other consulting firms?
Latraniecesa (LJ) Wilson: As a mission-driven communications professional, I was drawn to Corner Alliance because of the opportunity to save lives through communication. At Corner Alliance, I have a chance to help engage emergency managers across the country to participate in communication initiatives that help create effective alerting programs.
What client do you currently work for? What is their mission?
LJ: I currently support the Department of Homeland (DHS) Security and Technology Directorate (S&T), whose mission is to “enable effective, efficient, and secure operations across all homeland security missions by applying scientific, engineering, analytic, and innovative approaches to deliver timely solutions and support departmental acquisitions.” I also work closely with the Federal Emergency Management Agency (FEMA) Integrated Public Alert and Warning System (IPAWS) program as part of my support to S&T and their mission is to “provide integrated services and capabilities to federal, state, local, tribal and territorial (FSLTT) authorities that enable them to alert and warn their respective communities via multiple communications pathways.”
My interpretation of the Department of Homeland (DHS) Security and Technology Directorate (S&T) mission is to “show up every day committed to delivering innovative approaches, tools, and support that will help strengthen operations across all homeland security missions.” My interpretation of the Federal Emergency Management Agency (FEMA) Integrated Public Alert and Warning System (IPAWS) program mission is to “eliminate emergency alerting communication gaps. FEMA IPAWS wants to ensure federal, state, local, tribal, and territorial (FSLTT) authorities are not left behind and have access to equitable emergency alerting tools for all communities.”
What do you do for your client, and how does that work support your client’s mission?
LJ: I’m an outreach lead for a project that supports FEMA IPAWS with the creation of communication strategies to help guide alerting authorities in using the FEMA IPAWS Program Planning Toolkit. I also help alerting authorities promote the Toolkit to the general public by creating media kits and campaigns which explain how the Toolkit helps communities minimize alerting delays and save lives. My work supports the DHS S&T and FEMA IPAWS missions by providing public safety agencies and emergency managers with communication tools and materials to alert the public of events or disasters.
Tell me about a success your client had, and how you participated.
LJ: My client’s biggest success to date has been the three-part quarterly webinar series, A New Phase of Emergency Alerting. As an outreach lead, it’s my job to work with FEMA.gov and DHS S&T to ensure promotion is collaborative. To date, over 800 participants have registered and over 600 have attended parts one and two of the series. Part three, scheduled for May 5th, 2022, currently has 426 registrants. Pilot participants have been guest speakers on each webinar with demonstrations of the Toolkit being the main focus.
I participated by successfully developing and implementing the webinar series with a focus on working with FEMA.gov and DHS S&T engagement and outreach staff to ensure we reach as many alert originators, alerting authorities, and emergency managers as possible.
What is your personal mission, and how does it support the government?
LJ: My personal mission is to support the government in ensuring all communications involving FEMA.gov and DHS S&T’s alerts, warnings, and notifications program tools are not only distributed but also understood by alerting authorities from across the country. Understanding our client’s communication mission and goals has helped the government reach more stakeholders. I’m here to serve as a catalyst for collaborative and results-oriented communication with our government clients.
What are you excited to see the Federal government do in the future?
LJ: I'm excited about the Federal government's focus on working with alerting authorities who serve underserved communities to continue addressing emergency alert service gaps. I look forward to working with the government to make sure those in underserved communities are aware of the tools available to them in an emergency crisis.
Research, Development, and Innovation: Why Transition Should be a Key Focus of Your R&D (Part 3)
Jan 03, 2022
Emma Benjamin, Consultant II specializing in stakeholder engagement and strategic communications in the public safety and rural broadband domains
Washington, DC
Government science and technology organizations face intense pressure to deliver game-changing research & development (R&D) results to their customers. These results should maximize emerging technology capabilities while demonstrating return on investment (ROI). As described in How to Innovate, not Duplicate (Part 1) and Why Stakeholder Validation is Critical (Part 2), agencies responded to this pressure by creating R&D portfolios that unintentionally lead to duplicative solutions and sacrificing requirements validation with stakeholders for speed. This problem is further exacerbated when transition is not part of the R&D process, resulting in incompatibility, noncompliance, and low adoption rates.
Causes of Transition Challenges: Agencies are often confronted with multiple challenges when transitioning solutions, as transition considerations are frequently secondary in the R&D process. Furthermore, transition challenges are typically attributed to three factors:
A greater focus on functional and outcome-based requirements, often overlooking how outcomes will be realized through transition. Example: Identifying requirements for how long a drone can fly and forgoing how the battery technology can be commercialized.
Establishing transition requirements in a vacuum with low stakeholder perspective. Example: Assuming that the drone battery can be developed by industry at scale without asking industry about their manufacturing capabilities.
Not continually re-evaluating transition requirements to account for changes in policies, regulations, laws, and stakeholder needs. This is especially prevalent with new and emerging technologies such as artificial intelligence (AI). Example: Developing operating restrictions into drone software without accounting for new Emergency Operating Requests capabilities, which public safety might need to override in an emergency.
Overcoming the Challenge: Overcoming the three challenges outlined above includes preparing ahead of time, leveraging the best and brightest, and constantly re-evaluating to stay ahead of potential roadblocks.
Let’s dive into how to overcome these challenges in more detail:
#1: Build transition into the R&D process. Mature and well-defined R&D processes are critical to delivering intended outcomes and transitioning those outcomes to your stakeholders. Your processes should include policies and standard operating procedures that clearly outline how functional, design, and transition requirements are collected. Furthermore, the processes should include how said requirements should be collected at the onset of the effort, the intervals or triggers for re-evaluating the requirements, and how transition requirements are factored into R&D risk.
#2: Leverage Subject Matter Experts (SMEs). Assume that your R&D effort does not account for all perspectives at the onset and that outside input is needed to identify regulations, policies, and user requirements. Specifically, leverage SMEs to stay ahead of outside factors that can influence transition such as drone regulation which has changed to allow public safety greater flexibility. SMEs also bring intimate knowledge of the past trends and connections to stakeholders in the field (end-users). Helpful hint: The table below includes several best practices for working with SMEs.
Tool
Purpose
Research
Read relevant journals, publications, and articles to identify the most frequent contributors to your field.
Travel
Meet your stakeholders where they are; join your boots-on-the-ground stakeholders to test solutions and gain valuable insights to guide your transition activities.
Events
At outside events, engage with stakeholders who show interest and passion in your solution and follow up with further opportunities to connect, including invitations to your own hosted events.
On-site tours
Invite stakeholders to your facilities to see your research in action.
Partnership opportunities
Design R&D projects that require industry or academic input and create unique opportunities for collaboration.
Workshops
Host workshops to showcase your R&D and attract relevant subject experts to contribute their insights.
Working groups
Establish working groups with outside advisors from academia, other government agencies, and relevant industries to advise your solution design and transition requirements.
#3: Continually evaluate transition requirements. Emphasize continuous evaluation in your R&D process, specifically when it comes to the ongoing analysis of requirements. Phase gates or milestones serve as key opportunities to conduct a re-evaluation of requirements and often align well with existing R&D schedules. Additionally, embedding stakeholder validation (often a key source of transition requirements) throughout the R&D life cycle is important, as described in Why Stakeholder Validation is Critical (Part 2). Examples include working directly with firefighters to understand how an early prototype of a new glove fits and functions. Both the evaluation and validation are critical tools that you can use to stay ahead of policies, regulations, and laws that could impact R&D outcomes while also accounting for changing stakeholder requirements.
How Corner Alliance Can Help
Corner Alliance has 14+ years supporting science and technology centric organizations with their research and development programs and portfolios. Our consultants across several agencies such as DHS, NIST, NTIA, and DOE have experience providing data-driven insights that allow organizations to understand current and emerging trends including regulation and legislation. We also possess broad subject matter expertise, including public safety broadband communications technology. Corner Alliance helps the government transition solutions to their clients by ensuring transition considerations are part of each step of the solution building process.
Author
Emma Benjamin, Consultant supporting the National Institute of Standards and Technology (NIST) Public Safety Communications Research (PSCR) Division, has a mission to contribute optimism and an eye for detail to every project and solution, big or small. She is a strategic communications and digital marketing specialist with backgrounds in political communications and public affairs. She holds a master's degree in Media and Strategic Communication from George Washington University.
Research, Development, and Innovation: Why Stakeholder Validation is Critical (Part 2)
Nov 15, 2021
Kerianne Gibney, former Consultant II with expertise in virtual and in-person stakeholder engagement in the public safety, homeland security, and rural broadband domains
Boulder, CO
Government science and technology organizations face intense pressure to deliver game changing research & development (R&D) results to their customers. These results should maximize emerging technology capabilities while demonstrating return on investment (ROI). As described in Research, Development, and Innovation: How to Innovate, not Duplicate (Part 1), agencies sometimes respond to this pressure by creating R&D portfolios that can unintentionally cause challenges leading to duplicate solutions. The challenge is made worse when stakeholder needs are not validated as part of the overarching R&D process. As a result, agencies can find themselves with duplicate solutions or solutions that need refinement because they are not aligned with stakeholder needs.
Issue: Stakeholder integration in R&D and solution validation Agencies can miss the mark on successful solutions when they do not integrate stakeholders into every step of the process. These steps include stakeholder needs collection, gap analysis and solution scouting, solution development, testing and validation, and transition to stakeholders. Not integrating stakeholders during these phases can lead to challenges including low adoption rates and solutions that do not work under real-world conditions. Real-world failures are particularly prevalent with public safety solutions as the operational nature of solutions may present different use cases than agencies identify during research design.
Recommendation: Start and finish with stakeholders Achieving successful solutions that meet the needs and solve the problems of stakeholders is rather simple to state and harder to implement: begin and end with the stakeholders.
Start with stakeholders. Put them at the forefront of solution development by identifying and understanding their needs.
Involve stakeholders throughout the entire R&D process, validating solutions during development before they go to market.
Test solutions in their dynamic and diverse operating environments, and collect feedback from stakeholders.
Now let’s dive into each of these recommendations in more detail:
#1 Start with stakeholders. Put them at the forefront of the solution by identifying and understanding their needs. When stakeholders’ needs are not considered prior to research design and planning, how does an agency know that their project will solve the issues their stakeholders face? Or, how does an agency even know what problem they are trying to solve? To answer these questions, it is imperative to convene stakeholders in a collaborative environment and capture their honest inputs about real requirements. This vital stakeholder input can be captured either in-person or virtually. Recently, Corner Alliance has proven that virtually conducted stakeholder engagement can be successful. In fact, it can be more convenient and less expensive for participants. The virtual world has opened the door to low-lift low-cost solutions that don't require large meeting spaces. Stakeholders can be convened in the following formats to identify priority needs and capability gaps:
Types of Stakeholder Engagement
Purpose of Engagement
Workshops/roundtable discussions
Engage a smaller audience with a particular knowledge or skillset
One-on-one interviews
Collect input from specific key players in the industry
Webinars
Gather anonymous input on a larger scale
Stakeholder meetings
Invite industry stakeholders and influencers to deliver keynotes or speak on panel discussions
#2: Involve stakeholders throughout the entire R&D process, validating solutions during development before they go to market. Thorough R&D requires several validation checks, sometimes requiring researchers to scratch their plans, go back to the drawing board, and start over. Getting input during the research design, planning, development, and testing ensures R&D doesn’t go too far down the wrong path before it’s too late. Similar to collecting stakeholders’ input on their needs before R&D, there are several ways in which an agency can integrate stakeholders into the R&D process depending on the type of product or solution being developed. Consider the following formats to engage stakeholders throughout the R&D process:
Prize challenges
Invite stakeholders to serve as subject matter experts or prize challenge judges to evaluate the effectiveness of various technological solutions.
Stakeholder meetings
Convene stakeholders at a large-scale event to provide researchers with a feedback collection channel that allows stakeholders to interact with researchers and ask relevant questions about their technological solutions while under development.
Advisory panels or working groups
Lean on a reliable group of stakeholders for advice and guidance throughout the timeline of the project.
Virtual lab tours
Engage stakeholders with ongoing R&D in a digital format where the research is conducted without the ability to bring them in person.
#3: Test solutions in their operating environment and collect feedback from stakeholders. How can a solution prove to be successful without testing it with its intended users in the appropriate environment? It’s important to ensure the solution works in the operating environment, and user feedback is crucial to continue making R&D improvements. Prototypes can be tested in real-life training scenarios or in virtual reality environments, with realistic scenarios that stakeholders may face. In either case, conducting operational experiments to “assess technology integration and mission impact” (DHS, 2019, p. 21) will guarantee the solution solves the problems of the stakeholder community.
How Corner Alliance can help Corner Alliance has 14+ years of experience supporting science and technology centric organizations with their research and development programs and portfolios. Our consultants across several agencies such as DHS, NIST, NTIA, and DOE have experience with stakeholder engagement to validate research, test solutions, and collect feedback to inform future R&D efforts. We also possess broad subject matter expertise, including public safety broadband communications technology. Corner Alliance helps the government do amazing things by starting every solution with their stakeholders.
Kerianne Gibney, former Consultant supporting the National Institute of Standards and Technology (NIST) Public Safety Communications Research (PSCR) Division, has a mission to make a powerful impact achieving innovative solutions for the government. She has expertise in stakeholder engagement, meeting design, and meeting facilitation, most recently with PSCR 2021: The Digital Experience. She is passionate about improving public safety by helping to advance communications technology for first responders.
Research, Development, and Innovation: How to Innovate, not Duplicate (Part 1)
Nov 12, 2021
Evan Janis, former Principal Consultant
Washington, D.C.
Government science and technology organizations face intense pressure to deliver game changing research and development (R&D) results to their customers to maximize emerging technology capabilities while demonstrating return on investment (ROI). To meet this demand, government agencies are quick to elicit needs from stakeholder portfolios and translate those into tangible solutions. While this can lead to early wins, it also has unintended consequences to include partial or overlapping solutions. Why?
Source of Duplication: Government agencies have come to a point where responding to their customer and stakeholder’s new and emerging needs within an ever changing landscape is business as usual. Agencies are working to lean forward with innovation challenges, accelerator programs, and there is a big push around the optimization of organizational structures and processes to address this new way of business. This big push includes the creation of R&D portfolios that can quickly respond to emerging technology such as NextG wireless, artificial intelligence, and quantum computing, given the specialized resources needed. Agencies benefit from this structure as it provides domain-specialized resources within the portfolio, focused outcomes and goals, and greater stakeholder collaboration. However, the portfolio structure presents challenges such as:
Stakeholder needs that only flow bottom-up through the portfolio, whereas this vital input also centrally requires top-down flow via the formal enterprise; and
Silos, as each portfolio is relatively self-sustaining with all the resources it needs to accomplish the portfolio outcomes.
Therein lies the problem as stakeholder inputs are slow to reach the enterprise level or be shared systematically beyond the portfolio level. As a result, two portfolios could be working to address similar stakeholder needs concurrently and miss opportunities to collaborate and leverage emerging solutions. In part two of this series, we will dive into the role of stakeholder validation in this landscape.
Overcoming Duplication Challenges: Strong support systems and processes serve as the primary method for overcoming the challenges described above. While government agency portfolio structures differ, it is vital that stakeholder needs are organized at the enterprise level and information flows freely between portfolios to overcome the challenge. This can be accomplished by:
Enterprise Level Clearinghouses - Enterprise-level matrix structures are often used to leverage non-portfolio specific resources across portfolios (for example, IT personnel that support the enterprise network). The same principle can be used to establish a stakeholder needs clearinghouse, in which needs are collected, vetted, and coordinated among portfolios at the enterprise level. The clearinghouse has visibility into each portfolio and contains personnel with broad subject matter expertise. This structure also enables centralized analysis of requirements leveraging data such as industry trends, legislation, and criticism data, and landscape assessments to ensure internal and external R&D solutions can be identified.
Knowledge Management Systems - Enterprise level reporting is an important tool for leadership to have broad awareness across agencies' portfolios. While not intended to provide detailed information on each activity or stakeholder need, the idea of sharing information across the enterprise using knowledge management systems can overcome the challenges of silos described above. Knowledge management systems (such as Corner Alliance’s Biomedical Research and Information Network (BRAIN) developed for National Institutes of Health) combined with regular R&D activity level updates can provide researchers with detailed insight into activities across portfolios. Researchers can quickly search and find R&D activity details such as the stakeholder needs that influenced the effort and expected or resulting outcomes to help inform their solutions. In doing so, the likelihood of duplicate solutions is decreased and opportunities to leverage existing or in-progress R&D is increased.
How Corner Alliance Can Help
Corner Alliance has 14+ years supporting science and technology organizations with their research and development programs and portfolios. Our consultants across several agencies such as DHS, NIST, NTIA, and DOE have experience optimizing agency R&D portfolios, programs, and projects and building strategies to maximize research, development, and innovation. Corner Alliance helps the government to make an impact by ensuring they are innovating, not duplicating R&D.
Author
Evan Janis, PMP, former Principal Consultant supporting Department of Homeland Security (DHS) Science & Technology Directorate (S&T), has a mission to build trusted relationships that empower teams to tackle the challenges that the government faces. Before joining Corner Alliance, he spent 10+ years supporting public safety across all levels of government.
Guiding Principles for Grants Management
Oct 22, 2021
Meredith Morrison, former Consultant
Washington, D.C.
Updated: October 22, 2021 - Original Post: May 12, 2020
Since March 2020, Congress has enacted six laws, including the CARES Act, to alleviate the public health and economic hardships caused by the COVID-19 pandemic. Federal agencies have expended almost two-thirds of the $4.7 trillion in allocated relief funds, providing grants and other financial aid for various projects — from rural broadband expansion to telemedicine. While vaccination rates increase and the number of COVID cases decline, the nation still requires a long recovery process.
COVID-relief funds and the recent $34.9 billion “Extending Government Funding and Delivering Emergency Assistance Act'' exist to aid in this process. The allocated funding by itself is not enough though; Federal agencies must efficiently ensure the funds benefit Americans. This responsibility presents significant challenges, including:
Complex and Sometimes Competing Requirements. Officials must juggle funding award deadlines, reporting and tracking, changes to existing programs, legislative updates, and Title 2 Code of Federal Regulations and agency requirements.
Stakeholder Pressure. COVID-19 continuously impacts the lives of the American public. Therefore, stakeholders need and expect efficient and effective programs that quickly produce noticeable outcomes. Failed delivery, especially during a global pandemic, can cause a devastating domino effect of consequences -- from economic implications to public health emergencies.
Long Approval Chains. High visibility funding, such as the CARES Act, often involves long, coordinated chains of approval before award distribution. For example, the external affairs office, finance office, general counsel, grants policy team, grant awarding office, and appropriate division staff may all contribute to the approval process.
Scrutiny and Oversight. In addition to standard program oversight,the Government Accountability Office (GAO) and Inspectors General (IG) established new accountability practices to CARES Act funds. For one year starting in June 2020, GAO issued bi-montly reports on the impacts of COVID-19 and now publishes them quarterly. A committee of 22 IGs (the Pandemic Response Accountability Committee) also oversees $5 trillion in pandemic relief programs to combat fraud, waste, abuse, and mismanagement.
In their reporting, GAO provides four recommended approaches to successfully navigate these challenges and implement high-impact grants management:
Streamlining. Streamline grant requirements to mitigate duplicative, burdensome, and costly efforts by program staff and awardees.
Transparency. Increase the completeness and quality of publicly available data on federal grants spending.
Collaboration. Foster collaboration among the agency and awardees to share best practices, resources, and expectations.
Internal controls and oversight. Close out grants consistently when the awardee’s period of performance has ended to ensure they met all requirements.
Applying these high-level approaches requires the right processes, systems, people, and priorities, especially during a crisis.
Corner Alliance can help. We bring a proven track record of customizable processes, management expertise, and reporting capabilities to support federal agencies and their stakeholders with high-impact grants management in the broadband and digital equity domains. We apply our guiding principles to help our clients successfully implement critical grants management programs in times of crisis and recovery, including:
Accurate understanding of grant recipient’s current state
Clear objectives and a way to measure impact
Complete funding packages with detailed processes, procedures, and requirements
Rigorous day-to-day management and oversight
Automated and scalable processes to create adaptable efficiencies
Intuitive tools that ensure accessible and competitive funding cycles
Download our free Guiding Principles for Grants Management Cheat Sheet
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*
First Name
Last Name
Organization
*
Email
*
Thank you for your interest in our Guiding Principles for Grants Management cheat sheet!
Meredith Morrison, former Consultant to USDA, passionately pursues her mission to empower people and communities. The Missouri-native and Arkansas-transplant worked in equity-focused philanthropy and politics before joining Corner Alliance.
Original Post ByJoan Keiser and Roxanna (Roxy) Barboza
Cybersecurity Collaboration and the Key to Securing Our Critical Infrastructure
Jun 23, 2021
The scale and complexity of the SolarWinds, Microsoft Exchange, and Colonial Pipeline cybersecurity breaches necessitated a “whole-of-government” action plan. To establish a primary method for coordinating between and among Federal agencies, the Administration tasked two Unified Coordination Groups (UCGs) with developing the Federal response.
Comprised of Federal officials from the Federal Bureau of Investigation (FBI), the Cybersecurity and Information Security Agency (CISA), the National Security Agency (NSA), and the Office of the Director of National Intelligence (ODNI), the two UCGs intended to unify the individual efforts of the Federal agencies as they implemented separate responses. The Administration also enlisted private sector partners to join and advise the UCGs, signaling a Federal commitment to increase similar collaboration strategies.
“This Administration is committed to working with the private sector to build back better — including to modernize our cyber defenses and enhance the nation’s ability to respond rapidly to significant cybersecurity incidents,” said Anne Neuberger, the deputy national security adviser on cybersecurity and emerging technology on the National Security Council. Cybersecurity professionals have long noted the benefits of increasing this type of private and public sector cooperation. Even prior to the creation of the two UCGs, the government’s Cyberspace Solarium Commission advocated in its 2020 report that Federal agencies and the private sector “must arrive at a new social contract of shared responsibility to secure the nation in cyberspace.”
Information Sharing and Collaborative Relationships
“We have to look at cybersecurity from multiple layers, including national security, economic resiliency, and fairness of opportunities,” said Parham Eftekhari, Senior Vice President and Executive Director of the Cybersecurity Collaborative and Founder and Chairman of the Institute for Critical Infrastructure Technology (ICIT), a leading cybersecurity think tank. On the recent Corner Alliance cybersecurity webinar, Eftekhari noted that engaging private sector stakeholders expedites innovation, improves information sharing, and enhances Federal and civilian cyber capabilities. “Through automation capabilities and technologies, we absolutely have the opportunity to take what's been codified into law and automate certain processes, leverage information sharing and collaboration so every organization doesn't have to do it all on its own,” Eftekhari said, “it's not an easy solution, but I absolutely think it can be done.”
We have to look at cybersecurity from multiple layers, including national security, economic resiliency, and fairness of opportunities.
Leveraging information sharing and collaboration in the Federal cybersecurity space [Webinar Clip]
Establishing these cooperative channels for information sharing and situational awareness equips Federal partners and private sector stakeholders with actionable intelligence and access to cost-effective resources. By leveraging its ability to intake cybersecurity information from various agencies and intelligence communities, the Federal government can operationalize these channels by briefing private sector stakeholders with detailed insights and potential mitigation tactics of ongoing cyber threats. The Federal government is uniquely positioned to collect and disseminate cybersecurity threat indicators both because of its convener power and its relationships with state, local, tribal, and territorial (SLTT) governments and private sector actors.
The UCGs demonstrate how these collaborative relationships create detailed cybersecurity strategies, while simultaneously increasing the speed, effectiveness, and agility of the national cyber defense and innovation. Additionally, the structure of the UCGs reflects the reality that a majority of potential targets in cyberspace are private sector entities. These targets that include critical infrastructure could have significant destabilizing effects on national security if they remain susceptible to bad actors.
Securing Our Critical Infrastructure
“We'd be kidding ourselves if we thought, ‘Oh, okay. [SolarWinds] was a big one, but we're okay now,’” explained Lauren Zabierek, the Executive Director of the Cyber Project at Harvard Kennedy School’s Belfer Center. On the Corner Alliance cybersecurity webinar, Zabierek explained that this collaboration between Federal agencies and the private sector remains a pressing issue. “For example, a lot of bad things have happened. Our critical infrastructure could be being mapped. It's more than just stealing information.” Zabierek further explained that the Federal government and its private sector partners must consider strategies to develop new cybersecurity capabilities that could deny a hostile actor the capacity for action. Focusing these cooperation strategies on the ability to hold targets at risk will better equip Federal partners for emerging cybersecurity threats.
Developing new Federal cybersecurity capabilities and partnerships [Webinar Clip]
Focusing cooperation strategies on the ability to hold targets at risks will better equip Federal partners for emerging cybersecurity threats.
Neuberger echoed Zabierek’s comments recently during a Council on Foreign Relations panel. “Even if it’s routine espionage, these threats are still counter to our interests,” she noted. “How do we change our attackers’ calculus to make them think about those hacks they may be doing?”
As Eftekhari noted, the solution will not be easy in its implementation or seamless in its execution. However, increasing this private and public sector cooperation will strengthen the Federal government’s response to cybersecurity incidents, integrate private sector missions into national cybersecurity strategy, and diminish barriers to information sharing across the government and with private sector entities.
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Award-Winning Team Pioneers Digital Experience for NIST PSCR
Dec 22, 2020
Corner Alliance Successfully Pivots to Virtual Engagement
WASHINGTON, D.C. — In March 2020, COVID-19 upended the conference design that Corner Alliance drafted for their client, the Public Safety Communications Research (PSCR) Division within the National Institute of Standards and Technology (NIST). The PSCR Annual Stakeholder Meeting is an opportunity for PSCR's community of researchers to exchange valuable information about their work with leaders in industry, government, and public safety. The Corner Alliance team knew that canceling the meeting, without an innovative substitution, would have been a loss to their client and the agency’s mission.
With just two and a half months before the original meeting date, Corner Alliance and their client saw the need to change the traditional meeting experience as an opportunity to create something innovative. The consultant team conducted thorough research, held virtual brainstorms, and—keeping their client’s stakeholders in mind—recommended a never-before-tried and custom-built platform to maximize engagement. Last month, Corner Alliance’s support of PSCR 2020: The Digital Experience was recognized with a Platinum MarCom Award for its “excellence in marketing and communications.”
Securing client buy-in
“With only three months to develop and launch PSCR 2020, we immediately recognized our need to divide and conquer,” said Brianna Vendetti, Senior Consultant supporting PSCR. “We formed ‘tackle teams,’ each dedicated to one specific component of The Digital Experience for the team to own and execute.” Vendetti served as the overarching event lead that set up each tackle team to operate independently and integrate with the other teams.
“Since we were building the event platform at the same time we were promoting it, a large part of the campaign aimed to educate the target audience on the tools they would be using,” Vendetti explained. “We kept our client’s stakeholders top of mind and started solutions with them, selecting tool integrations familiar to them—leveraged in new and enhanced ways.” The team built a video tutorial walking attendees through the platform navigation they would use in the event and developed a user guide that recommended optimal browser settings, suggested available navigation aids, and informed them of the different event features at their disposal.
Drafting compelling government visuals
Knowing that the entire world was going digital at the same time, the team honed in on the communications challenge to overcome: the need to convince stakeholders - who prefer and rely on in person events - to participate in a virtual one. To combat this, the team used tactics new to their client, including education promotional videos and webinars to “disrupt the feed” and catch the stakeholders in a format more attractive and less taxing to consume.
“From day one, we saw this as an opportunity to create a positive and innovative experience for our client’s stakeholders,” said Katarina Mandiola, Corner Alliance’s graphic designer. Mandiola believes graphic design is vital to demonstrating the approachability of a government agency.
Through compelling visuals, she says government agencies can make complex subjects more digestible and foster enhanced connections with all kinds of stakeholders, regardless of their background. “Graphics are responsible for the ‘first impressions’ your audience creates about your client or agency - even more so when everything has become virtual,” explained Mandiola. According to Mandiola, the visuals associated with the impactful research done at PSCR amplifies and underscores the importance of their mission. “Through powerful imagery of first responders and innovative communications technology, along with consistent branding, we can attract more eyes and stakeholders toward PSCR’s novel work,” said Manidola.
PSCR 2020: The Digital Experience earned a Platinum MarCom Award
Achieving success for the client
Although traditional networking wasn’t part of The Digital Experience, the team’s innovative virtual meeting platform produced exciting new engagement opportunities and raised awareness with new audiences. “Hosting the event virtually allowed us to forgo registration fees, allowing stakeholders previously unable to join with a cost barrier new access,” said Vendetti. “Ultimately, we reached new stakeholders across the world and time zones with flexible viewing that enabled attendees to choose their own experience with the content most interesting to them at the time most convenient for them.”
The success of PSCR 2020: The Digital Experience exceeded both the team’s and their client’s expectations. “We increased attendance by 132% from the 2019 Stakeholder Meeting, achieving a total of 1,041 attendees signed up, which is the greatest attendance PSCR has seen across the decade during which they’ve hosted this annual event,” explained Emily Hartmann, Corner Alliance’s team member responsible for managing promotions and marketing. In total, 640 participants were new to PSCR and had not attended the 2019 in-person meeting.
In addition to the Platinum Award that Corner Alliance earned for PSCR 2020: The Digital Experience, the firm was also recognized for its pre-pandemic in-person event promotions—including Consumer Electronic Show (CES) and South by Southwest (SXSW) accolades. “We’re extremely grateful to our collaborative clients for their trust in letting us push the creative envelope,” remarked Stacey Trunnell, Senior Communications and Outreach Specialist. “An innovative federal program such as PSCR deserves to have breakthrough communications and branding, and we’re proud to have effectively delivered on that charge for our client.”
PSCR Trade Show Exhibit earned a Platinum MarCom Award
Corner Alliance can help
Corner Alliance can help you design innovative graphics and branding; choose or build a virtual platform, customized for your needs; maximize your virtual attendance and participation; and measure the success of your virtual engagement. Our iterative stakeholder-driven process focuses on producing high-impact experiences for all of your participants. Our promise to our clients is to always have their back and present innovative solutions to address their most challenging needs. Read more of our virtual engagement insights here.
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What 5G Upgrades Mean For Cybersecurity
Oct 31, 2019
October 31, 2019 - We’re closing out National Cybersecurity Awareness Month, an annual collaboration between the government and industry leaders to raise awareness about cybersecurity. While cloud security issues and biometric authentication are major cybersecurity challenges today, 5G technology may be the foremost cybersecurity threat of tomorrow.
While carriers are starting to roll out early stages of 5G this year, they expect to roll out on a massive scale in 2020. At up to 10x times the speed of 4G, 5G networks will enable government to create new and exciting solutions — but also redefine how they evaluate cybersecurity.
Here are a few of the unique challenges 5G presents to cyber safety:
Everything online. 5G’s promise of “ubiquitous connectivity” means hackers can target more devices and instigate widespread cyber attacks.
From hardware to software. 5G’s focus on software-defined network components complicates the concept of a universal cybersecurity solution, and no more centralized point for cybersecurity inspection.
Internet of Things (IoT). Experts predict more than 36 billion new devices will be connected to the Internet following the 2020 5G launch — and that’s 36 billion new vulnerabilities. IoT devices can be anything from a security camera to your Alexa, and they offer an easy and unprotected access point to valuable data.
Government is already rising to meet the challenge with support from both sides of the aisle. According to Sen. Mark Warner, D-Va, the potential threat is great enough to create a bipartisan awareness on Capitol Hill and an understanding that traditional market forces may not resolve the issue.
Although 5G comes with new risks, it’s widely agreed that 5G is still the safer, more secure option. 5G offers better data encryption and network user verification as well as better support for smart grids and remote medicine.
Founded in 2007, Corner Alliance is a government consulting firm that serves federal clients primarily in the public safety, emergency management and business intelligence spaces. Corner Alliance is a company where your mission matters, driving change in government through stakeholder-centered solutions, innovative ideas and client loyalty.
What’s the Future of AI for Federal Government?
Sep 30, 2019
September 30, 2019 - The federal government is gearing up for a widespread AI initiative. On September 9, 2019, over 175 leaders and innovators in government, industry, and academia collaborated at the White House’s Summit on Artificial Intelligence (AI) in Government. AI is the future, and this partnership between the private and public sector is leading the way.
“We have so much potential to use AI in a way that reduces costs, improves quality of services, empowers people, and increases efficiency,” said Michael Kratsios, Chief Technology Officer of the USA, in his opening remarks.
First on the agenda? Although individual agencies have adopted AI into their working practices before, the federal government is looking to initiate an AI Center of Excellence (CoE) as a central hub for all federal agencies. An AI CoE would enable different agencies to share their AI know-how and support new initiatives.
Some departments are already pioneering this effort. The Department of Defense’s own interdepartmental AI CoE is the Joint Artificial Intelligence Center (JAIC). The JAIC develops AI capabilities for disaster relief and humanitarian aid from tracking wildfires to providing road and flood analysis.
Meanwhile, the National Institutes of Health (NIH) has focused its AI efforts into optimizing their database. PubHealth, one of the most visited federal databases, will improve search capability by implementing a “best match” algorithm due to go live in the next two months.
The Department of Health and Human Services has similarly focused on usability with its “AI for Deregulation” pilot. This natural language processing program will analyze burdensome and redundant language in regulations to streamline the US regulations system.
While the summit has introduced new AI initiatives and highlighted some of the federal government’s recent innovations, it’s not new that AI is a government priority. In February 2019, the White House announced an American AI initiative to promote and protect national AI innovation. Even before that, the White House created a strategic plan for national AI research and development in 2016.
The government has already projected $1 billion in non-defense AI research and development in 2020, and industry experts believe it may take a lot more to take the lead in the AI race. Nevertheless, it is critical for the federal government to lead the implementation of AI-based innovations.
Founded in 2007, Corner Alliance is a government consulting firm that serves federal clients primarily in the public safety, emergency management and business intelligence spaces. Corner Alliance is a company where your mission matters, driving change in government through stakeholder-centered solutions, innovative ideas and client loyalty.
Robotic Process Automation, the New “It” AI in Federal Government
Jun 24, 2019
What is Robotic Process Automation?
Robotic process automation (RPA) is an artificial intelligence (AI) technology that utilizes machine learning software (ML), a category of algorithm making applications more accurate in predicting outcomes without being explicitly programmed to do so. The basic premise of ML is to build algorithms that can receive input data and use statistical analysis to predict and update an output as new data becomes available.
Imagine an important agency contractor’s address has changed. This address has been entered in various software programs and offices within your agency. With RPA software, a single agency employee can initiate a single address update in a single software program. The RPA software will then make the exact change immediately and across all engaged programs and offices within the agency
Five minutes versus fifty minutes. Task efficiency and precision are RPA’s primary enticements.
Key Benefits of RPA in Federal Government
RPA software, once implemented, observes repetitive digital tasks performed by employees, then replicated by the software in the graphical user interface (GUI). The RPA uses structured data to mimic human performance, automating highly repetitive digital tasks such as data manipulation or data entry. It is a cross-platform application that tech and federal agency leaders say will improve employee work-life balance while streamlining repetitive “low-value” tasks.
Cost reductions. According to TimelinePi, a process intelligence company, “companies that have repetitive tasks that are also high-frequency can expect to see a 50-70% cost savings with RPA successfully in place.” Deloitte also noted that quality/accuracy was improved by 90%.
Labor and time savings. A recent study found that where RPA is not being utilized, 50% of automation opportunities are being missed. RPA systems can reduce tasks that take minutes to mere seconds.
Reduced operational risks. RPA uses dependable data to reduce risk, increase compliance and enhance scalability. There are two common types of RPAs that are typically utilized, giving businesses options in how they can best address operational risks.
Where RPA is Going
In 2019, GSA is focusing RPA development on “higher level” areas such as data entry, a shift that will save employees time and allow for “reskilling,” further enhancing employee work-life experience.
RPA is spreading as the “it” AI in federal government and for this reason agency leaders, such as Ed Burrows, RPA Program Manager at the General Services Administration (GSA) , are calling for a community of practice (CoP):
"I realized there was a real need across the government for information sharing in particular and developing best practices and having some type of written implementation and operations guide that would really help agencies," says Burrows. “So we're going to try to address that need in a couple of ways."
One of these key ways is through Digital.gov, a digital “hub” created by GSA that serves as a source of innovation ideas, events and resources. The website helps connect various federal agencies, allowing for knowledge sharing and continued development of technologies like RPA.
Burrows predicts a robust future for both agencies and employees, shifting their work efforts from “low-value to high-value” and maximizing employee’s time on complicated functions rather than on mundane and tedious tasks. “We shouldn’t be hiring for positions that can be automated. That becomes a dead-end job,” Burrows says. “We should think about automation first.”
RPA as Empowerment
A common concern with RPA, as with many artificial intelligence technologies, is the elimination of jobs; however, elimination isn’t necessarily a problem. With proper agency support, RPA transition will empower agency employees rather than harm them. Private sector companies, such as Amazon, have covered 95% of reskilling costs offering employees in “low-value” positions, such as data entry, opportunities for more invigorating, “high-value” positions within fields such as nursing and mechanical work.
The goal of RPA, and any AI in federal government, is to provide human employees with supportive technology, improving employee work life balance while increasing task efficiency and strategic operations with new decision-making tools. With AI, not only will work-flows be smarter and faster, work-flows will reinvent themselves creating new pathways and cross-disciplinary approaches through CoPs, advancing agency missions, today, and into the future.
Artificial Intelligence in Federal R&D
May 29, 2019
Artificial intelligence (AI) is no longer a concept relegated to imaginations and science fiction novels. Today, the idea that machines can learn and solve problems is an everyday reality.
If you’ve asked Alexa to add to your grocery list, investigated a fraud alert on your credit card, or used a traffic-management app to find a shortcut around construction, you’ve used –and likely benefited from—AI.
We’ve only scratched the surface. AI stands poised to bring advances across many industries, from education and transportation to medicine and economics. While the benefits of AI are clear, the risks are murky. Thus, the US government is focused on developing AI ethically and safely, in a regulated environment.
In 2016, the White House created a strategic plan for national AI research and development for the federal government. In March 2019, the White House launched AI.gov, a central website housing resources, initiatives, and projects being conducted across federal agencies. While research is being conducted on multiple fronts, national defense and security is an exciting area to watch.
National Security
In the future, AI will be increasingly important in monitoring and synchronizing disaster relief, humanitarian assistance, predictive maintenance, defense missions, and more. In June 2018, the Department of Defense (DoD) established the Joint Artificial Intelligence Center (JAIC) to serve as the center for AI key defense missions, enabling frameworks, libraries and data to be sharable and scalable. Modern warfare has already been transformed by the use of drones in combat and non-combat settings. In 2018, Project Maven helped build a tool that could quickly process drone footage. This type of AI allows human operators to make decisions based on information gathered beyond the speed and scope of the human brain.
The DoD is fully invested in AI potential, pledging up to $2 billion in funding over the next five years. Additionally, the Defense Advanced Research Projects Agency plans to fund dozens of research efforts.
Personnel Security
Background checks require sifting through enormous amounts of data. Clearances are required for hiring, and the continuous vetting process can be costly and timely. Yet the consequences of missing red flags of previous misconduct or other vulnerabilities could be catastrophic.
Currently, outstanding security clearances leave many federal positions unfilled, and consequently, work unaccomplished. Personnel with top secret clearances need to go through reinvestigation every five years. And, due to their lack of depth, interim clearances aren’t the answer. AI can help by combing through massive amounts of data, streamlining the background check process, and filling the workplace.
Warfare
Last year, SWARM-Tac was developed at the Naval Surface Warfare Center at Port Hueneme, California. This AI-driven software aims to help naval vessels respond if “swarmed” by small, agile boats. Because weapons on larger vessels aren’t designed to fight against multiple threats at close range, SWARM-Tac collects information from the ship’s existing sensor data and generates solutions on how the ship can evade or destroy the attackers.
Research and development into AI in the federal government is funded, underway, and promises to bring innovation across the enterprise. We remain poised for future technologies--and the impact of current ones.
Interested in learning more about trends in AI government research and development? Visit us at www.corneralliance.com and sign up for Innovation Dive, Corner Alliance’s monthly newsletter on the latest government innovation trends, news and perspectives.
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