Laure Wallace & Associates is a consortium of HR practitioners whose leaders each bring more than 30 years of Federal Human Capital experience covering a range of work in strategic and operational Human Resources, Equal Opportunity Employment, and Training and Development. Developed to serve Federal, State, and private entities, the consortium specializes in: Strategic Planning. Organizational Development. Change Management. Workforce and Succession Planning. Employee Engagement. Training and Development. Meeting and Facilitation Services.

Succession Planning - Worked as the human capital consultant for Hopkins University to develop a succession planning workbook for the Women, Infants, and Children (WIC) public health program. Led in the design and development of a succession planning workbook tailored to the needs of WIC agencies and provided direct consulting and facilitation to state agencies in the use of the succession planning tool.

Strategic Planning. In conjunction with the Chief Human Capital Officer (CHCO), worked with the senior program leads to develop a comprehensive strategic plan for all parts of the Human Capital program. Ensured that the HC Strategic Plan aligned with scorecard and other requirements and that all programs were on schedule to meet both internal and external management targets. Major Program Initiatives. Built cross-program initiatives that required the involvement and cooperation of all parts of the Human Capital Program. Examples of initiatives include the development of a Scientific Ethics Policy and training program; coordination of an integrated approach to Scorecard management; and implementation of a competency-based training, management and assessment program. HC Program Assessment and 5-Year Plan Development. Led a cross-program team of HR, EEO and training staff to develop a comprehensive 5 year plan for an integrated Human Capital Program for the USGS. This report assessed the business health of all organizational units and provided recommendations for both program and fiscal sustainability and effectiveness over the next 5 - 10 years. This plan is being used as the roadmap for strategic planning and major organizational changes throughout the Human Capital program. Organizational Development Support for Major Bureau Reorganization Efforts. Consulted with senior managers and executives throughout the bureau on major change initiatives, organizational development assessments, and performance measures and metrics. Led the development of a team to support a major restructuring in the Eastern Region of the USGS and a major change initiative for restructuring the Bureau.

Policy Development. Wrote the first inclusive USGS policy on Continuous Learning. Led in the development of policies for the management of a major training facility; Scientific and Technical Training Development. Managed a national training program for a bureau of 10,000 employees. Specific focus areas include science and technical, business, supervisory and managerial training. Training ranged from technically and scientifically difficult topics, to complex processes and culture change initiatives to meet the challenges of a rapidly changing technical landscape. All programs used Instructional System Design (ISD) methodology for the development of adult learning programs. Learning opportunities included the innovative use of technology enabled learning platforms, blended learning scenarios, as well as classroom-based training. Strategic Planning. As part of the senior management team for the USGS training and development program, co-led the development of a strategic plan to ensure that all training functions were addressing high priority bureau needs critical to effective mission success. Competency Management and Assessment Methodologies. Led the bureau in the development of competencies for mission critical occupations and their deployment in a Learning Management System. Ensured that competencies could be evaluated through individual portfolios to drive personal training, as well as bureau training and development priorities. Developed a comprehensive Core Competency Model for Mangers that is being used to design and deliver priority training to all USGS supervisors and managers.

Workforce and Succession Planning. Co-led the first USGS workforce planning efforts. Developed and designed the first framework model for workforce planning which linked all aspects of workforce management into a comprehensive assessment for workforce planning purposes. This framework model became the foundation for the USGS workforce planning model still in use today.

Management of Regional Programs and Initiatives. Performed the duties of the Deputy Regional Director for an organization of 4,000 employees during a period of major restructuring. Consulted with teams and organizations throughout the region on effective change management techniques, helped re-frame team responsibilities to address new organizational outcomes, and provided advice and counsel to organizations across the region to ensure that the region was meeting its mission and goals. Management of Regional Director's Office Staff - Managed day-to-day operations of the staff of the Regional Director and acted for the Regional Director in times of her absence, representing the ER Director at meetings of the Director and the Executive Leadership Team.

Human Resources Program Development and Implementation. Managed all of the Human Resources Program development and implementation for a staff of 2,000 employees, including performance management, staffing, classification, and employee relations for an organization that had just completed a major reorganization and downsizing. Implemented a national educational outreach program, including curriculum development, marketing and program evaluation. Led the development of a national organization to ensure that earth sciences became part of the National Standards of Learning. With a team of colleagues from five nations, led the development of an international association, The Geoscience Education Organization, dedicated to the growth of science education from elementary through post-graduate training. Responded to many requests to be an invited speaker, panelist, or member of a task force by the White House, National Science Foundation, AAAS and other Federal, State, NGO, and academic institutions.Research and Development Evaluation. Co-led the development of a comprehensive integrated evaluation system for research and development (R&D) staff for the Bureau. This was the first time that all R&D staff were evaluated using the same criteria and methodology, enabling more effective cross-use of R&D staff between the four science disciplines of the USGS.

Program Management. Led the office through a period of major downsizing and reduction in force in the bureau to ensure that all impact on diverse populations was monitored, assessed and addressed. Developed the tracking and assessment process while leading the staff through normal operations of the Equal Opportunity Office. Program Assessment. Led the EEO team in a major assessment of operations, evaluated current program statistics and methodologies and prepared a report and a suite of recommendations to the Office of the Director to lead streamlining and efficiency measures in the operations of both diversity program and complaints management.