 The Federal Student Aid office within the Department of Education delivers over $50 billion in grants and loans to help more than eight million students pay for college and vocational education. The agency processes aid applications, disburses funds, collects loan payments and regulates schools and commercial lenders who participate in federal student aid programs.
Since its designation by Congress as our nation’s first Performance Based Organization (PBO), PSG worked as the agency’s “transformation partner” for five years – transforming FSA into a high-performing, customer-driven, results-focused organization capable of delivering service and financial performance equal to the best in business. PSG began by helping to create understanding among all FSA employees about what a performance-based organization is and how it does business in a more customer-focused, results-driven way. PSG worked closely with FSA leadership to ensure clear and consistent messages were being communicated about what was expected for the organization to become a PBO. Throughout our partnership, PSG literally worked with every FSA employee, including frontline teams both in Washington, D.C., and in the 10 regional offices across the U.S. Each of the 5 C’s was strengthened during this comprehensive transformation partnership engagement.
Highlights of our work with FSA included: launching a Customer Service Task Force to develop a set of recommendations for transforming the organization; creating “FSA University” as an in-house training and development capability modeled after best-in-business corporate universities; designing and delivering training courses and support services (in partnership with the Disney Institute) to cultivate a new high performing, customer-focused culture; implementing a performance measurement and management system that established a balanced scorecard at the agency level and helped 100+front-line teams develop their own scorecards that aligned with their organizations’ scorecard; facilitating the negotiation of performance contracts with contractors; and creating leadership development opportunities for managers (workshops, practice fields, action learning circles and coaching) that strengthened performance accountability and collaboration.
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