It was in the Fall of 2016 when a scheduled safety training day had arrived, but the updated training materials had not. Knowing the safety of our nation’s roads—and the people who travel them—was compromised with each delayed or out-of-date training, the FMCSA identified a material risk to its operations.  FMCSA’s National Training Center trains 20,000 police officers and other Federal employees a year on the latest best practices for addressing unsafe driving on the roads and needed retooling.

Longevity’s seasoned team of strategists, technologists, and problem solvers was tasked with addressing a host of inefficiencies in the FMCSA’s training processes—from delayed course materials to late travel vouchers. Longevity’s team developed a tight high-level transition plan for identifying and achieving quick wins that could begin saving the FMCSA time and money immediately. Drawing on their vast talent collective, Longevity deployed a specialized team of digital transformation specialists with deep Federal experience. They mapped out current processes, monitored day-to-day work outputs, assessed employee performance and identified the best opportunities for improvement and optimization. Fueled by iterative sprints, frequent in-person reviews, and a mission to mitigate risk, Longevity’s seasoned project management skills kept work on track.

Longevity consolidated multiple technology systems, improving coordination between Subject Matter Experts and instructional designers, and creating standardized operating procedures. Successful transformation comes down to measurable results—and the FMCSA saw an immediate and remarkable improvement in their processes: • Lightning-fast delivery: 95% of course materials now arrive 2 weeks prior to course starting, compared to 60% prior to the transformation activities • Zero process delays • Processing of travel requests and vouchers have improved to 0 late vouchers over a 90-day period • Speedy turnarounds • Reduced examination processing time from 7 to 5 days which provided results to State POC and employees.

• • 64 Existing executive processes reviewed & rewritten
  • 12+ Task ordered
  • 11 Standard Operating Procedures developed
  • 14 Integrated business process maps developed