Grants Business Process Re-Engineering BPR Overview

2. Vision for Strengthening Financial and Administrative Services Grants Vision and Strategic Goals BPR Recommendations Overview BPR Implementation Approach Grants Operating Model FY06 Performance Metrics Expected BPR Implementation Results Topics Menu Slide This is the context we are working in, and some opportunities and challenges that we face. The 2004 election has brought the need to create new relationships on the Hill. Menu Slide This is the context we are working in, and some opportunities and challenges that we face. The 2004 election has brought the need to create new relationships on the Hill.

3. Vision for Strengthening Financial and Administrative Services Vision Clear, consistent policies and procedures Properly resourced workforce with appropriate competencies and skills Value-added business processes with maximum use of automation for improved timeliness and quality of service delivery Performance metrics that enable program assessments, diagnostics, and customer satisfaction Assurance that processes are aligned with NOAA goals, properly governed, and effectively managed Increased organizational capabilities in new processes and improved performance in current processes

5. Executive Leadership committed to strengthening NOAA’s Financial and Administrative Services NOAA’s vision for the BPR effort: Consistent policies and procedures across NOAA – eliminate the need to “shop for the best answer” Properly resourced staff – “right people in the right jobs”; and the right number of employees Value-added processes….leverage and enhance the IT systems we currently have to ease the manual work staff does and free time up for them to do more value-added work and analysis Assurance processes are aligned……… Increased organization (LO and corporate offices) capabilities BPR effort initiated in September 2004 “As-Is” Phase II assessments for 8 functional areas completed and final report released April 11, 2005 “To-Be” Phase III activities started in March, 2005 TMT has conducted the majority of Phase III activities for Grants: including best practices research, deep analysis of Phase II data, interviewed SME’s and conducted liaison meetings and focus groups; identifying major issues and developing improvement recommendations. Org/Change management activities including the impacts of the new process on roles and organization structure; culture gap analysis, capability and skill analysis. Final Report released end of November; January 06 for Budget Phase IV implementation (January ’06 for Grants) Executive Leadership committed to strengthening NOAA’s Financial and Administrative Services NOAA’s vision for the BPR effort: Consistent policies and procedures across NOAA – eliminate the need to “shop for the best answer” Properly resourced staff – “right people in the right jobs”; and the right number of employees Value-added processes….leverage and enhance the IT systems we currently have to ease the manual work staff does and free time up for them to do more value-added work and analysis Assurance processes are aligned……… Increased organization (LO and corporate offices) capabilities BPR effort initiated in September 2004 “As-Is” Phase II assessments for 8 functional areas completed and final report released April 11, 2005 “To-Be” Phase III activities started in March, 2005 TMT has conducted the majority of Phase III activities for Grants: including best practices research, deep analysis of Phase II data, interviewed SME’s and conducted liaison meetings and focus groups; identifying major issues and developing improvement recommendations. Org/Change management activities including the impacts of the new process on roles and organization structure; culture gap analysis, capability and skill analysis. Final Report released end of November; January 06 for Budget Phase IV implementation (January ’06 for Grants)

7. BPR Recommendations Overview Summary of Grants BPR recommendations Increase emphasis on grants planning Reduce transaction processing; Redistribute workload throughout the fiscal year Realign roles and responsibilities to improve efficiency; Enhance NOAA-wide communication, collaboration, and outreach Develop standard operating procedures, policies, and consistent processes across NOAA Increase skill levels of Grants personnel

9. Initial BPR Recommendation Results Updated FY06 Grants Performance Metrics Increased focus on measuring Grant results in helping achieve NOAA’s mission goals Balanced focus on critical metrics in addition to timeliness in processing grants, including: Customer satisfaction Employee skill proficiency NMFS Grants Planning Pilot Developing Broad Area Announcement “Benefits from process reengineering to be identified by end of FY 06” “Benefits from process reengineering to be identified by end of FY 06”

10. FY06 Performance Metrics For each proposed metric, the Grants BPR Team identified targets for the upcoming 3 fiscal years and a long-term target. These metrics expand upon the As-Is performance metrics and enable NOAA’s Grants Community to measure additional elements beyond timeliness. In addition, the Grants BPR Team developed a detailed process and approach to measure each proposed performance metric , detailing the frequency, approach/process, and considerations/assumptions. Examples – Hip Pocket For each proposed metric, the Grants BPR Team identified targets for the upcoming 3 fiscal years and a long-term target. These metrics expand upon the As-Is performance metrics and enable NOAA’s Grants Community to measure additional elements beyond timeliness. In addition, the Grants BPR Team developed a detailed process and approach to measure each proposed performance metric , detailing the frequency, approach/process, and considerations/assumptions. Examples – Hip Pocket

11. Expected BPR Benefits Reduce cost to process a grant Increase grant processing capacity Decrease cycle time to process a grant Shift focus of grants personnel from low value added to high-value added activities Improve grant workload distribution Increase ability to award grants 30-days prior to their start date, leading to increased customer satisfaction

12. Backup Slides

13. 19 Grants BPR recommendations help achieve several desired outcomes: Increase emphasis on grants planning Award existing multi-year grants/non-competitive continuations in first quarter Formalize process for identifying Grant-related earmark recipients in a timely manner Provide grants mission-related data to LO’s to assist with future funding decisions Reduce transaction processing; Redistribute workload throughout the fiscal year Create an exception to the requirement to publish solicitations in the Federal Register Increase the number of new multi-year Grant awards Reduce the number of non-competitive Grants BPR Recommendations Overview

14. Realign roles and responsibilities to improve efficiency; Enhance NOAA-wide communication, collaboration, and outreach Establish GMD prioritization criteria for processing awards Build collaboration between GMD and LO staff into the end-to-end Grants process Conduct proactive site visits Design and implement a comprehensive knowledge management website Realign GMD and FALD responsibilities BPR Recommendations Overview

15. Develop standard operating procedures, policies, and consistent processes across NOAA Standardize electronic Grant package submissions Develop consistent approach to the pre-application process Develop consistent approach to conducting merit reviews Implement enhanced NEPA grant requirements Develop Construction Grants policies and SOP’s Formalize/Publicize process for Grantee compliance Increase skill levels of Grants personnel Develop a NOAA-wide Federal Program Officer certification program Develop a GMD Grants Specialist certification program BPR Recommendations Overview QW -QW -