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Privately Held Company

RCI Supporting Government Agencies for 22 Years. Privately Held Company. 2,535 Fulltime Personnel 100 Offices on 3 Continents. $225M Revenues (2002). PRESIDENT. GROUPS AND DIVISIONS. GROUPS AND DIVISIONS. ENTERPRISE SERVICES & INFRASTRUCTURE.

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Privately Held Company

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  1. RCI Supporting Government Agencies for 22 Years • Privately Held Company • 2,535 Fulltime Personnel • 100 Offices on 3 Continents • $225M Revenues (2002) PRESIDENT GROUPS AND DIVISIONS GROUPS AND DIVISIONS ENTERPRISE SERVICES & INFRASTRUCTURE BUSINESS PROCESS IMPROVEMENT & HUMAN CAPITAL INFORMATION TECHNOLOGY ENGINEERING AND LOGISTICS Services Clients • Dept. of Defense • Dept. of Energy • NSA • FDIC • SBA • INS • FBI • Dept. of Transportation • HHS • NASA • GSA • NIMA • NASA • Dept. of Labor • State and Local • Governments • Organizational Assessment • Workforce Transformation • Risk Analysis • Corporate Climate Survey • Process Analysis/Redesign • Human Capital Management • Leadership Planning & Facilitation • Strategic Planning • Performance Metrics • Recruiting and Retention • Activity-Based Costing • Information Infrastructure & Systems Development • Human Capital Assessment & Outsourcing 2

  2. RCI Named by Washington Technology Magazine as the 40th Largest Federal Contractor for FY2000 RCI is a Large and Stable Federal Government Contractor 3

  3. RCI Headquarters Headquarters Location: Metro Place I 2650 Park Tower Drive Suite 800 Vienna, VA 22180 Ph: (571) 226-5000 Fax: (703) 573-8215 RCI Headquarters is Conveniently Located Across Gallows Road from the Dunn Loring Metro Station 4

  4. RCI’s “Footprint” is Growing along with Our Base of Satisfied Clients Headquarters Vienna, VA Branch Offices Austin, TX Charleston, SC Crystal City, VA Denver, CO Jacksonville, FL Mechanicsburg, PA Lexington, KY Philadelphia, PA San Diego, CA Virginia Beach, VA Waipahu, HI Major Locations Albuquerque, NM Capitol Heights, MD Detroit, MI Edison, NJ El Paso, TX Glenmont, NY Great Lakes, IL Gulfport, MS Houston, TX Merrifield, VA Norman, OK Pittsburgh, PA Headquarters: 2650 Park Tower Dr., Suite 800, Vienna, VA 22180 2,535 Personnel Worldwide Corporate Headquarters and the Majority of Our Consulting Staff Are Located in the Washington DC Metro Area. 5

  5. Satisfying clients since 1965 Launched with high-impact training focus Expanded to: RCI’s Business Partner Is CI International – a Small Woman-Owned Business Organizational Development, Change Management, and Leadership Facilitation Services • Headquarters in Colorado • Six Branch Offices Nationally CI International Offers Well-Known, Proven Leadership Facilitation, Change Management, and Organizational Development Services

  6. Organizational Assessment and Studies Business Process Reviews -- “Benchmarking” Human Capital Management Information Systems Services Workforce Transformation Planning Performance Measurement -- “Metrics” Corporate Climate and Level-of-Service Surveys Change Management Leadership/Strategic Planning and Change Management Facilitation Career Planning and Placement Recruiting and Retention HR Outsourcing RCI’s Human Capital Offerings RCI Offers Comprehensive Human Capital Services “Tailored” to the Individual Needs of the Agency.

  7. RCI’s Proven Record of Human Capital Services -- DoD and Federal Agencies Workforce Transformation Planning Corporate Climate Surveys Performance Measurement “Metrics” Process Analyses “Benchmarking” Career Planning/ Placement Recruiting and Retention Organizational Analyses Leadership Planning/ Facilitation Outsourcing Change Management Agency/Client Office of Secretary of Defense Department of Navy Department of Army Federal Bureau of Investigation Immigration & Naturalization National Security Agency NASA Small Business Administration GSA Federal Supply Service GSA Public Building Service RCI Delivered More than $44 Million in Human Capital Services to DoD and Federal Agencies during FY’01.

  8. Selected Consulting Staff Personnel Steven H. Bills • 29 Years; B.S. and M.S. • 22 Years in Business Consulting • PM Small Business Administration - Workforce Transition Plan • Study Lead - Workforce Plan for Foreign Navy • Project Manager - Workforce Transition for 3 Major Shipyards • Project Analyst and Study Lead - Workforce Transition for 2 Aerospace/Systems Integration Firms • Project Manager - “Core Equities” Assessment for 50,000 Employee Organization • Business Process Reengineering • 10 Commercial Assignments • Over 15 Government Assignments Elwood Holstein Phil Niedzielski-Eichner • 23 Years; B.S. and M.P.A. • 18 Tears of Senior Level Government and Industry Experience • Department of Energy • Various State/Local Governments • Organizational Change/BPR Expert • Strategic Planner • Public Policy Development Expert • 29 years public and private sector management experience; • Expert in Public and Economic Policy: • Associate Director, White House Office of Management and Budget • Special Assistant to the President for Economic Policy, White House National Economic Council • Assistant Secretary, U.S. Department of Commerce • Chief of Staff, U.S. Department of Energy • Congressional, state legislative, and commercial experience RCI’s Consulting Staff Offers Extensive Federal and Industry Experience in Human Capital Disciplines. 9

  9. Selected Consulting Staff Personnel H. William Warren • 20 Years; B.S. and M.S. • 10 years Government / Industry – NASA • Study Director, Re-Organization of DOE’s Nuclear Energy Sector • Principal, Restructuring / Utilization of DOE’s Field Laboratories • Study Director, Reengineering of Financial Information Systems for Fortune 500 Company (Shipbuilding Industry) • Study Principal, Commercialization Study Fortune 500 Company (Energy Sector) • Study Director, Regional Economic and Industry Analysis • Study Director, Change Management and Quality Management Implementations (Major Federal Civilian Agency) Michael Fulkerson Elizabeth Montoya • 20 Years Professional Experience; B.A. • Deputy Chief of Staff, Department of Energy • Special Assistant to the President, Office of Presidential Personnel • White House Liaison, Department of Transportation • Associate Deputy for Management & Administration, US small Business Administration • Program Development, Los Alamos National Laboratory • 10 Years of Professional Experience • PhD in Computer Science, Duke University • Expert in Artificial Intelligence, Decision Support, and Business Modeling • Personnel and Workforce Planning Expertise • RCI Practice Leader in Dynamic Workforce Modeling, Data Warehousing, Business Intelligence RCI’s Consulting Staff Offers Extensive Federal and Industry Experience in Human Capital Disciplines. 10

  10. Selected Consulting Staff Personnel • 24 Years; B.A. • Top-Level Leadership Positions in Government • Chief of Staff OPM • Senior White House Advisor • Director of Administration, Department of Labor • Expert in Policy, Strategy, Communications, and Change Management • Expert in Recruiting and Retention Strategies • Expert in Federal Agency Realignments and Downsizing • Human Resources and Diversity Initiatives Mark E. Hunker David M. Page James H. Davis • 24 Years; B.S. and MBA • Mid-Management and Senior Business Leadership • Large and Small Organization Experience • Expert in Strategy, Facilitation, Communications, and Change Management • 14 Years of Business and Government Consulting • Redesign of Federal Supply Service - Marketing • Performance Sharing Program for Federal Technology Service • Facilitated Leadership for Improved Business Processes at US Mint • 30 Years; B.A. and MBA • Expert in Career Management & Recruiting • Director for Federal Agency Organizational Development Studies • Principal in Federal Agency Workforce Transformations • Director for Workforce Training Institute • Expert in Performance/Appraisal Systems • Experienced Senior Leadership Facilitator • Director for HR Systems Audits RCI’s Consulting Staff Offers Extensive Federal Agency Experience in Leadership Facilitation, Change Management, and Organizational Development 11

  11. Representative CI International Consultants Claudia Languuth Marlene Riley • 28 Years; B.S. , MPA, and Governor’s Executive Program • Expert in Workforce Development Programs • Expert in Federal Programs Assessments/Audits • Expert in Federal Program Delivery Strategy and Design • Senior Level Management of Federal Program Delivery in Southwest Region • Held Senior Level Position in Federal and State Governments • Extensive Experience in Execution of Decentralized Federal Programs – HHS, DOL, and Others Jeffrey Way • 32 Years; B.S. and MBA • 17 Years in Sales and Service • 10 Years in Education • Expert in Human Resources Delivery Systems • Expert in Training and Program Development • Specializes in Training and Facilitation • Designed and Implemented Customer Service Training for Fortune 500 Company • Developed and Delivered Sales and Communications Training Programs • Designed Communications and Team Training for the Federal Protective Service • 24 Years; B.S. and MBA • Officer, USCG Ret. • Expert in Strategy, Group Dynamics and Communication • Federal Supply Service • National Credit Union Administration • Department of Defense • MARAD / USCG Facilitation of Intermodal Demand for US Waterways • Definition of Leadership Competencies and Behavioral Expectations for 85,000-employee Federal Agency RCI’s Consulting Staff Offers Extensive Federal Agency Experience in Leadership Facilitation, Change Management, and Organizational Development 12

  12. $1.5 Billion Ceiling; CPFF Contract; Broad/Flexible SOW; with Timely Delivery Order Awards Provide DoD and Federal Agencies with Human Capital Services: Organization Assessment and Studies Business Process Reviews -- “Benchmarking” Human Capital Management Workforce Transformation Planning Performance Measurement “Metrics” Corporate Climate and Level-of-Service Surveys HR Systems Development Information Systems Services HR Studies and Analyses Career Counseling and Placement Services Training and Distance Learning Recruiting and Retention Services Information Technology Applications “HR Outsourcing” -- Transactional/Administrative RCI Holds the Federal Government’s Largest Human Capital/Resources GWAC – HR XXI Contract

  13. The Pressures and Business Drivers Impacting Federal Agencies Are Significant Pressures / Drivers Redundant Functionality Emerging Technologies Aging Workforce Oversized Infrastructure Outdated Information Infrastructure Resource Constraints Outsourcing Requirements Global Economic and Terrorist Environments Technology Threats (e-commerce and e-government) Federal Agencies Are Faced with Increased Demands and “World Class” Service Delivery Expectations Never Before Anticipated in the Public Sector. 14

  14. Today’s Federal Agency Must Shape its Future Organization and Workforce to Provide World Class Services to Meet Growing “Public” Expectations • Maximize Return on the Taxpayer’s Investment • Employ World Class Business Processes • Focus Funding on Operational Units • Maintain Efficiency in Face of Budget Constraints • Proactive Investment in the Future Through • Training, Staff Development, and Succession Planning that Maintains and Develops Skills, Processes, and Expertise • Positioning for the Unanticipated -- Budget Process, Risk Analysis, and R&D • Explore Business Alternatives for “Non-Core” • Cross Training • Elimination • More Focused Teamwork with Other Organizations • Despite the Pressures and Business Drivers, the Agency Must Protect its Leadership and Expertise in Delivery of Core Services to Its Customers. RCI IS Assisting Federal Agencies in Assessing their Organization and “Tailoring” their Workforce to Meet the Expectations of Today’s Public. 15

  15. The Map to the Future Federal Agency Organization and Workforce Consist of Multiple Paths. Implementation Is a Dynamic Process Requiring Monitoring, Course Corrections, and Adjustments. Imperatives - Maintain/Organize World Class Competency Capabilities - Position Workforce for the Future Options - Organizational Realignment - Business Process Reengineering - Outsourcing / Privatization / A-76 - Workforce Transformation - Cross-Training - Re-training Programs - Workload Realignment - Other Solutions RCI Has Assisted the DoD, FBI, SBA, INS, NSA, NIMA and Others in Developing a “Blueprint” for the Future. 16

  16. RCI’s Approach to Organizational Assessment Is Multi-Dimensional. Focused on Building Human Capital, Restructuring, and Investment in the Future -- Accounts for Employee Views as well as Views of the “Customer” Base. In-Brief for Agency Managers “As-Is” Characterization Analysis Phase • Objectives • Schedule • Points of Contact • “Consensus” • Document Review • Staff Interviews • Selected Workshops • Database Reviews • Interviews with both Agency and Constituency Base • Capabilities and Process Evaluation • “Best Practices” Comparison • Benchmarking (if available for applicable) • Activity Based Costing (Top Level Functionality) • Dynamic Workforce Modeling “To-Be” Characterization Validation Phase Detailed Monitoring and Implementation • Select Panel Review • Endorsement Report • Organizational Alignment Alternatives • Workforce Transformation Alternatives RCI Evaluates all Alternatives in Recommending the Best Practical Organizational and Associated Human Capital Management Plan. 17

  17. A Critical Success Factor in Executing an Organizational Analysis/Study Is Agency Leadership Support or “Buy-In” Agenda-- In-Brief for Key Agency Managers Objectives of the Study Managers’ Views on Organization and Budget Pressures Analysis Process and Desired Participation by Staff Proposed Schedule of Events Desired Participation Level by Agency Management/Staff – Number of Employees – Time Commitment RCI Can Facilitate “Buy-In” at all Levels within the Agency. 18

  18. Staff Capabilities Profiles • PDs • Experience • Education • Skills “As-Is” Characterization of Agency Components Document Work Breakdown Structure and Profile Processes Budget Execution (For Example) Key Documents Other Documents Concept of Operations Organization Chart Organizational Capabilities • Teamwork • Integrated Processes • Continuous Improvement (Methods for Revitalizing) • Productivity • Linkage (Traceability to Strategic Objectives) Outside Linkages and Supporting Systems Mission Statement Performance Measures (Metrics) RCI Uses Face-to-Face Interviews Combined with the Latest in Information Systems Analysis Techniques to Characterize the “As-Is” Organization. 19

  19. Analysis Phase includes Workload Assessment (Current and Future). Two Alternative Paths to Obtain this Data – Web-based Survey or Structured Interviews. Web-Based Survey Structured Interviews • Activity Based Costing (ABC) Software • Captures (at Task Level) Time Devoted to Discrete Activities • Captures Time Anticipated to Execute Future Workload Predicated on Strategic Plan and Operational Trends • Serves as Workload Baseline that Can be Used to Prioritize Work • Statistically Appropriate Population • Workload Captured in Larger Segments • Data Compilation and Analysis Using Statistical Program Techniques RCI Prioritizes Agency Workload With a View Towards Investment in Anticipated Requirements and the Elimination of Work Not Linked to Strategic Objectives. 20

  20. The Analysis Phase Is Interactive with Agency Personnel, but Requires Independence to Ensure Objectivity and Unbiased Results. Because the Agency is a Leader in Many Areas, Comparisons with Others Represents an Analytical Challenge. Capabilities and Process Evaluation “Best Practices” Comparison • Catalogue Contemporary Practices from Public and Private Sectors • Compile Process Components, Technology Enhancements, Organizations • Identify Opportunities for Change that will Enhance Performance Delivery Cycle Capabilities Innovation Cycle Staff & Team “Know-How” Business Processes Benchmarks Areas of Potential Investigation • Procure Available Benchmarks for Staffing in Comparable Business Sectors or Similarly Sized Organizations • Identify Indicators of Performance Outside Norms • Suggest/Hypothesize/Explain Outliers • Identify Candidates for Further Study or Review • Perform “Futuristic Benchmarking” using DARPA Model (if time allows) • Teamwork, Integration • Proactive or Reactive Behavior • Cycle Times • Customer Value • Roles and Responsibilities • New Innovative Products and Services • Investment to Achieve Objectives • Traceable to Strategic Objectives • Incentives (Risk-Reward) RCI Utilizes “Futuristic Benchmarking” and Other Analytical Tools in Our Analysis of the Agency. 21

  21. “To-Be” Characterization “As-Is” Baseline Analysis Components “To-Be” Outsourcing/ Privatization Alternatives Organizational Alternatives and Time Phased Staff Mapping Anticipated Workload and Workload Prioritization Development or Enhancement of Future Workforce Requirements Options Business Process Improvement Alternatives Human Capital Investment Options RCI Synthesizes the “To-Be” Organization Based on Rigorous Analysis Techniques, Combined with Interviews/Surveys within the Agency. 22

  22. RCI Uses “Dynamic Workforce Modeling” in Mapping the Future Workforce. This Tool Can be Used Iteratively as Assumptions Change, and Workforce Dynamics Shift, or to Support “What If” Exercises. Dynamic Workforce Modeling 1) Requirements Definition 2) Model Agency Domain (done as Part of “As-Is” Characterization) 3) Document Parameters and Variables 4) Select Appropriate Software 5) Modeling Steps: Model Type Software Options Advantages and Caveats • SIM Personnel • EXTEND • Emerging COTS products • Custom Software • Data Warehousing Significantly Enhances Effectiveness (Dependent on Archived Personnel Data) • “Tool Delivery” and future use are complex and require training • Some Early Results (90 Days) Facilitated System Dynamics Models Entity Based Model RCI Uses Sophisticated Analytical Tools to Evaluate Projected Workforce Trends and Associated Dynamics. 23

  23. Consensus “To-Be” Recommendations Will be Derived via Facilitated / Structured Workshops. Workshop Steps  Review and Obtain Consensus on “As-Is” Characterization  Review Analysis of Business Processes and Staffing Composition Derived using Comparative Analyses, Projected Workload, Strategic Priorities  Modify Analysis and Achieve Consensus on Alternatives  Finalize Roadmap Alternatives and Implementation Schedule RCI Uses Consensus Building at all Levels in Developing its “Blueprints” of and Roadmaps to the “To-Be” Organization. 24

  24. Select Panel Review Adds Substantial Credibility to the Overall Study, Particularly in the Eyes of Legislative Staffs and OMB. The Panel Will Assess Workload, Staffing, and Investment Priorities from an Agency-wide Perspective. Select Panel (Agency and RCI) Indoctrination • Advance Briefs, Read-Ahead Material • Agency Leadership Meets with “Chair” Presentation of Findings to Select Panel • Requires Agency Management Participation Final Report Out Brief Deliberations RCI Uses the Select Panel Technique to Obtain Independent External Expert Advice to Build Credibility, Management-Level Consensus, and Constituent Buy-In. 25

  25. In-Brief Kick-Off Meeting Document Review Interview Appointments Interviews Workload Analysis and Preliminary Organizational Assessment Analysis Workshops Agency Review/ Comment Draft “To-Be” Deliverable Draft “As-Is” Deliverable Progress Meetings Typical Agency Organizational Analyses Schedule RCI Can Accelerate the Study/Analysis Leading to Completion of the Recommended “To-Be” Organization within a 4-6 Month Period. 26

  26. Workforce Transformation Planning -- Typical Small Agency Year FY 01 FY 02 FY 03 FY 04 FY 05 # of Staff 8,162 7,451 6,291 5,954 5,956 Oct 2001 Sept 2002 Annual Cycle of Linked Actions and Events Time Line Data Calls Database Entry Competencies Work Groups Training Sourcing Delivery TSD Decisions Data Calls Database Entry Competencies Work Groups Training Sourcing Delivery TSD Decisions Corporate Welfare Office (CWO) Renewed Annually Presentations & Briefs Budget Tool & MS Project Plan Update Presentations & Briefs CWO Off-Site Planning Retreat Workforce Planners Forum CWO Off-Site Planning Retreat Workforce Planners Forum CWO Off-Site Planning Retreat Workforce Planners Forum Workforce Planning Strategic Plan / Agency leadership Off-Site Strategic Plan / Agency leadership Off-Site Strategic Plan / Agency leadership Off-Site Agency Leadership Council Vacancy Procedures SubCmte Mil / Civ Interface SubCmte Implementation Review SubCmte Corporate Climate Survey Questionnaire Development Surveys / Evaluation/Trend Analyses Reports / Briefs RCI Understands the Interrelationships between Human Capital Planning Activities and Can Facilitate Workforce Transformation Implementation.

  27. Collect Workforce Data Create Workforce Transformation Planning Database Staffing, Skills and Diversity Gap Analysis Benchmark Workforce Transformation Planning Successes Create Agency Workforce Plan Align Budget with Workforce Plan Implement Pilot Programs Enhance Development and Diversity Programs Integrate Plan w/ Strategic Plan Goals Review Pilots/Plans with Field Activities Market Workforce Transformation Plan throughout Organization Workforce Transformation Planning -- Approach Workforce Transformation Planning Workforce Development Gap Identification/Analysis Core Competency/Analysis Workload/Process Metrics Development E-Learning Initiatives Virtual University Low Cost-Hi Yield Projects DACM Education w/ Industry Diversity Planning Agency Statistics Diversity Benchmarking Affirmative Action Plan Leadership Development External Programs Executive Programs Agency Training Programs Rotational Assignments RCI Offers Skilled Workforce Transformation Planning Professionals Who Develop Effective “Metrics” and Quantified Workforce Characteristics.

  28. Workforce Transformation Planning -- the Process W o r k f o r c e D a t a D a t a C o l l e c t i o n S t r a t e g i c P l a n O b j e c t i v e s / A c t i o n P l a n s D e v e l o p e d S t a f f i n g D a t a C a l l s 4 . 1 . 1 G a p A n a l y s i s B e n c h m a r k i n g S k i l l s D a t a C a l l s 4 . 2 . 1 T r a i n i n g / e L e a r n i n g D i v e r s i t y D a t a C a l l s 4 . 3 . 1 S k i l l s E x c h a n g e H A C K E T T B e n c h m a r k s D a t a b a s e D e s i g n 4 . 4 . 1 M a r k e t i n g / C o m m u n i c a t i o n/Surveys O P M / O M B B e n c h m a r k s D a t a E n t r y 4 . 4 . 2 B 2 E I n i t i a t i v e s Agency B e n c h m a r k s D a t a V e r i f i c a t i o n 4 . 5 . 1 C a r e e r T r a n s i t i o n/Planning B u d g e t C a l l s / A p p r o v a l s S t r a t e g i c P l a n n i n g O f f - S i t e CWO W o r k i n g G r o u p A l i g n I n i t i a t i v e s w i t h F u n d i n g Renew Planning Cycle B u s i n e s s P l a n n i n g B u d g e t T r a c k i n g E M B I n i t i a t e E x p e n d i t u r e s P r e p a r e M i d - Y e a r R e v i e w Agency Leadership Meeting WFT Planning Forum P r e s e n t a t i o n s , F a c i l i t a t i o n a n d Agency B r i e f i n g s P i l o t P r o j e c t s / T r a i n i n g S o u r c i n g D e l i v e r y ( T S D ) Create Fiscal Year Workforce Transformation Plan Market the Workforce Transformation Plan Agency Reviews e L e a r n i n g ( N i n t h H o u s e N e t w o r k , C y b e r G r a d ) P i l o t s V i r t u a l U n i v e r s i t y ( V T T ) Workforce Transformation Plan Expand “Pilots” to Field L o w C o s t H i - Y i e l d T r a i n i n g A l t e r n a t i v e s t o t h e M a k e i t / B u y i t T r a i n i n g a n d S k i l l s A n a l y s i s W o r k f o r c e Workforce Transformation Planning Is a Proven Process for Reinforcing and Accelerating Enhanced Success in the Future.

  29. Corporate Climate Surveys -- Approach Field Activity Input Lessons Learned Decision (Previous Surveys) Survey Instrument Deployment Schedule Data/Comment Claimancy Direction Input & Analysis Communications Presentations Group Survey Instrument PAT Agency Sponsor • Survey Coordination • Survey Admin. • Deployment Agency Agency Claimant Review Survey Domain Other Surveys • Agency Sponsor • Agency Leadership RCI’s Role in Survey Process: • Agency Stakeholders • Meetings Facilitation Leadership Council ACTION • Constituents • Instrumental Modification/Deployment Action Plan • Claimancy • Reports on Status of Process Letter • Data Research/Analysis Promulgation • Presentations • Reports on Status of Process Quarterly Action • Facilitation Support Action Plan Analysis Remediation Plan Activities Responses Month 1 Month 9 Month 4 Month 24 RCI Designs and Conducts Surveys, and Facilitates the Effective Use of Survey Data.

  30. Corporate Climate Surveys -- the Process – Assess Lessons Learned from Agency/Previous Surveys Corporate Climate Survey – A n a l y z e Angency – L i k e r t S c a l e D a t a E n t r y & O r g a n i z a t i o n I n p u t I n s t r u m e n t D e v e l o p m e n t R e p o r t A c t i o n P l a n s w S u r v e y I n p u t S e p a r a t i n g & S t r a t i f y i n g t h e Q u a r t e r l y R e p o r t s w w D a t a A n a l y s i s I n p u t D a t a – Survey Team Review R e p o r t i n g / B r i e f s - T r e n d A n a l y s i s – F o l l o w - o n A s s i s t a n c e D a t a A n a l y s i s A s s e s s i n g I n p u t s w W h a t ’ s W o r k i n g / W h a t N e e d s D e s i g n i n g I n s t r u m e n t s w w C h a n g i n g M a r k e t i n g a n d w C o n c l u s i o n s A d m i n i s t r a t i o n w R e c o m m e n d a t i o n s w – Agency Leadership Decision – C o m m e n t A n a l y s i s S u r v e y I n s t r u m e n t w U n c o v e r i n g t h e “ W h y ” D e p l o y m e n t S c h e d u l e w w Agency D i r e c t i o n Agency Trend Analysis – P r e s e n t a t i o n w – Agency Leadership S e r i a l i z e d D a t a C o n t r o l w Agency Management A c t i v i t y C o o r d i n a t i o n w w Stakeholders S u r v e y S t a t u s R e p o r t s w w – F o l l o w - o n A s s i s t a n c e I s s u e R e s o l u t i o n P l a n w F a c i l i t a t i o n w Organization Report Tracking w RCI Can Provide Comprehensive Survey Tools to Efficiently Accomplish Survey Objectives with Minimal Impact on the Survey Population.

  31. Change Management for Leaders Blending Objectives and Processes 8. Anchoring New Approaches in the Culture 1. Establishing a Sense of Urgency Assessment Strategic Planning Communications Planning Team Launch & Development Vision Development and Change Strategy Communications Training Functional Planning Performance Measures Team Off-sites Coaching 7. Consolidating Gains and Producing More Change 2. Creating the Guiding Coalition 6. Generating Short-Term Wins 3. Developing a Vision and Strategy 5. Empowering Broad-Based Action 4. Communicating the Change Vision We Utilize a Comprehensive 8-Step Process that Institutionalizes the “Change” Philosophy Within an Agency 32

  32. Change Management for Employees Endings The Neutral Zone Making a Beginning TIME Facilitated Sessions for Management & Employees • Impact of Change • Responses to Change • The Change Process • Understanding Transition • Creating Change Champions • Physical Self-Care During Major Change • Review of Liabilities & Resources • Personal Change Worksheet & Analysis • Positive Thinking • Possibility Thinking • Powerful Thinking • Positive Action • Letting Go to Move Ahead • Focusing Your Personal Power • What You Can Control • Individual Action Plan for Improvement We Address Change Management at both the Organizational and Individual Employee Levels 33

  33. Program Objectives: Performance measurement is directly linked to Agency mission and strategic objectives Performance is measurable via simple, effective “metrics” at the Corporate, organizational, and stakeholders levels Performance measurement is integrated with Agency’s organizational structure and includes effective information systems infrastructure to support “metrics” processes for goal/objective setting, and assessing progress Performance measurement is affordable, based on legacy systems, and can be implemented on a “pilot” basis within 6 months -- agency-wide within one year Performance Measurement -- “Metrics” RCI Assists in Developing/Implementing Comprehensive “Metrics” that “Dovetail” with Agency Missions and Objectives

  34. Today’s Measurement Systems Traditional Financial Measures only Assess Past Performance Emphasis Primarily on Measuring Individual Activities Relies Heavily on Position Description Inequitable Awards System “A Balanced Measurement System” Supports Agency Mission and Strategic Objectives Uses Multiple Measures (360 Degree Multi-rating Tools) Communicates and Aligns Goals/Objectives with Team Member Efforts Measures Progress Against Agency Strategic Objectives for Success – Agency, Organizational, and Team Member Levels Performance Measurement – a New Paradigm “A Balanced Performance Measurement System” RCI Uses a Balanced Approach that Translates Agency Missions, Strategies, and Objectives into Reinforcing “Metrics”.

  35. 30 days • 360 Degree Multi-rater Tools Identified 60 days • Electronic Handbooks/Forms Completed, Briefings Begin 60 days • Select Realistic “Pilot” Organization 90 days • Analyze Business Goals and Identify Supporting Work Unit Accomplishments 120 days • Translate Accomplishments into Outcomes/Measures/Standards 150 days • Establish Individual Performance Plans 180 days • Implement “Pilot” - Selected Organization 270 days • Measure “Pilot” Success/Lessons-Learned 360 days • Implement Across Agency with Award System Performance Measurement -- Typical Schedule (Small Agency) Countdown To Success… RCI’s Approach Ensures the Agency “Pilot” Is Implemented within a 6 Month Period.

  36. Web-enabling Policy & Electronic Forms, Handbooks and Briefings Business Goal Analysis, Work Unit Outcomes and Employee Measures Alignment Training and Coaching Curriculum Strategic Award Recognition System - Individual Bonuses and Personnel Training/Development Funds 360 degree Multi-Rater Tool Performance Measurement -- Development Features RCI’s Approach Ensures the Agency “Pilot” Is Implemented within a 6 Month Period.

  37. Focus Groups and Listening Sessions Marketing / Communication Plans & Teams Performance Plans and Administration Tools and Exhibits Demonstration “Pilot” and Incorporate Lessons-Learned prior to Full-scale Implementation Benchmarking, Monitoring, Reviews and Analysis Performance Measurement -- Deployment Features RCI Uses Features that Are Proven through a Number of Successful Deployments within Federal Agencies.

  38. M e e t i n g C o o r d i n a t i o n a t i o n M i n u t e s / A c t i o n I t e m s T r a i n i n g M i l i t a r y C i v i l i a n I n t e r f a c e R e s u m i x M e r i t P r o m o t i o n P r i n c i p l e s F a c i l i t a t i o n / A n a l y s i s P R e s u m i x M e r i t P r o m o t i o n P r i n c i p l e s F a c i l i t a t i o n A n a l y s i s Leadership Planning and Facilitation -- Approach • C o n s t i t u e n c y C o m m u n i c a t i o n – Agency Leadership Coordination and Facilitation Agency Leadership Council S u p p o r t A s s e s s i n g C o m m e n t s S c h e d u l i n g w A s s i s t i n g i n I n f o r m a t i o n A g e n d a P l a n n i n g w D i s s e m i n a t i o n S c h e d u l i n g G r o u p S y s t e m s / C o n s t i t u e n t s w A g e n d a D e v e l o p m e n t • A c t i o n D e p l o y m e n t S u p p o r t I n f o r m a t i o n A n a l y s i s P r e s e n t a t i o n S u p p o r t F a c i l i t - D e v e l o p i n g P r o p o s a l s P r e s e n t a t i o n , D e v e l o p m e n t a n d w F a c i l i t a t i o n - B u i l d i n g P r o j e c t M i n u t e s w M a n a g e m e n t P l a n s A c t i o n I t e m w - D e v e l o p i n g D r a f t – S u b c o m m i t t e e s ’ I s s u e s S u p p o r t P r o c e d u r e s o l i c y R e v i e w s A n a l y s i s w - D e v e l o p i n g / D e p l o y i n g R e c o m m e n d a t i o n s w C u r r i c u l a A c t i o n C o o r d i n a t i o n w – C o o r d i n a t i o n w i t h o t h e r Agencies I n i t i a t i v e s / A c t i o n G r o u p s Agency C o m m u n i c a t i o n s G r o u p w Agency A s s e s s m e n t T e a m Known, Trusted, and Respected Support w B u s i n e s s T o E m p l o y e e ( B 2 E ) w – Sponsor, GAO, OMB, and Congressional Presentation Support P r e s e n t a t i o n D e s i g n w M e e t i n g S u p p o r t w A c t i o n I t e m D e p l o y m e n t w RCI Provides the Full Spectrum of Support to Agency Leadership, Stakeholders, and Constituents.

  39. Leadership Facilitation -- the Process RCI's Proven Process for Working Group Facilitation Has Been Successfully Used in Both DoD and Federal Agencies Tracks individual progress during this phase to ensure the next meeting is productive. (Normally 30 - 60 days to next Milestone Meeting) Preparation  Research  Setting of Goals / Objectives  Evaluating Scope, Magnitude, Complexity  Naming the Project  Defining Guidelines, Business Rules  Deciding on the Themes  Naming Participants  Assigning Responsibilities, Roles  Developing a Timeline  Arranging the Tools  Assigning the Leadership Role  Setting Agenda  Scheduling Attendance  Preparing the Participants Collaboration Action  Follow the Schedule  Set a Productive Mood  Enable the Participants  Encourage Contribution  Demand Professional Protocols  Provide Amenities  Maintain Meeting Minutes and Records  Give Status Reports of Group Progress  Develop Group Takeaways  Assign Homework  Make it Rewarding, Recognize Progress  Establish a Tracking Process Follow-Up  Distribute the Minutes  Brief the Management, Observers  Require After-Action Reports  Follow the Tracking Process  Abide by the Time Schedules  Record History for the Next Meeting  Keep Group Informed of Progress  Modify Goals and Objectives as Necessary  Publish Achievements Involves Key Players Occurs early enough to ensure consensus and ability to make adequate arrangements. (Normally 2 - 4 weeks in advance) Collaboration RCI Can Facilitate Leadership in Maximizing Effectiveness and Productivity.

  40. The Leadership Planning & Facilitation Process 1. Assessment 2. Celebration of What is Done Well 3. Visioning “What Can Be” 4. Identification of “What Is” 5. Gap Analysis 6. Definition of Success 7. Actions to Achieve Success 8. Scheduling & Resourcing the Actions 9. Milestone Planning 10. Individual Action Planning 11. Team Action Planning 12. Accountability Programming Our Planning/Facilitation Process Has Proven to be Effective with Federal Agencies. 41

  41. Recruiting and Retention Are Key to Effective Agency-wide Human Capital Management Demographics of Federal Agency Workforce Indicate Attrition Rates of 40+% through Retirements over Next Three Years Today’s Workforce Needs Training to Acquire Requisite Skills to Support “Changing Missions”, IT-based Systems, and e-Business Methods Selective Hiring, Combined with Effective Retention Tools, Is an Effective Model for Transforming the Workforce to the “To-Be” Organization Recruiting/Hiring Qualified Applicants into the Federal Workplace Is Harder than Ever - - Internet Economy, Private Sector Salaries and Bonus/Stock, etc. Recruiting and Retention Today’s Federal Agency Is “In-Transition” and Effective Recruiting/Retention Are Critical to Matching Human Capital with Agency Missions and Objectives.

  42. Operating 40 Career Centers Worldwide, RCI Processes over 5,000 Highly-Qualified Candidates each Month Recruiting Health Care Professionals -- Doctors Conducting “Virtual” Recruiting/Job Fairs World-wide Recruiting for Army Reserve and National Guard Developing Retention Strategies for the Navy, and Operating a Web-based Retention Monitoring System Partnering to Develop a New Recruiting Program for the US Army RCI’s Recruiting Has Proven Effective and Enhances Retention RCI Is Providing Vital HR Services in the Recruiting/Retention of both Active Military and Reserves.

  43. Designing Quality-of-Life Initiative to Improve Retention Operating a Recruiter Training Assistance Center Recruiting Is Done”in-the-Community” where the Actual Job/Work Is to Be Performed Recruiters Are Part of the Community and Are Known, Respected Individuals Conventional and Web-based Advertising Serves to Identify/Locate Candidates for Direct Contact by Community Recruiters Community Partnerships and Linkages Are Critical to Success Reference/Background Checks, Drug Tests, and Offender Records Review Are Integral to the Process RCI’s Approach to Recruiting RCI’s Community-Based Approach Ensures Qualified Candidates with Enhanced Retention Potential – “Community-Rooted”.

  44. Career Planning and Outplacement Are Essential Elements of Agency Workforce Transformation Plans and Key to Overall Lifecycle Organizational “Wellness” Career Planning and Outplacement WORKFORCE LIFECYCLE Analyze Economic Situation, Business Practices and Future Requirements Train, Retain, Develop Compare Requirements to Current Workforce Skills and Competencies Outplace Excess Personnel Recruit New Personnel and Migrate Existing Personnel RCI Provides Career Planning and Outplacement Services to a Variety of Agencies, including the US SBA, NASA, NIMA, FBI, NSA, FDIC, DoD, the US Navy, and the US Army.

  45. “Tailored” Program Based on Foundation of Organization’s Skill and Competency Requirements Empower Employees to Set Goals that “Dovetail” with Corporate Mission, Objectives, and Requirements Help Organizations Facilitate Employee Career Achievements -- Enhances Retention & Productivity, and Reduces Recruitment/Training Costs Train Managers to Capitalize on Willingness of Employees to Work towards Career Goals by Providing the Opportunities/Resources to Succeed Maintain Effective Employee Career Development Plans as a Continuous Process RCI’s Approach to Career Planning RCI Has Successfully Provided Career Planning and Outplacement Services to over 1.5 Million Civilian and Military Personnel, and their Family Members.

  46. Organizations Can Sustain their Workforce via Effective Management and Resource Support throughout the Employee Life Cycle Employee Life Cycle Recruit Separate Interview Discipline Select Orient Support Supervise Train Develop RCI Uses a Proven Approach to Career Planning and Outplacement that Is “Tailored” to the Specific Needs of the Agency.

  47. As Organizations Change, Some Employees Are Unable to be Retrained/Transformed to Match an Organization’s New Requirements Others Are Excess to the Needs/Ceiling Constraints of a Leaner “To-Be” Organization Assisting the Displaced Reduces Unemployment Costs and Promotes Retention of Other Key Persons by Demonstrating a Corporate Commitment to Employees Effective Outplacement Requires Early Notification followed by Career Counseling, Job Assistance Training, Job Search Resources, and Employment Assistance. Placement Services Are Often Included with an Effective Outplacement Plan Outplacement RCI Assists Agencies in Demonstrating their Corporate Commitment to the Well Being of all Employees, including those Being Displaced or “Downsized”.

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