Past Performance

GRA has become a major provider of human resources and general management consulting services and technical support to government agencies. In addition, GRA offers human resources management, pre-retirement and retirement planning, and supervisory/leadership training and development services to government agencies. The quality of our people, our expanding corporate capabilities, and the breadth of our "hands-on" experience in the Federal sector have provided the platform for GRA to become a leading provider of choice in the complex and demanding government consulting arena.

Here are samples of our work according to the type of services provided. This includes the areas of:

• Position classification and position management
• Employee and labor relations
• Performance management
• Recruitment and staffing
• Misconduct investigations
• Outplacement and transition services
• Retirement and benefits
• Pre-Retirement and Retirement Planning Training
• Human Capital Management/Workforce planning
• General human resources management support
• Human resources management reviews and evaluations
• Organizational development, group facilitation, and teambuilding
• Business Process Re-Engineering and Strategic Planning
• Leadership, management, and supervisory training
• Human resources management training
• ISO 9001 Certification Consulting

As you will see from the examples, GRA provides services that are both very broad as well as targeted in scope. We provide services to headquarters and field organizations across the Federal government sector and have served over 50 different Federal organizations in many geographic regions. GRA associates are located in over 20 different states and the District of Columbia.

POSITION CLASSIFICATION AND POSITION MANAGEMENT

GRA has extensive experience in providing position classification, position management, and even pay-for-performance and pay banding assistance to agencies subject to and outside the scope of Title V. Here are several examples of the type of assistance we have provided.

1. U.S. General Accountability Office

In May 2002, GRA entered into a multi-year contract with the U.S. General Accounting Office – now U.S. Government Accountability Office - (GAO) to review the agency’s administrative, professional, and support staff (APPS) positions.  This work involves on-site reviews, the development of new PD’s, recommending appropriate classification of current APPS positions; and then the conversion of all APSS positions and the development of new concise position requirement documents consistent with GAO’s new broad-band pay-for-performance system.  In addition, GRA provides advice and assistance on the development and/or modification of GAO classification guidance; the reclassification of individual positions; consolidation of functions; series changes; consistent titling practices, and the establishment of effective position structures and career ladders.  Since GAO is not subject to Title 5, U.S. Code GRA associates are expected to provide guidance in the development and application of unique, non-traditional classification and pay systems, policies, and procedures -- and to help the agency transition from its more traditional classification system to a new broad-band system. GAO has modified our contract to increase the level of services.

GRA’s work has resulted in the completion of hundreds of job audits and re-classification and cross-walking of GAO positions from traditional Title 5 grade levels into the new GAO pay banding structure.  In doing this work, GRA has helped GAO rationalize the basis for moving large blocks of traditionally classified jobs into a newly aligned system of positions that are unique to GAO’s mission and reconstituted human resources system.  The agency now operates within a broad-band pay for performance system, and GAO’s position structure is more concise and managers have more flexibility in staffing and pay determinations.

In addition, GRA experts have successfully aided GAO in establishing new types of generic positions that consolidate and combine aspects of former positions that were outdated or too narrowly defined for the agency’s evolving human capital needs.

 2. Internal Revenue Service

GRA has had two contracts with the Internal Revenue Service to provide position classification and position management (Organizational Effectiveness) services, one of which is in support of the IRS in general, while the second concerns the Memphis Service Center's IT organization. In April, 2001, the U. S. Internal Revenue Service entered into a multi-year contract with GRA to provide operational classification services to the National Office of Strategic Human Resources.  Through this contract GRA has been called upon to classify established position descriptions; conduct desk audits to determine the classification of positions; conduct occupational studies; apply and test new OPM Position Classification Standards; assist in the development of new, more concise position structures and develop and classify new PD’s for those structures; provide classification evaluations and advisories associated with employee grievances and the adjudication of classification appeals; provide advisories on FLSA determinations; and, classify positions associated with MEOs under A-76 procedures. GRA has also provided expert witnesses for litigation and arbitration hearings as appropriate. GRA associates also assisted IRS in the application of several OPM standards, including the new Job Family Standard for Administrative Work in the Information Technology Group, GS-2200; converted numerous “local PD’s” to standard PD’s available for use service-wide; conducted organizational specific occupational studies; and provided broad position management advice and assistance.

Internal Revenue Service (MITS):  As a result of our contract activities for the IRS described above GRA, in May 2002, entered into a second multi-year contract with a major IRS organization – the Modernization, Information, and Technology Service (MITS).  MITS is an extremely complex and diverse organization comprised of some 8000 highly specialized technical and professional employees.  GRA’s work for MITS has involved the application of the GS-2200 job family standard and the development of some 300 new standard PD’s to meet the needs of new organizational structures.  Our associates have also reviewed numerous analytical positions for consideration of the appropriate series; and the provision of position management and position classification advice, assistance, and training. 

As a result of GRA’s work with both the IRS National Office and MITS, the agency gained a more concise organizational structure, with appropriately designed and classified career ladders, and a large data base of standard position descriptions which facilitated manager’s flexibility in staffing and assignment of work.  In addition, managers received more timely and definitive classification determinations, and employees’ appeals were handled in a more timely fashion.  Finally, as a result of GRA’s assistance in the design and classification of MEOs, IRS internal organizational structures.

3. National Transportation Safety Board

In July of 2003 GRA began providing assistance to NTSB in reviewing a wide variety of positions at all levels at Board headquarters and field offices from the standpoint of position classification and position management.  The work ranged from reviews of existing PDs to ensure correctness of occupational, classification, and grade-level designations to developing new job descriptions and classification evaluation statements where none previously exist.  GRA also drafted agency-wide position classification policy guidelines for NTSB to aid in future classification actions and decisions.  In October 2004 GRA was awarded an “omnibus” HR services contract with NTSB to provide a broad range of support to their HR staff in recruitment, staffing, job classification, performance management, HR policy development, pay and compensation and other areas of need. 

4. Overseas Private Investment Corporation

In July 2002 GRA did a position management study of attorney positions at OPIC’s Department of Legal Affairs.  GRA interviewed several OPIC attorneys and reviewed their work products as well as lawyers in the private sector who worked with OPIC on international investment issues.  GRA’s report provided an authoritative source of guidance for OPIC decisions on job classification, position management, career ladders and other issues that helped in giving the agency a recruitment advantage and internal equity.   GRA’s study assessed grade structure, promotion practices, human resource utilization issues, and the supportability of the organization’s position management and career ladder rubrics.  GRA issued a report to OPIC with findings and recommendations on these issues as well as providing comparative grade structure data on attorney positions gathered from other comparable agencies.  In September 2004, GRA was awarded a contract to assist the OPIC HR office in providing staffing, job classification, EEO advisory and employee relations technical support services. 

5. U.S. Capitol Police

The U.S. Capitol Police agency protects members of Congress, their staffs, and the grounds and facilities of the United States Capitol from unlawful activities, terrorist threats, hazardous/toxic materials, criminal offenses and other undesirable and dangerous incidents that pose a threat to the safety, security and health of the Capitol and its residents. The USCP is a legislative branch entity that has grown rapidly in recent years and is now employs over 2,000 staff - most of whom are law enforcement officials. The administrative, financial, information technology and other support components of USCP have grown significantly in recent years as greater infrastructure support is needed for enhancing law enforcement operations.  

In February 2003, GRA entered into a contract with the U.S. Capitol Hill Police (USCP), Washington, DC.  We provided position classification expertise in reviewing and rewriting all existing PD’s for civilian positions (over 400 in finance and accounting, human resources, information technology, physical security, vehicle maintenance, and other administrative functions).  Our associates have also written PD’s for newly established positions using Title 5 and/or private sector “best practices.”  We met USCP's expectations for complete documentation of the classification processes utilized. GRA has also drafted revised position classification policy guidelines for USCP.  The agency contract also called upon GRA to provide a full range of recruitment, staffing and placement expertise to support USCP's Office of Human Resources in filling approximately 200 civilian positions.  Our associates developed vacancy announcements, crediting plans, interview questions, screened applications, develop lists of best qualified, etc. in support of the USCP hiring initiative.  In accordance with the terms of the contract, we have applied “best practices” techniques and have followed through by documenting each methodology. 

6. U.S. Office of Personnel Management

A good insight into our position classification capability is that in January 2001, GRA was asked to produce a comprehensive study (325 pages plus 10 appendices) of the History of the General Schedule Classification System, for the U. S. Office of Personnel Management.  The study covered the setting of Federal pay before the Classification Act of 1949, and provided in-depth coverage of how the system operated in each of the five decades after passage of the Act.  The historical information included the development of the standards, federal pay legislation and its impact, and major studies of job evaluation in the federal civil service.

7. U.S. Department of Agriculture, Rural Development Administration

Since Spring 2008, GRA and Job Performance Systems, have been involved in a Human Capital project at the Rural Development Administration (RD). We conducted a complex classification study of GS-1165 and 1101 "Loan Officer" positions, requiring knowledge of realty, mortgaging, credit worthiness, loan approval, construction requirements, blueprint review, onsite construction inspections, environmental impacts, financial eligibility, and fair housing laws. We further identified the requisite competencies required for single, multiple and commercial (rental) housing to include: knowledge of the lending and banking field , mortgage legal terminology, knowledge of credit risk financial analyses to determine applicant eligibility and credit worthiness; knowledge of real estate and appraisal trends and practices; ability to research, assess and evaluate a large volume of facts, figures, trends and conditions to validate, justify and defend recommendations/decisions; skill in outreach and marketing of the RD programs; knowledge of new construction practices; knowledge of environmental impacts; ability to provide testimony in the event of foreclosure/bankruptcy; excellent customer service skills and time management skills.

We are in the process of writing standard position descriptions, with appropriate parentheticals that can be used at the State and Area offices, for specialists coordinating single family, multi-family and commercial loans for RD customers. Competencies identified will be developed using three proficiency levels. The competency models will be used in recruitment, employee development and performance management throughout the RD regions.

EMPLOYEE AND LABOR RELATIONS

One of GRA's key strengths is in the area of employee and labor relations. GRA has provided assistance to a variety of agencies in either employee relations, labor relations, or both. We provide both policy implementation and operational assistance in employee and labor relations. Some of our assistance includes the following:

1. Transportation Security Administration, Department of Homeland Security

Since February 2003 GRA has provided the Transportation Security Administration (TSA) with a wide variety of employee relations services and technical support.  Working closely with the Director of Employee Relations, the Director of the Office of Administrative Appeals, and the Director of HR Policy and their staffs, GRA associates have helped TSA HR and other administrative and legal officials, Federal Security Directors and other managers and supervisors at airports across the United States .  Our associates have provided timely and effective technical services and support on literally thousands of employee discipline cases; including the elimination of a backlog of over 300 disciplinary actions that faced TSA shortly after its inception.  Since that time GRA staff have aided over 400 TSA airports and their managers and HR specialists in determining when and how disciplinary actions are warranted and in preparing the proper documentation needed to support such actions that range from counseling memos to formal removals from service.  In addition, GRA has helped TSA review well over 1,000 employee appeals of disciplinary actions and prepared case summaries and recommendations to TSA’s Disciplinary Review Board regarding the proper outcome of the appeal cases.   In addition GRA has drafted numerous employee relations policies, conducted over 100 employee relations training courses for TSA managers, supervisors, and HR/Administrative staff – including several week long “Employee Relations Boot Camps” aimed at intensively training Federal HR/ER staff in handling difficult disciplinary cases.  Employee relations matters aided by the GRA team have included the broad spectrum of employee conduct, performance, leave abuse and other matters requiring consultative, corrective and/or disciplinary actions. 

GRA has also served as a subcontractor to Accenture and aided in providing employee relations-related services in support of determining suitability for employment at the Transportation Security Administration.  As part of a TSA suitability process, GRA ER Specialists helped eliminate a backlog of over 1,000 suitability determination cases pending at the time of TSA’s inception by reviewing case files and preparing termination and other employment-related letters and guidelines to TSA employees who had been determined to be not suitable for Federal employment due to pre-employment issues such as criminal histories, drug and/or alcohol abuse, falsification of job applications, major indebtedness, credit problems, etc.  GRA ER Assistants have also assisted in logging in, assigning, data base tracking, controlling and preparing numerous types of reports and status summaries on these cases related to the suitability backlog reduction effort. 

2. U.S. Department of Education, Federal Student Aid Program

The Federal Student Aid Program (FSA) of the U.S. Department of Education sought the services of an on-site contractor to provide a wide range of technical support and assistance for ongoing employee relations needs in critical areas such as performance management, dealing with poor performers, employee discipline, employee misconduct, appeals, grievances and other disputes and third party representation support.

GRA was selected in December of 2003 to provide such services to FSA and is continuing to provide them through on-site support personnel trained in employee relations, performance management, discipline, and dispute resolution.

GRA is providing a broad-range of employee relations services to assist FSA human resources professionals and advise/counsel agency managers and supervisors on dealing effectively with problem employees and disputes that arise from workplace problems and actions taken in addressing performance and conduct deficiencies. In addition, GRA has provided advice, training and otherwise assisted FSA managers in developing employee performance plans and in effectively implementing these plans via planning meetings, progress reviews and evaluations of employee performance. Further, GRA has provided labor relations advice and guidance to the HR Officer and agency managers. GRA has also performed an employee misconduct investigation in a FSA regional office. Primary services include:

• Providing technical support and advisory services in dealing with employee violations and conduct/performance problems in regards to government-wide and agency legal, regulatory and contractual requirements; preparation for informal and formal counseling, taking corrective actions, documenting deficiencies, applying elements of proof, ensuring due process, determining the roles and responsibilities of employees and managers, applying appropriate standards of proof/evidence, considering penalty selection (e.g., removal, reduction in grade, suspension, reassignment, within grade denial) and mitigating factors, and preparation of formal actions, memoranda, etc. related to addressing employee performance and conduct issues. Advising managers on steps to take/not take in dealing with conduct/performance deficiencies and what options exist with respect to informal and formal actions to address conduct and/or performance deficiencies, including counseling memoranda, letters of reprimand, formal disciplinary and adverse actions, denial of within grade increases, performance-based actions, reasonable accommodation requests, etc.
• Assisting FSA managers and supervisors in developing performance plans that link to agency goals and mission priorities and which feature clear employee performance objectives and standards that enhance employee accountability and effectiveness. Advising managers and supervisors on actions to take when employees fail to meet acceptable levels of performance, including placement of such employees on formal performance improvement plans as well as aiding in preparing actions to terminate, demote or reassign employees whose performance fails to improve to an adequate level.

3. National Transportation Safety Board

In May of 2004 the National Transportation Safety Board contracted with GRA to provide broad ranging employee and labor relations support to the NTSB Human Resources Director, her staff and agency managers and supervisors. GRA has been providing a variety of services aimed at improving NTSB employee and labor relations programs, policies and processes including:

• Assisting the Human Resources Director with inter-agency and intra-NTSB negotiations, discussions, working groups, and both formal and information advisory forums to present, defend, and negotiate positions. Providing technical support to the HR Director with union contractual issues, disputes and negotiations.
• Providing the full range of employee and labor relations services. These include providing technical input to the NTSB on complex disciplinary, adverse and performance based actions, grievances, appeals, complaints, performance management, employee/supervisory relationships, and attendance problems.
• Providing expertise, guidance and technical assistance to the NTSB on all labor and employee relations issues, providing substantive analysis and strategic approaches to the resolution of complex and sensitive problems and issues. Providing recommendations to resolve unfair labor practice charges and complaints, arbitration of grievances, resolution of negotiability issues and conformance of labor agreements with applicable laws.
• Providing recommendations to develop new procedures and modify existing ones to effectively maintain the NTSB labor and employee relations program. Developing recommendations and technical guidance, and performing the day-to-day activities associated with managing the NTSB ER/LR program.
• Aiding NTSB in preparing for third party forums in which employee appeals and complaints are reviewed. Assessing potential impact and precedent setting implications of pending disputes before third party authorities.  Providing staff advisory services on individual cases and in the development of informal and formal solutions.

4. United States Capitol Police

Since November of 2003, GRA, Inc. has been providing expert consultative services to the United States Capitol Police Department in the area of labor-management relations. Like all legislative branch agencies, the Department is relatively new to the labor relations arena. Two unions have been certified, the Fraternal Order of Police (FOP) and the International Brotherhood of Teamsters (IBT). Contracts are in place for both units, but the Department has not yet established a formal labor-management relations program staffed with experienced professionals. It lacks the processes and systems required to properly and efficiently administer a first-class labor relations program. GRA was called upon to provide the expertise need to develop that program.

GRA first conducted a needs assessment by reviewing existing contracts and grievance files, interviewing a variety of managers and supervisors, meeting with officials from both unions and assessing the organizational structures and administrative procedures currently in place.

Based on the advice and direct assistance of the GRA consultants assigned to this project, the Department has moved quickly to accomplish the following objectives:

• Elevated the labor relations function to report directly to the Director of Human Resources
• Recruited and interviewed for an experienced, professional Director of Labor Relations
• Conducted a preliminary analysis of the labor agreements to identify potential problem areas for re-negotiation
• Flow-charted the administrative procedures in place for grievances and disciplinary actions, identifying bottlenecks and other inefficiencies
• Analyzed the need for formal case tracking systems and initiated a plan to work with IT staff to develop them
• Established effective working relationships with the Department's Office of Employment Counsel
• Reached out to both unions with proposals to work jointly to expand the knowledge and skills of union officials through agency-supported professional development
• Revised and presented a training module of Basic Labor Relations for Supervisors
• Drafted a comprehensive labor relations policy directive that provides a complete guide for supervisors and managers on how the Department's labor relations program is to be structured and administered. The draft Directive includes the following provisions, among others:
• general statement of policy
• definition of terms
• assignment of responsibilities and accountability
• delegations of authority

5. Department of Homeland Security

Since August of 2004, GRA has been providing human resources consultative services to the Department of Homeland Security.  GRA has been supporting the Department’s implementation of its new human resources authority under regulations issued by the Department on February 1, 2005, as authorized by Congress in the Homeland Security Act of 2002.  GRA is performing these services as a subcontractor to Northrop Grumman, Inc., which is the prime contractor.

Under the contract, GRA initially provided human resources consultative services for implementation of the Department’s new labor relations, adverse actions and appeals programs.  These programs, particularly the labor relations program, are vastly different than the ones they replace and require a very high level of knowledge and skill to understand and implement. 

GRA was responsible not only for developing the overarching management directives that would establish the policies and procedures governing these matters, but also for developing management guidance bulletins for use by DHS human resource practitioners and managers and supervisors as they began to implement the program throughout their organization.  The management directives identified organizational responsibilities and established policies and procedures governing these programs.  The labor relations bulletins addressed specific topics including unfair labor practices; bargaining obligations; Homeland Security Labor Relations Board (HSLRB) roles, responsibilities, and practice; official time, negotiated grievance procedures, and appropriateness of bargaining units.  The employee relations bulletins similarly dealt with specific topics including employee conduct, tables of offenses and penalties, template disciplinary letters; changes in adverse action policies and procedures, unacceptable performance actions; and back pay policies.

GRA also developed and delivered 10 2 and ½ day technical training sessions on the new labor relations program and adverse action and appeals policies and procedures to 300 labor and employee relations practitioners, including attorneys, throughout DHS.  The training was conducted at 6 sites throughout the United States .  It included instruction on a training module for these practitioners to use to train DHS supervisors and managers.  GRA also developed an e-learning module covering these matters for employees. 

GRA assisted in the development of the operating rules for the Homeland Security Labor Relations Board, an independent entity created by the DHS regulations for reviewing and deciding certain labor relations cases.  GRA also developed a statement of work for contractor support, both professional and administrative, to the Board.  GRA prepared orientation handbooks for Board members and staff to use to gain a complete understanding of the Department’s labor relations program.  GRA was asked to perform these tasks based, in part, on the extensive experience of GRA staff in dealing with independent administrative bodies.  That experience extends both to preparing cases that go before such bodies and in drafting decision for such bodies.

GRA further designed a Workplace Alternative Dispute Resolution (ADR) management directive which established a DHS-wide ADR program and the policies and procedures to implement that program and GRA developed a proposal for the creation and organizational structure of a DHS office which would manage that program.  The directive was formulated after a careful examination of best practices as applied throughout the public and private sectors.

As time progressed under the contract, based on the quality and level of products and services provided, GRA became engaged in a wider-range of human resources consultative services in the areas of pay-for-performance. 

• In the area of performance management, GRA developed the management directive that will govern the Department’s new performance management program.  GRA also developed a Supervisor’s Desk Guide for Performance Management.  GRA conducted performance management policy training for human resource specialists, a course which was also attended by managers and supervisors.  The sessions were run in conjunction with training on the ePerformance Tool which is used by supervisors during each step of the performance management process. Through March 2006, GRA has conducted 10 4-hour sessions for 10-15 attendees.  GRA also was a contributor to the design and development of other performance management training including performance management elearning and eTutorial tools, which have been made available to all DHS employees to use in gaining an understanding of the new DHS performance management program, and the Performance Management Managers Guide used for a 2 and ½ day training sessions for manager and supervisors with regard to their leadership role in the new DHS performance management program. DHS has moved forward and implemented the program throughout DHS with the last DHS components due to come under the program this spring.
• GRA also began work in the areas of qualifications development, pay and pay administration, and position classifications.  In the area of qualifications, GRA is providing support to DHS in developing a qualifications approach based on competencies which moves away from the traditional X-118 qualifications statement.  In classification, GRA is providing support in developing a recommended standardized format for use across the 22 agencies that were merged into the Department and providing best practice for the development of a Position Description (PD) Library.  Another part of GRA’s classification work is to develop a Manager’s Guide to Position Classification.  In the pay arena GRA is developing a Manager’s Guide to Pay Administration which, similar to the PD Guide, will be used by Departmental managers to explain the systems to their employees.

PERFORMANCE MANAGEMENT

Along with employee and labor relations, GRA provides performance management assistance to agencies as they develop and/or improve their performance management systems. As a result, GRA stands ready to assist agencies in improving their performance management systems as they implement pay-for-performance initiatives. Some of those examples include the following:

1. Federal Labor Relations Authority (sub-contractor to Job Performance Systems, Inc)

In November 2006 GRA began work at the FLRA as a sub-contractor to Job Performance Systems, Inc. to develop a performance management system for this agency to move them from a pass-fail system to a multi-performance level system that would be tied and cascaded from the agency’s strategic plan. GRA’s work was two-fold: to develop an SES performance system that would be meet certification requirements of the OPM; and, to develop performance elements and standards for 16 groups of non-SES positions. GRA developed and executed a methodology for this work and is now in the final stages of delivering the product.

2. National Gallery of Art, Washington, D.C.

Since July 2006, GRA has assisted the National Gallery of Art by developing a performance appraisal system policy document and appropriate performance elements and standards for performance plans for a sampling of seven Senior Level staff, including art historical curatorial personnel, art conservationist, writing, and editorial personnel. All work is designed to meet the criteria listed in 5 CFR 430 and the requirements for OPM certification of the senior level performance management system. The performance plans developed by GRA are closely linked to the agency’s Mission and Strategic Plan as well as any annual NGA performance goals. Performance standards are written at several performance levels.

In Match of 2007, the contract has been amended to include finalizing the documentation necessary to support OPM certification of the Senior Level Performance Appraisal System, and developing performance plans for the remaining 13 Senior Level positions.

3.  U. S. Capitol Police (USCP)

In 2003, GRA entered into a contract with the U.S. Capitol Police (USCP), Washington, DC.  During 2004 and 2005 GRA provided assistance in the complete redesign of USCP’s performance management system for the agency’s sworn (i.e., police officer) and civilian staffs.  In carrying out this project, GRA assisted with the development and implementation of its performance management program with underlying core competencies required by the USCP mission and key positions; building in an accountability and results focus to individual performance plans; stressing performance improvement in the appraisal process; and linking individual executive and lower level performance plans with critical USCP program priorities and objectives, the USCP strategic plan, and mission-driven requirements.  GRA’s project team  conducted a wide range of research, has benchmarked performance management systems at other law enforcement agencies, has identified best performance practices in other government organizations, and is taking a number of steps to redesign USCP’s performance management system and to improve the quality of employee performance appraisal within the agency (e.g., provide technical advice and support in developing clearly stated standards and requirements for performance management system policy, guidance, process, and procedural documentation needed for developing competencies, performance plans, and rating documents).  The Chief of Police at USCP announced to all executives that a newly GRA-designed senior management performance appraisal system would focus on strongly linking individual managerial performance standards and elements to the USCP strategic and performance plans as well as the Chief’s key program and mission priorities.  Following the system redesign work, GRA was tasked with providing numerous training sessions for USCP managers/supervisors, police officers, and civilian staff on workings of the system and their responsibilities in implementation.

4.   U.S. Department of Education, Federal Student Aid Program

GRA has provided assistance over a period of recent years (2004 to the present) to FSA managers and supervisors in developing performance plans that link to agency goals and mission priorities and which feature clear employee performance objectives and standards that enhance employee accountability and effectiveness. In addition, GRA has conducted numerous training sessions at ED/FSA for managers/supervisors and employees on developing elements/standards and linking them with agency goals and priorities.  GRA also provides advice to managers and supervisors on actions to take when employees fail to meet acceptable levels of performance, including placement of such employees on formal performance improvement plans as well as aiding in preparing actions to terminate, demote or reassign employees whose performance fails to improve to an adequate level.

5.   Federal Motor Carrier Safety Administration

Under this effort, GRA provided assistance to FMCSA in the development of executive (i.e. SES) performance plans that were aligned with the agency's strategic plans and mission priorities. We also linked the performance plans to major leadership competencies and human capital management goals and strategies. Previously, performance plans were not necessarily linked to organizational objectives and mission accomplishment.  In addition GRA provided assistance to FMCSA’s Office of Chief Counsel in updating and rewriting performance plans for its attorney staff and administrative staff. 

6.   Department of Homeland Security (Sub-contractor to Northrup Grumman Information Technology)

GRA has been hired as a subcontractor by Northrop Grumman Corporation to provide a wide range of HR policy and program support to assist DHS in designing and implementing its new MAXHR human resources reform system.  GRA has been given major roles in the development of new labor and employee relations, performance management, and pay and position classification policies, working closely with DHS Federal officials and members of the Northrop Grumman contract team.  In the performance management area, GRA has drafted a supervisor/managers guide to the new DHS performance management system.  GRA has also aided DHS in determining if its new system is in compliance with OPM requirements, including OPM’s new assessment tool for determining the effectiveness of performance management systems.  In addition, GRA has been tasked with developing training materials that provide an overview of the new DHS performance management system for HR professionals in those DHS units where the new system will be initially rolled out.

7.   National Transportation Safety Board

GRA successfully aided the NTSB in revising its performance management system for Senior Executive Service and Senior Level employees and helped the agency obtain OPM/OMB certification for linking higher employee pay levels to performance.  In the process, GRA helped NTSB re-write performance goals and executive performance plans for a wide variety of senior managerial and high level expert positions – ensuring that these plans were tied to critical agency mission priorities and program goals.

RECRUITMENT AND STAFFING

GRA provides a wide range of services in all areas of staffing - recruitment, placement, and filling positions. In addition, several GRA associates have extensive backgrounds in implementing automated staffing programs in their former agencies or as a consultant. We also have associates who have administered delegated examining units (DEU's) in their former agencies. Here are examples of the type of assistance we can provide.

1. Federal Emergency Management Agency

In October 2006 GRA was selected to provide a complete range of staffing support to the Federal Emergency Management Agency, Department of Homeland Security. GRA initially placed up to ten highly qualified associates well versed in staffing operations including automated applicant tracking systems at the agency headquarters. GRA provided a wide range of staffing services, including developing vacancy announcements and crediting plans, recruiting for external and internal vacancies, rating and ranking applicants, and providing certificates to selecting officials in a timely manner. These individuals are aligned with their counterpart FEMA staff each of whom serves one or more components of the agency, including field offices of FEMA. GRA’s associates work side-by-side with their agency counterpart to provide staffing support to their assigned component(s). In December 2006 the agency requested an additional five associates to augment the staffing operation. GRA’s contract called for the provision of over 12,000 hours of support to reduce the agency backlog of unfilled positions as well as recruit and staff an additional potential 1,000 vacancies in FY 2007. As of September 1, 2007, GRA had rated over 22,000 applications for approximately 525 vacancies located at FEMA headquarters and at ten regional offices. GRA had drafted and posted 280 vacancy announcements for the agency and had done job analysis and created crediting plans for 38 FEMA positions. We also prepared detailed justifications on applicant qualifications as requested by FEMA human resources specialists. Several hundred vacancies filled by GRA associates, met the Director’s goal of 95% on-time completion and the team won the FEMA Director’s award for team accomplishment.

Finally, GRA associates assisted FEMA in conducting an on-site Federal Career Intern Program Job Fair. During the job fair, we provided an instant review of applications from over 500 applicants to determine their basic qualifications so that managers could then conduct same-day interviews of those meeting the basic qualifications for FEMA positions.

Beginning in January 2008, Booz Allen Hamilton became the prime contractor, and GRA as a subcontractor, provided a wide and extensive range of staffing resources to FEMA, including 25 GRA associates on-site at FEMA as staffing demands grew. For example, nearly 800 positions were filled through August 2008. In September 2008, FEMA recompeted the contract as a small business set-aside. Lindholm and Associates replaced Booz Allen Hamilton as of September 2008 and GRA continues to perform the work it performed under the prior contract.

2. National Transportation Safety Board

Since September 2004 GRA has provided on-site staffing support to the National Transportation Safety Board. Initially GRA placed two associates with outstanding staffing backgrounds at the agency each of whom worked a full time schedule. GRA has continued to provide full-time support to the NTSB and our associates’ service designated agency divisions in the same manner as their federal counterparts.   GRA staff has worked closely with NTSB managers to define specific staffing needs and to craft vacancy announcements, qualification statements, and crediting plans that help ensure that the best candidates are identified and interviewed for a wide variety of positions including jobs such as Accident Investigators, Engineers, Information Technology Specialists and a wide variety of administrative staff .   The result of GRA’s work has been a major reduction in the backlog of unfilled positions and an increase in the number and quality of well qualified candidates available for selection.

3. African Development Foundation

GRA aided this small agency in restructuring its workforce consistent with mission requirements and anticipated budget reductions. A three person GRA project team conducted a detailed organizational analysis (including an assessment of enabling legislation, strategic and performance plans, oversight agency audits, official mission and function statements, etc.) and provided options to management regarding reconfiguration of staff, functions and organizational structure consistent with ADF mission priorities and funding limitations. As part of the organizational review, GRA consultants did a complete review of existing positions and determined proper job classifications, titles and grade/pay levels for existing staff. Further, GRA staff provided recommendations to the ADF President and Director of Management on potential hiring, pay and promotion system change options (e.g., excepted service and pay banding) and an associated assessment of what the legal, regulatory and policy implications are available for making these potential changes. GRA helped the agency with developing vacancy announcements, crediting plans, recruitment strategies and staffing and selection processes connected with various critical positions. GRA also provided full HR advisory services to key management officials during a substantial period when ADF was recruiting to fill its HR Director position.

4. U. S. Capitol Police (USCP)

In 2003, GRA entered into a contract with the U.S. Capitol Police (USCP), Washington, DC and continues to provide a wide variety of HR services and training support working with the USCP Office of Human Resources. Among other things, our contract has called upon GRA to provide a full range of recruitment, staffing and placement expertise to support USCP's in filling approximately 200 civilian positions. Our associates developed vacancy announcements, crediting plans, interview questions, screened applications, develop lists of best qualified, etc. in support of a major USCP hiring initiative. As part of the effort, we have applied "best practices" techniques and have followed through by documenting each methodology and step in the staffing and classification processes.

5. Department of Energy, Richland, Washington

Since 2005, GRA has provided up to four individuals on a relatively full-time, on-site basis to provide a wide range of staffing-related services to the Department of Energy, Richland Operations Office, Richland, Washington.  Services include preparation of vacancy announcements, rating and ranking of applicants, preparation of certificates of eligibility, coordination and scheduling of interview panels, coordination or pre-employment background checks, preparation of job offer letters, coordination of new hire relocations, and related staffing tasks. GRA also works with the QuickHire Xi system on this project.

MISCONDUCT INVESTIGATIONS

GRA performs employee misconduct investigations and related services for Federal agencies. Our highly-skilled staff are located throughout the United States and can meet agency needs with maximum convenience and minimal travel cost to the agency.

GRA's investigative services include the full range of conduct-related issues. We deliver investigative reports and related services promptly and have received high praise from our Federal agency clients. We are also occasionally called upon to handle the disciplinary actions that result from these investigations into possible employee misconduct.

GRA has conducted well over 100 misconduct investigations for Federal agencies. While it would not be appropriate for us to name the agencies because of the sensitive nature of these cases, we are including a small sample of our work.

• GRA provided a key investigator on a team that investigated allegations that negligence resulted in the death of four employees. A second team of GRA staff members prepared the resulting disciplinary actions.
• GRA provided the sole non-Federal investigator on a two-Department team that investigated allegations that agency scientists had falsified highly-publicized research evidence.
• GRA investigated highly-publicized allegations of sexual harassment involving work crews that allegedly posted sexually explicit material in government vehicles, and supervisors who condoned the practice.
• GRA investigated allegations that a self-directed work team had made inappropriate use of government funds.

For more specific information on this program, please contact Tom Thomas of GRA at TomT@gra3.com.

OUTPLACEMENT/CAREER TRANSITION SERVICES

1. Defense Distribution Centers, Nationwide

GRA has a history of providing top-quality career transition and outplacement services to the Department of Defense as it closed down its distribution centers over a five-year period. GRA actually began its work with the Defense Distribution centers in 1999 with a large contract to provide outplacement services to one installation - 250 individuals at the DDSP in New Cumberland, Pennsylvania. In addition, since 2000, we have three separate outplacement contracts with DoD Distribution Centers for multiple facilities. These include:

• Our initial contract dated January 15, 2000 to provide outplacement services to centers at Cherry Point, North Carolina; San Diego, California; and Jacksonville, Florida.
• Our second contract, dated January 12, 2002, to provide outplacement services to centers at Richmond, Virginia; Albany, Georgia Hill AFB, Utah and Memphis, Tennessee
• Our third contract, dated February 25, 2004, to provide outplacement services to centers at Puget Sound, Washington; Corpus Christi, Texas; and Tobyhanna, Pennsylvania.

Since early in 2000 at almost a dozen Defense Distribution Centers (Defense Depots) around the country, GRA has conducted career counseling, career transition, and outplacement efforts that are very similar in nature to the deliverables articulated in OPM's current Statement of Work.  As an illustration of GRA’s capabilities and effectiveness in meeting OPM's needs and achieving desired results, below is a case study of outplacement work GRA performed at the Defense Distribution Depot in Susquehanna, Pennsylvania in 2000. Similar services were provided to the other Centers around the country since that time.

2. Defense National Stockpile Center

GRA Inc., provides outplacement services to the Defense National Stockpile Center (DNSC) to facilitate the successful transition of General Schedule and Wage Grade employees who face potential involuntarily separation as a result of an organization restructuring and downsizing initiative.  Specifics of the workforce include:

• That these employees are in a variety of GS and Wage Grade positions, primarily in the warehousing and administrative areas.
• That  employees could begin facing reduction-in-force separations on or after October 1, 2005.
• That at least 77 employees and perhaps as many as 200 employees could be facing a reduction in force and would need outplacement assistance.
• That outplacement and career transition assistance contractual support services are provided in the following locations:
  • Binghamton, NY
  • New Haven, IN
  • Fort Belvoir , VA
  • Point Pleasant, WV
  • Baton Rouge, LA
  • Scotia, NY
  • Clearfield, UT
  • Somerville, NJ
  • Hammond, IN
  • Warren, OH

The overarching goal is to provide a “soft-landing” for impacted employees and to help them transition to new jobs and careers within and outside the Federal government, make major life decisions (e.g., starting their own businesses and/or retirement) and to equip them with the skills necessary to seek employment opportunities that will be in their best interests and consistent with their career goals.  GRA provides the following kinds of services:

• Set-up, maintaining, and dismantling of an Outplacement Center in each location.
• Training workshops on a variety of subjects such as resume and cover letter writing, job search techniques, interviewing skills, starting a small business, obtaining and maintaining certifications and licenses, and surviving the overall downsizing.
• Arranging meetings with State Offices to provide a variety of services listed on page two of the Statement of Work.
• Assisting the Administrator and other staff by briefing them on the services of the Center, writing transition assistance/outplacement articles for newsletters and bulletins, participating in Administrator's meetings, and assisting in controlling rumors related to downsizing.
• Assisting employees on an individual basis in a wide variety of outplacement efforts, all related to writing resumes, creating templates for employees to document experience, reviewing employee qualifications, documenting qualifications for registration in the PPP, RPL, and ICTAP programs.
• Assisting employees in writing KSA's in response to vacancy announcements.
• Assisting employees in conducting actual job searches through the DoD automated system, USA jobs, newspapers and other publications, locating Federal and private industry jobs, and conducting job fairs.
• Assisting those who qualify for retirement with adjusting to retirement life and applying for Social Security benefits.

Regarding project outcomes, so far at least 55 individuals have sought and received assistance under this project. This includes resume development, career counseling, coaching assistance, how to apply for vacancies inside and outside the government, and related assistance. In addition, 12 individuals have been placed in positions outside the Federal government, while many others have been successfully placed within DoD or in other Federal agencies.

3. Department of Energy, Golden, Colorado

GRA Inc. provided Career Transition and outplacement assistance to the Department of Energy, Office of Energy Efficiency and Renewable Energy, Golden, Colorado for DOE personnel in offices designated for reassignment. This included staff in Atlanta, Boston, Philadelphia, Chicago, Golden, Colorado, Seattle, and one employee each in Kansas City, Missouri and Honolulu, Hawaii. This service included:

• Two-day workshops in the six key regional office cities listed above
• Consultation for individual employees on an as-needed basis

More specifically:

• Approximately 109 employees were affected by the announcement to consolidate the six regional offices mentioned above into three project management centers.
• These employees were generally general schedule, competitive service employees.
• The services provided were both outplacement workshops in a classroom format as well as one-on-one counseling sessions with employees.
• Six two-day workshops were conducted between October 1, 2005 and December 15, 2005.
• One-on-one consultation services were also  made available between October 1, 2005 and September 30, 2006.
• The numbers of employees needing transition/outplacement assistance were as follows:
  • Atlanta,Georgia - 23
  • Boston, Massachusetts – 16
  • Philadelphia, Pennsylvania – 17
  • Chicago, Illinois – 17
  • Golden, Colorado – 19
  • Seattle, Washington – 15
  • Kansas City, Missouri – 1
  • Honolulu, Hawaii - 1

As a result, all employees participated in the outplacement workshops and all employees were provided one-on-one counseling assistance as needed. Virtually all employees seeking placement were given alternative positions inside or outside the Federal government.

RETIREMENT AND BENEFITS

1. Equal Employment Opportunity Commission, Washington, D.C.

Between June and August, 2006, GRA provided three retirement counselors to EEOC to assist in an early out program, including retirement counseling, retirement calculations, and retirement processing. Actual duties included the following:

• Provide retirement counseling to employees. For part-time employment, for optional, early-out, disability, discontinued service and VERA retirements.
• Review and process optional, discontinued service, and early-out retirement applications upon receipt to ensure all voluntary and involuntary retirement applications are received by the payroll office no later than five days from date of separation.
• Insure all preliminary disability applications are completed and forwarded to the payroll office no later than five days after receipt.
• Process paperwork for separating employees within two days after receipt of action.
• Respond and resolve questions or issues arising as a result of separation actions.
• Insure that employees meet eligibility requirements (retirement, benefits, creditable service) and process actions accordingly.
• Maintain professional, accurate, and timely customer service in all dealings. Customer service standards include:
  • Seeks to understand customer issues;
  • Takes full responsibility for resolving issues;
  • Follows-up and responds to customer phone calls or written inquiries within 16-24 hours. (This timeframe should be shortened or lengthened depending on the question and the amount of research or coordination needed. In general, questions of a routine nature should be responded to within 16 hours. Promptly notify customers when information cannot be obtained as expected.

2. U.S. Department of Education, Washington, D.C.

Since April of 2006, GRA, Inc has provided the Department of Education with four full-time associates to handle the following duties and responsibilities:

• One-on-one retirement and benefits counseling for employees, new hires, potential retirees, and retirees, and surviving spouses where applicable
• Preparing retirement annuity estimates for as well as providing retirement application packages to employees with all appropriate forms
• Preparing necessary documentation to process all types of retirement applications for CSRS, CRSR Offset, and FERS retirees and forwarding appropriate documentation to Payroll and the U.S. Office of Personnel Management. These packages will be technically correct and consistent with government regulations
• Consulting with and providing information to current employees in such areas as flexible spending accounts, health savings accounts, and TSP accounts
• Consulting with separating, new and rehired employees about benefits such as health and life insurance, retirement, social security, and TSP.
• Preparing necessary documentation to process all types of employee benefits and forwarding appropriate documentation to Payroll and the service providers
• Reviewing employee status under the Federal Erroneous Retirement Coverage Corrections Act (FERCCA) and making corrections where necessary.

This project includes many of the same type of tasks being requested under this solicitation.

3. Congressional Budget Office OPF Review/Benefits Review

Between May and July of 2005, GRA provided a complete review of 250 employee official personnel folders (OPF's) for the Congressional Budget Office. Part of the reason for the review was to assure the accuracy of all retirement-related records. GRA staff reviewed several specific fields - including retirement, health benefits, TSP coverage, and life insurance - for accuracy and currency. CBO was concerned about the accuracy and currency of its OPF's as it related to payroll and other processes, and called in GRA to assure complete OPF accuracy and currency in the areas listed above, as well as additional areas. The team made/recommended corrections where necessary. Two GRA associates worked on this OPF/benefits review and reviewed all agency folders.

4. Farm Credit Administration, McLean, VA

We have just begun a benefits project – Retirement services – with the Farm Credit Administration on December 4, 2006. Under this project, we provide a benefits specialist for 16 hours per week to handle all aspects of retirement calculations, retirement counseling, and retirement processing for all Farm Credit Administration employees.

In addition, we have conducted recent OPF review projects for several agencies, including:

• Overseas Private Investment Corporation
• NASA Goddard, Greenbelt, MD
• Corporation for National Service
• Federal Highway Administration
• Department of Transportation, Office of the Secretary

PRE-RETIREMENT AND RETIREMENT PLANNING TRAINING

Since the beginning of 2006, GRA has conducted several pre-retirement seminars for the Department of the Interior, the Department of the Army, Consumer Product Safety Commission, and the Department of Energy.

1.      Department of the Interior, National Business Center, Ft. Huachuca, Arizona

On March 16-17, 2006, GRA conducted a two-day pre-retirement program for DOI staff covering all aspects of Federal retirement, including CSRS and FERS. Ann Ozuna was the instructor for this seminar.

2.      Department of the Army, Tank Automotive Command, Warren, Michigan

GRA provided an intensive two-day ore-retirement class for over 130 CSRS employees.  This theater-style class was well received by the attendees and resulted in an invitation to return this September to provide pre-retirement training for FERS employees.   Ann Ozuna was the instructor for these seminars.

3.      Consumer Product Safety Commission, Washington, D.C.

In the fall of 2006, GRA conducted very successful pre-retirement and mid-career retirement planning seminars for the Consumer Product Safety Commission, Washington, D.C. These seminars were for both CSRS and FERS employees.

4.      Department of Energy, Richland, Washington

In the fall of 2006, GRA conducted Pre-Retirement Training classes for the Department of Energy, Richland, Washington. This three-day series covered CSRS and FERS training on separate days and a combined CSRS/FERS session on the final day. Ann Ozuna was the instructor for these sessions.

HUMAN CAPITAL MANAGEMENT/WORKFORCE PLANNING

1. Federal Motor Carrier Safety Administration

The Federal Motor Carrier Safety Administration (FMCSA) of DOT secured GRA services to assist the agency in reviewing its current efforts in human capital management and developing a comprehensive corporate human capital plan that is aligned with the agency’s published strategic and performance goals and plans.  The GRA team worked closely with FMCSA’s Human Capital Working Group (comprised of a cross-section of senior managers and key HR officials) to conduct a thorough analysis of the current workforce.  This analysis focused on determining what type of outreach, recruitment, hiring and retention programs are needed to ensure that the agency will have a future workforce that possesses the skills and capabilities needed to deliver mission-critical services.  In November 2003, we completed a Human Capital Plan for the Administration.  That year-long project gave us in-depth knowledge of FMCSA’s unique (although brief) history; its significant, Congressionally-mandated growth since its inception and the attendant reauthorization requirement; the working relationships between Program Offices, Service Centers and Division Offices; the special challenges of acquiring and maintaining a bi-lingual workforce on our southern border, the legacies of FMCSA’s former status as a component of the Federal Highways Administration, and a broad understanding of the agency’s human resources programs, systems and practices.

In September 2005 GRA was again awarded a contract to assist FMCSA in developing an updated and detailed more human capital plan that assessed critical skills and competency issues and featured several types and levels of workforce analyses and recommended strategies and actions (e.g., succession planning, workforce re-training, and diversity outreach) aimed at aiding the agency in preparing for its workforce of the future.  This effort also included an assessment of the Human Resources organization and functions.  GRA offered several recommendations to FMCSA for improving its HR and human capital programs as well as suggested specific actions for addressing employee workforce survey data reflective of the need for change in HR-related programs and practices in the agency.

2. Department of Health and Human Services, National Institutes of Health, Office of Research Services (NIH/ORS)

The Office of Research Services at the National Institutes of Health is an organization undergoing significant change, including A-76 analyses, evolving ways of doing work, resource reductions and increasing demands for service from their customers. This workforce planning project will not only help them identify the competences, and implement other workforce planning activity strategies and tools, needed to perform the work successfully, but it will also provide managers with an understanding of the power of workforce planning as a management tool that provides significant assistance in times of great change.

GRA is providing the Office of Research Services assistance to:

• Develop a strategy and process to identify competencies and/or skills sets required to meet mission requirements in one, or more mission area.
• Educate operational managers in workforce planning strategies, tools and techniques.
• Develop strategies, approaches and/or tools to implement workforce planning activities.
• Involve operational managers and staff of the Workforce Planning and Management Branch in all relevant activities.

3. National Science Foundation

For this project, GRA is a subcontractor to Federal Management Partners. Together the two firms are conducting a comprehensive evaluation and documentation of NSF's current workforce planning systems and processes. The outcome will be the design and pilot of a workforce planning process and system based on NSF and Federal government best practices. Among the deliverables produced for this project is a labor force analysis that provides a current agency scientific, business operations, and program support workforce profile, recruitment profile, and anticipated competitive challenges and issues in the future. The project team also produced a Best Practice Study that identified and described the OPM, GAO and National Academy of Public Administration models for workforce planning, and developed case studies of the workforce planning systems and procedures of a number of federal agencies. Finally, the team documented and produced a report outlining current NSF data systems and current reporting capabilities.

4. Department of Treasury

The Department of Treasury, Under Secretary (Enforcement), Study of Future Retirements and Staffing Needs of Criminal Investigators

The Human Resources Research Organization (HumRRO) analyzed Central Personnel Datafile information on Treasury's Criminal Investigators from the last five years to determine the nature of the retirement and accession situation at Treasury for these positions. HumRRO developed a dynamic simulation model to use data from the previous five years to project the number of retirements Treasury can expect in the next five years among its Criminal Investigators. HumRRO analyzed accession needs, the current recruiting market, and the distribution of Criminal Investigators by grade, age, experience, and eligibility for retirement. HumRRO prepared a report for the House Appropriations Committee to satisfy the mandate to Treasury to report back to the committee on the retirement and work force planning situation. Dr. Medsker has presented briefings on the findings to Treasury's law enforcement bureaus, the Under Secretary for Enforcement and the Assistant Secretary of the Treasury Department (Office of Management).

5. Treasury Department Law Enforcement Agencies

GRA participated as a subcontractor on this major study of law enforcement occupations in the Department of Treasury. The lead contractor for this study was the Human Resources Research Organization (HumRRO). The final report of this study was a comprehensive review of law enforcement occupations at the Internal Revenue Service, the Bureau of Alcohol, Tobacco and Firearms, The Federal Law Enforcement Training Center, the U.S. Secret Service, and the Customs Service.

GRA was the author of three components of the study that was delivered to the Office of Enforcement, Department of Treasury, in June, 200l with subsequent refinements as recently as June 2002.   GRA completed studies on:

• The management of senior executive service law enforcement positions and the related SES workforce across all of Treasury's agencies;
• The optimization of the staffing of law enforcement positions in Treasury's field offices; and
• The quality of work life for individuals in law enforcement occupations in all of Treasury's agencies.

6.  Department of Energy

GRA has provided several services to the Department of Energy under the broad umbrella or workforce planning. These initiatives include the following:

Department Of Energy - Office of Security and Safeguards Security Officer Professional Development and Assignment Program (Pdap)

• Background: At the height of the probes into compromise of nuclear weapons secrets at Los Alamos National Laboratory, the Department of Energy, Office of Security Affairs, hired GRA to study the processes affecting the Security Officer occupation ranging from initial hire, through professional development and placement, to succession planning. This project involved workforce planning, identifying and categorizing the competencies for various specialties within the Security Officer line of work, and development of model performance standards and position descriptions. A major component of this project was a benchmark study of the Central Intelligence Agency's methods of centrally managing its equivalent security workforce. GRA staff compared it to the decentralized approach used by Department of Energy. GRA's work produced system-wide improvement recommendations
• Methodology: As a first step, GRA assembled a project team with experience in dealing with security occupations. All had held high-level security clearances during their Federal careers that could be re-activated as necessary. Analyses of current processes and practices were carried out to identify those that had become obsolete or counterproductive to the current security mission. The practice of de-centralized career development was examined in detail. In addition to reviewing the formal policy and the informal practice, we devised structured interviews for Directors of Security, security specialists, and human resource support staff at field sites. At DOE Headquarters, we similarly interviewed a number of high-ranking security officials, including the Director, Office of Security Affairs. The purpose of these interviews was to identify sponsorship of policies and practices GRA had earlier identified as obsolete or counterproductive, and to offer alternatives drawn from the CIA benchmark.
• Results: This project contributed substantially to a report prepared by the Director, Nonproliferation and National Security Institute to the Director of the Department's Office of Security and Safeguards, a direct report to the Secretary. Some of GRA's recommendations have already been realized in the establishment of the Nuclear National Security Agency, a new DOE component.
• Challenges: The greatest challenge was to gain the trust and cooperation of the line security officials GRA staff interviewed. GRA knew these people had insights and possible solutions to the problems that were identified, but we were talking to them at a time when everything was under scrutiny by higher DOE echelons, the Congress, and the national media. The background and experience of GRA's team members established our bona fides with the DOE security community.

7. Department of Energy, Radioactive Waste Management

Beginning in September of 2003, GRA provided in-depth assistance to this major scientific/technical component of the Department of Energy in designing a workforce planning approach and in developing a detailed workforce plan covering its headquarters and field employees.  This organization was undergoing major changes in mission focus at the time of GRA's assistance and GRA was able to help design specific actions to address competency, skill gap, diversity, training, succession planning and other issues faced this group now and for the future.  This organization group turned out to one of the first in DOE to achieve a "green" on DOE's internal "scorecard" in Human Capital and GRA was recognized by the group for its invaluable assistance in developing a comprehensive and professional workforce plan.

8. General Services Administration

Beginning the fall 2007 (and concluding in April 2008), General Services Administration (GSA), Public Building Service (PBS), Office of Design & Construction Programs (ODCP), comprised of the Office of Architectural Design and Office of Construction Programs contracted with GRA to conduct an organizational assessment with a view toward assessing the organization’s preparedness in meeting future staffing and mission needs. This effort was an attempt to examine the organization from a holistic standpoint, and identify the different strategies and techniques that could be implemented to prepare the organization for its future staffing needs today instead of waiting for an impending crisis of sorts. Specifically, ODCP requested that GRA provide documentation of several recent/current best practices for succession planning in both the public and private sectors which could be utilized in ODCP; develop turnover data on ODCP; and develop a succession planning guide and implementation strategy for ODCP. In discussions with the GSA Project Officer for this analytical effort, and Strategy Program Expert, Center for Strategic Programs and Measures, the emphasis on this particular study effort was to be on analysis and identified strategies, rather than a focus on numbers. Based on this desire, GRA provided a number of practical techniques which could easily and quickly be implemented within ODCP.

The team was comprised of three GRA consultants. Information gathered and analyzed in order to prepare this analysis was gained through a variety of sources, including:

• Information through discussions with key ODCP and PBS officials
• Review of newly-revised organization charts
• Web-based best practice and benchmarking reviews and assessments
• Data pulls from the existing GSA Comprehensive Human Resources Integrated System, or CHRIS OPM’s Fedscope systems
• Calls to various public and private sector organizations

This plan benefitted from an extensive best practices/benchmarking analysis that sought out key features which could be implemented within ODCP. GRA provided documentation describing a compilation of several of the recent/current best practices for succession planning in both the public (with emphasis on federal) and private sectors (with some emphasis on organization(s) similar to Office of the Chief Architect/Center for Courthouse Programs and Public Building Service).

The team explored existing succession planning literature, programs, and models used by a combination of various public and private sector organizations. Some of the current succession planning programs being examined are: Defense Logistics Agency, Pension Benefit Guaranty Corporation, State of New York – Department of Motor Vehicles, U.S. Department of Energy, National Geospatial Agency, County of Henrico – Virginia, just to name a few. When conducting its best practice review, team members explored those program features that had direct linkage and utility to GSA. Additionally, the team researched GSA specific, and other reference materials pertaining to the area of succession planning, specifically in terms of its mission (or core) occupations, strategic goals, HR requirements and goals, etc., in order to determine which program features have the greatest utility to GSA. The team considered various reports, memoranda, Standard Operating Procedures, Federal Register Notices, OPM evaluations, etc. to determine Federal-level program requirements, features, and goals.

Turnover information is vital to the organization in its planning efforts, including information regarding actual loss rates, as well as retention information. Organizational losses clearly include both voluntary and involuntary losses, and of particular interest in the voluntary losses, are the reasons for those losses. Turnover data was developed by type, e.g., retirements, resignations, transfers, and reassignments. The team developed projections of potential retirements and expectations of other turnover by type, projected for 5 and 10 year periods. The fact that today’s workforce is aging and retiring at high rates places extraordinary demands on organizational leaders at all levels.

Data identified for the past several years was placed into a model and computed for overall projections both 5 years and 10 years into the future. Projections were based on key occupational series, grade levels, leadership positions, and other important elements as deemed important by GSA. GSA staff were taught how to collect and input data into the model so that internal personnel can conduct future model inquiries and projections. Depending on overall program needs, GRA worked on designing a more sophisticated succession planning model.

To GSA, “succession planning” can be viewed as a comprehensive, ongoing process used to forecast, acquire, develop, maintain, and then separate a qualified, motivated, and diverse workforce. The success of GSA’s Succession Plan will be in its approach, which when used throughout the agency, will ensure that GSA achieves its overall Human Capital Vision of a dynamic and effective workforce well into the future. Finally, the GSA succession planning model took into account all external drivers affecting it and is flexible to accommodate different organizational needs. Some of the external drivers that were considered are:

• Statutory or legal requirements, including OPM requirements
• Budgetary constraints
• Competitive requirements
• Labor market conditions
• Mission changes/priorities
• Report findings
• Occupational changes
• Staffing allocations
• Turnover rates
• Span of control

9. Consumer Product Safety Commission

As part of the CPSC strategic posture for human capital management, CPSC contracted with GRA to conduct an analysis to identify core competencies and skills gaps in the mission-critical occupational group (MCOG) of engineering. Three GRA consultants participated in this project between October 2007 and September 2008. This project included the three critical occupations of engineers, engineering and physical science technicians, and textile technologists. This analysis was to then be used as the foundation for implementing programs and allocating resources in order to attract, develop, promote and retain talented people in positions that are considered essential for the Commission’s short and long-term mission success. The skills gap analysis needed to adhere to a structured methodology acceptable to the Commission.

GRA employed a basic five-step workforce planning process to achieve the objectives outlined in the SOW. The approach and methodology utilized both CPSC staff input as well as relied upon gathering and analyzing existing documentation and data. The five steps were:

Strategic Direction: Researching and assessing CPSC strategic plans, resources, diversity, and relevant program area plans and issues as they relate to engineering.

Supply, Demand, and Gap Analysis: Establishing the current engineering workforce data baseline, including current competencies; projecting future engineering workforce needs and desired competencies; identifying the numerical workforce dimensions and competency gaps/surpluses.

Develop Action Plans: Creating a workforce plan in collaboration with CPSC officials to address competency gaps and any surplus staff/competencies to CPSC future needs. These action plans contained objectives, metrics, responsible officials and timelines to emphasize accountability in achievement of results.

Implement Action Plan: This step would be performed by CPSC after receipt of the final report from GRA. CPSC officials execute the action plans to achieve the engineering workforce planning objectives.

Monitor, Evaluate, and Revise: The report submitted by GRA contained a method to monitor and influence the progress under the action plans.

Final report deliverables by GRA included the following:

• A list of competencies needed for the current mission needs and anticipated future mission requirements by specific position and grade level;
• A list of current skills levels for each competency and the competency gaps by specific position and grade level;
• A comprehensive talent management strategy for closing competency gaps.
  • New or updated recruitment and retention strategies;
  • Succession planning
  • Job redesign
  • Business process reengineering
  • Training and professional development programs;
  • Other as appropriate;
• Methodology/plan for use in assessing the effectiveness of the talent management strategy;
• Individual training plans for engineering incumbents;
• Identification of appropriate resources that would be used in closing competency gaps (i.e., appropriate GSA Schedule vendors and their fees);
• Written recommendations for improving the Commission’s talent management practices; and;
• Visual presentation and a thorough narrative report of project findings and recommendations.

GRA provided a plan of action for CPSC to move forward in the succession planning/ competency development area for these key occupations.

10. Federal Labor Relations Authority

In this seven-month project GRA was in response to an OPM HC Audit of the FLRA. GRA was charged with reviewing the HR policies of the Authority, bringing existing policies up to date in terms of compliance and best practice and writing new policies where none existed. GRA also developed a succession plan for the Authority and an accountability plan which tracked the Human Capital Accountability Framework. This project brought the Authority into full compliance with 5 CFR and provided them with all of the pieces to issue a strategic human capital plan. An additional aspect of the project was to provide the specifications and attendant policies for a learning management system. GRA provided this latter component through the use of a sub-contractor.

The GRA team delivered 23 HR Instructions, a Training Analysis, Learning Management Software Recommendation, Awards Analysis, Workforce Analysis, Succession Plan, DEU Plan, and Accountability Plan.

11.Federal Motor Carrier Safety Administration

In a series of successive contracts (2002, 2003, 2005 and 2007) GRA has performed Strategic Human Capital Planning and Workforce Planning for the Federal Motor Carrier Safety Administration (FMCSA) of the Department of Transportation. FMCSA initially secured GRA services to assist the agency in developing a comprehensive corporate human capital plan to be aligned with the agency’s published strategic and performance goals and plans. The GRA team worked closely with FMCSA’s Human Capital Working Group (comprised of a cross-section of senior managers and key HR officials) to conduct a thorough analysis of the workforce in terms of current and future competency needs. This analysis focused on determining what type of outreach, recruitment, hiring and retention programs are needed to ensure that the agency will have a future workforce that possesses the skills and capabilities for delivering mission-critical services.

In November 2003, GRA completed a detailed Human Capital Plan for FMCSA that assessed critical skills and competency gaps and featured several types and levels of workforce analyses and recommended strategies and actions aimed at aiding the agency in preparing for its workforce of the future. FMCSA rated GRA’s services as excellent and awarded another contract to GRA to aid in developing workforce reduction tools and strategies to facilitate competitive sourcing and workforce restructuring of administrative and technical support positions in selected headquarters functions. In September 2005 GRA was selected to aid FMCSA in updating the agency Human Capital Plan and to aid in using a variety of employee survey data and focus group information to improve workforce planning and programs aimed at improved recruitment, training and retention of mission-critical personnel. Beginning in 2007 and continuing at this time, GRA is part of a team providing follow-on Human Capital planning support to FMCSA.

12. Department of Energy, Radioactive Waste Management

GRA, as a subcontractor, provided in-depth assistance to this major scientific/technical component of the Department of Energy (DOE) in designing a workforce planning approach and in developing a detailed workforce plan covering its headquarters and field employees. This organization was undergoing major changes in mission focus at the time of GRA's assistance. The workforce plan, which was developed in FY 2004, identified critical competencies that will be required as OCRWM moves through the multi-year phases to design, license, manage construction, and operate the Yucca Mountain Project in a manner that assures public and worker safety, protects the environment, merits public confidence, and is economically viable. GRA was able to help design specific human capital actions to address competency and skill gaps, workforce diversity imbalances, training and employee development needs, recruitment and retention strategies, succession planning imperatives, resources redeployment shifts (shifting staff and FTE levels from Washington, D.C. to Las Vegas, Nevada in line with evolving missions) and other near- and longer-term issues facing the organization.

GRA also recommended to the client methods for evaluating the effectiveness of these workforce improvement strategies. This organization group turned out to be one of the first in DOE to achieve a "green" on DOE's internal "scorecard" in Human Capital. GRA was recognized by the group for its invaluable assistance in developing a comprehensive and professional workforce plan and developing strategies for effective resources planning and utilization.

The GRA team worked to define the workforce challenges facing the organization and to design a workforce planning methodology that served as a roadmap for addressing the challenges. GRA analyzed workforce demographic data. Also, GRA interviewed supervisors and employees about the skills and competencies required for their work as OCRWM moves through the design, licensing, construction, and operations phases. The workforce plan was aligned with DOE’s overall human capital initiative and supportive of the President’s Management Agenda for the strategic management of human capital. OCRWM’s Workforce Plan delineated core responsibilities, capabilities, and competencies and identified those activities that would change as the OCRWM Strategic Plan was implemented.

13. Transportation Security Administration

Beginning in June 2005 GRA helped TSA develop a workforce planning project plan; conducted various analyses of workforce data; drafted an agency-wide workforce planning framework. The GRA team assisted in conducting interviews and focus groups regarding key human capital planning issues, analyzed workforce demographics and occupational information to establish a baseline skills inventory. Future workforce needs were assessed based on evolving mission requirements contrasting current workforce capabilities vs. future needs and identify skill and competency gaps in mission critical occupations. GRA devised strategies and tools for addressing skill gaps and aiding the agency in recruiting, training and retaining a highly talented and diverse workforce.

GENERAL HUMAN RESOURCES MANAGEMENT SUPPORT

GRA provides a number of services to government agencies under the broad umbrella of general human resources management operations and support. These examples include the following:

1. Department of Homeland Security, Human Resources Management System:

Since August of 2004, GRA has been providing human resources consultative services to the Department of Homeland Security. GRA has been supporting the Department’s implementation of its new human resources authority under regulations issued by the Department on February 1, 2005, as authorized by Congress in the Homeland Security Act of 2002. GRA is performing these services as a subcontractor to Northrop Grumman, Inc., which is the prime contractor.

Under the contract, GRA initially provided human resources consultative services for implementation of the Department’s new labor relations, adverse actions and appeals programs. These programs, particularly the labor relations program, are vastly different than the ones they replace and require a very high level of knowledge and skill to understand and implement.

GRA was responsible not only for developing the overarching management directives that would establish the policies and procedures governing these matters, but also for developing management guidance bulletins for use by DHS human resource practitioners and managers and supervisors as they began to implement the program throughout their organization. The management directives identified organizational responsibilities and established policies and procedures governing these programs. The labor relations bulletins addressed specific topics including unfair labor practices; bargaining obligations; Homeland Security Labor Relations Board (HSLRB) roles, responsibilities, and practice; official time, negotiated grievance procedures, and appropriateness of bargaining units. The employee relations bulletins similarly dealt with specific topics including employee conduct, tables of offenses and penalties, template disciplinary letters; changes in adverse action policies and procedures, unacceptable performance actions; and back pay policies.

GRA also developed and delivered technical training on the new labor relations program and adverse action and appeals policies and procedures to 300 labor and employee relations practitioners, including attorneys, throughout DHS. This included instruction on a training module for these practitioners to use to train DHS supervisors and managers. GRA also developed an e-learning module covering these matters for employees.

Further, GRA assisted in the development of the operating rules for the Homeland Security Labor Relations Board, an independent entity created by the DHS regulations for deciding certain labor relations cases and developed a statement of work for contractor support to the Board. GRA prepared orientation handbooks for Board members and staff to use to gain a complete understanding of the Department’s labor relations program. Additionally, GRA designed a Workplace Alternative Dispute Resolution (ADR) management directive which established a DHS-wide ADR program and the policies and procedures to implement that program and GRA developed a proposal for the creation and organizational structure of a DHS office which would manage that program. The directive was formulated after a careful examination of best practices as applied throughout the public and private sectors.

As time progressed under the contract, based on the quality and level of products and services provided, GRA became engaged in a wider-range of human resources consultative services in the areas of pay-for-performance. GRA developed the management directive that will govern the Department’s new performance management program. GRA also began work in the areas of qualifications development, pay and pay administration, and position classifications. In the area of qualifications, GRA is providing support to DHS in developing a qualifications approach based on competencies which moves away from the traditional X-118 qualifications statement. In classification, GRA is providing support in developing a recommended standardized format for use across the 22 agencies that were merged into the Department and providing best practice for the development of a Position Description (PD) Library. Another part of GRA’s classification work is to develop a Manager’s Guide to Position Classification. In the pay arena GRA is developing a Manager’s Guide to Pay Administration which, similar to the PD Guide, will be used by Departmental managers to explain the systems to their employees.

GRA’s contract is scheduled to run through July 2007. GRA expects to be a full participant during this entire timeframe and to see its involvement with the implementation of the above programs increase.

2 African Development Foundation (ADF):

GRA was recently selected by ADF to provide a wide variety of human resources support services to aid the agency in restructuring its workforce and to improve operational efficiency and effectiveness in the face of impending budget reductions. In addition to providing ADF management with restructuring options, position management recommendations, and assistance in job classification, reduction in force preparation, and developing internal grievance, EEO and labor relations policies, GRA is helping the agency re-design its performance management system to ensure that employee performance plans reflect mission related goals and are aligned with key program objectives and management priorities. ADF is looking to GRA to make performance appraisal a more meaningful and measurable process so that meaningful distinctions can be made among performers and those who contribute most to mission accomplishment will be recognized and rewarded for their efforts.

3. Department of Energy, Richland, Washington

In 2004-2005, GRA provided a number of services to the Department of Energy, Richland, Washington in the area of general human resources management services. Energy was in the process of reorganizing and preparing for a potential reduction in force and needed a variety of basic supplemental human resources management services provided. These services included the following:

• Compiling data for on-going litigation for its Ohio Field Office
• Gathering, auditing and updating position descriptions for employees being realigned to the Consolidated Business Center (CBC)
• Position management assistance
• Benefits counseling and benefits calculations for employees
• Records management to perform quality checks of official personnel folders, employee performance folders, medical folders, and program files, including the audit of data integrity.
• Coding of personnel documents to insure data is accurate so retention registers may be run to prepare for RIF at the Ohio Closure Project
• Compute data for employees on buyout incentive and severance allowances
• Rewriting position descriptions to reflect work being performed and insuring that positions are accurately classified

4. Department of Veterans Affairs, VA Medical Center, Washington, D.C.

GRA provided a full range of HR advice and consultation to VA Medical Center, Washington, D.C. top management including assistance in identifying candidates for the vacant HR chief position. GRA staff interviewed management customers of HR services and prepared a report for top management regarding the customers' view of HR operations and what was needed to provide maximum HR support to the Medical Center's mission. From November 2004 to February 2005, we provided oversight and consultation to the day to day operations of the HR program while the agency recruited for a new HR director.  The new director began in late February of 2005.  Since that time GRA has assisted in his transition to the position by facilitating meetings with staff and HR customers, including unions, and has provided advice to ensure a successful transition.

5. Congressional Budget Office OPF Review/Benefits Review:

Between May and July of 2005, GRA provided a complete review of 250 employee official personnel folders (OPF's) for the Congressional Budget Office. GRA staff reviewed several specific fields - including retirement, health benefits, TSP coverage, and life insurance - for accuracy and currency. CBO was concerned about the accuracy and currency of its OPF's as it related to payroll and other processes, and called in GRA to assure complete OPF accuracy and currency in the areas listed above, as well as additional areas. The team made/recommended corrections where necessary. Two GRA associates worked on this OPF/benefits review and reviewed all agency folders.

HUMAN RESOURCES MANAGEMENT REVIEWS AND EVALUATIONS

GRA has occasionally been called on to provide an impartial, outside review of human resources management operations, as demonstrated in the following example:

1. Federal Bureau of Investigation

Under sub-contract, GRA, Inc. began an assessment of the human resources program of the Federal Bureau of Investigation (FBI) on March 29, 2005. GRA performed most of its work on-site at FBI headquarters in Washington, D.C. and finished its on-site work on September 7, 2005.

As part of the FBI Human Resources Program Review, an examination was made of all performance and conduct actions undertaken by the Performance, Recognition and Awards Unit (PRAU) during FY 2005.  A total of 11 actions were identified as having been initiated during this time period and all were evaluated.  These actions were found to have met the substantive requirements of appropriate law, rules and regulations.  The actions can be typified as including well developed and specified charges; fact-finding that was comprehensive, clear and connected to the charges; meeting all mandated procedural and time requirements; and identifying all appropriate appeal rights.  Some opportunities to improve the administrative processes do exist and are discussed below.

The types of performance and conduct related actions undertaken by the unit include those involving denial of within grade increases due to unsatisfactory performance; reassignment, downgrading or removal due to unsuccessful performance; removal during the probationary period for both new employees and for supervisors; removal for leave abuse not involving charges of AWOL; and issuance of notices of indefinite suspension due to security clearance concerns.  All other types of adverse and disciplinary actions are administered by the Office of Professional Responsibility. 

2. National Transportation Safety Board

In 2002 the National Transportation Safety Board (NTSB) engaged GRA to formally review the agency's human resources management function. The objective of the review was to provide NTSB with information regarding the HR program's strengths and deficiencies and to provide recommendations to NTSB on improving personnel programs and processes, including ensuring their compliance with applicable law and regulations. This formal review consisted of how well NTSB HR policies, procedures and practices supported effective recruitment, staffing, classification, pay, leave administration, awards programs, labor and employee relations. GRA also provided an overall assessment of how well HR programs and practices enabled NTSB to attract and retain a high-quality workforce. The review also focused on the need for changes in internal quality control and assessment processes, including the need for training for both HR staff and the managers they serve.   Several of the key findings and recommendations related to improving workforce planning, recruitment, appointment, merit promotion, and employee development and performance.

In July of 2003 GRA began providing assistance to NTSB the area of position classification in reviewing a wide variety of positions at all levels at Board headquarters and field offices from the standpoint of position classification/management. The work ranged from reviews of existing PDs to ensure correctness of occupational, classification, and grade-level designations to developing new job descriptions and classification evaluation statements where none previously exist. GRA also drafted agency-wide position classification policy guidelines for NTSB to aid in future classification actions and decisions.

ORGANIZATIONAL DEVELOPMENT, GROUP FACILITATION, AND TEAMBUILDING

Under the GSA MOBIS (Management, Organization, and Business Improvement Services) schedule, GRA provides services in such areas as organizational development, group facilitation, and teambuilding. While most of that assistance has come in the form of training rather than technical assistance, we also provide consulting services in this area. (See Leadership, Management, and Supervisory Training section.)

1. Department of Interior, Royalty Management Program, Minerals Revenue Service, Denver, Colorado.

RMP is a multi-billion dollar financial management organization that collects royalties from oil and other natural resource companies.   It has a staff of 600 employees that is geographically dispersed throughout the country. From 1996-1999 GRA traveled to major RMP locations and met with managers and small and large groups to gather information and data about their work. As a result of GRA efforts, RMP moved from multiple functions to core business processes via business process re-engineering. A more effective senior leadership structure was put in place and de-layering and supervisory issues were addressed.   GRA assisted RMP in doing benchmarking to establish best practice standards.

We also did a Change Management/Teambuilding Study with a team of RMP internal change specialists to identify where the staff was in the transition to new work expectations, new organizational structures, new technology approaches, and new culture.

2. Department of Veterans Affairs, Central Alabama Veterans Health Care System:

GRA was asked to conduct an assessment of management and performance issues related to the hospital's operational efficiency and effectiveness. GRA developed a menu of possible interventions for getting positive improvements using benchmarking of successful VA establishments, including changes to systems for goal setting and measuring organizational and executive performance. GRA provided recommendations on how the roles and responsibilities of the CEO, Chief of Staff, Clinical Directors, and other key staff needed to change in order to increase accountability and results-based performance improvements in hospital operations and program delivery. GRA work in this organization contributed to it moving from last to first place in reducing waits and delays in its service delivery category.

In 2000 we provided training on benchmarking, process improvement, and Business Process Re-engineering to teams from the Central Alabama Veterans Health Care Service (CAVHCS) hospitals, Montgomery, and Tuskegee, Alabama. The staff GRA trained used benchmarking as the primary means of improving the hospital system's performance. This two hospital system, following the training of the benchmarking teams and their coaching by our staff, vaulted from last place to first place in just six months against DVA's national operational effectiveness criteria called: "Waits and Delays," in the VISN headquartered in Atlanta. This intervention led to a visit by the VISN Director to congratulate the staff for their tremendous performance improvement.

3. Washington Suburban Sanitary Commission (WSSC), Laurel, Maryland.

The WSSC is a $600 million annual expenditure non-Federal public sector organization that had been in the spotlight in the Washington metropolitan area for several years.   GRA provided services from 1997-1999 to WSSC, a total value of approximately $300,000. In 1998 and 1999, GRA worked with WSSC management to identify ways to reduce administrative costs within the organization. WSSC had as a goal shrinking their 540+/- administrative staff by 70-80 employees while still providing effective service. GRA did organizational assessment work to identify areas where money and staff resources could be saved or reallocated elsewhere. As with the Erie VA hospital, we trained and supported high performance teams and did a variety of organizational analyses.

4. Architect of the Capitol

In 2006, GRA provided assistance to the Architect of the Capitol on organizational development, strategic and business planning initiatives and management.

GRA worked with the leadership of the AOC to assist in the development of change management strategies. We also provide the expertise of our seasoned and well respected senior associates in addressing human capital, communication, conflict resolution and dispute resolution issues of the highest complexity. More specifically, we:

• Worked with AOC management to develop planning agendas for management council and other senior management meetings. We facilitated those meetings as well as procuring off-site retreat facilities.
• Assisted on all aspects of change management.
• Within our company, the GRA Training Institute conducted management team sessions based on issues requiring follow-on action from management council or other senior management meetings.
• Our staff deployed as needed to AOC for conflict management, dispute resolution and communication issues.
• Provided consulting services which will include developing strategic initiatives through a variety of techniques including change management methodologies, team and leadership building and our expertise in business process re-engineering.
• Helped the management team to develop strategies which will address issues arising from the Government Accountability Office’s review.

5. Department of Agriculture, Economic Research Service (ERS)

GRA conducted a detailed evaluation of the administrative, budget analysis and support and web-content and data support positions linked to the management and conduct of the organization’s research and analysis programs. The study focused on identifying the web content, organizational and associated training and development needs of these positions in order to improve position utilization, efficiency of operations, and to ensure that the manner in which these jobs are structured and operate reflect changing technology, service requirements, and changing agency mission and program needs. GRA provided ERS with a detailed report and set of recommendations for improvements in these areas. As a result of this successful project, GRA was awarded a follow-on contract to help the agency reengineer its major administrative business processes and re-baseline its administrative workforce needs.

BUSINESS PROCESS REENGINEERING AND STRATEGIC PLANNING

Also under the MOBIS schedule, GRA has provided a number of services to agencies under the broad umbrella of strategic planning/business process re-engineering initiatives. Some of our more prominent efforts include the following:

1. Department of the Navy, Naval Air Warfare Center, Weapons Division, Point Mugu, CA.

In 2001, the U. S. Navy called on GRA to help it develop a business model to deal with a dysfunctional workforce at the Naval Air Warfare Center, Weapons Division, Point Mugu, CA.

The aircraft QF-4 FSAT program was experiencing declining QF-4 usage/revenue over four years, and QF-4 costs had already been strenuously cut. The current QF-4 pricing model appeared to be in a "death spiral." The perceived factors in business decline were a general decline in development programs; lower-priced options available from competitors; aircraft availability not meeting all customer needs; and rate pressures from indirect charges (e.g. General & AVDLR) that were being applied to a shrinking revenue base. In addition, amounts of core FSAT work are relatively small, and storage requirements/costs were up significantly. The review covered a data gathering process that resulted in recommendations to top management.

Our data gather assistance included:

• Individual interviews and meetings with key personnel during 2-day on-site visit
• Review of prior presentations, analyses, and directives
• Analysis using multiple frameworks:
• National Quality Award Program (Baldrige) Criteria
• Workout strategies for distressed companies
• Small Business Administration Business (SBA) Planning Model
• Important data for deciding FSAT future are not yet available, e.g., MEO outcome, unbundling of rates, discussions with customers
• FSAT is among many open issues relating to Joint FSAT implementation
• Obtain concurrence that FSAT is a core military function, crucial to weapons-testing both now and under the Joint FSAT program under the Air Force
• As such, it merits institutional funding to the extent of any deficit
• Complete customer focus and workforce initiatives to provide data for FSAT decision prior to FY2003 budget

Recommendations included the following:

• Plan for continuing operations in FY2002.
• Provide external perspective on issues and options re: business model for QF-4 Full Scale Aerial Targets (FSAT)
• Review and comment on internally-identified options
• Contribute lessons learned from private sector and elsewhere in government
• Suggest alternatives (including out-of-the-box) to construct an effective go-forward strategy
• Identify short-term, actionable solutions
• Focus on mission-critical, difficult, and high-tech work. Leave lesser work to competitors and contractors, or acquire their services for FSAT requirements
• Charge for all activities at full cost where market allows; otherwise, set rates just below customer break-even for using competitors
• 2000 decision by NWTS not to raise QF-4 rates was correct
• Recognize storage as a separate business. Budget and charge accordingly
• Push the envelope of rate-setting opportunities
• Assure upper level review of FSAT budget variance reports showing attribution of over-and under-estimates and variances (e.g. RDT&E flights, Cherry Point deliveries.)

2. Royalty Management Program, Minerals Revenue Service, Department of Interior Business Process Re-Engineering (RMP-BPR).

Background:RMP's mission is to collect, account for, and disburse royalties paid by private companies to the government for the extraction of such minerals as oil, natural gas, and coal from federal and Indian mineral leases. The monies go to 38 states, 41 Indian Tribes, 20,000 individual Indian owners, and U.S. Treasury accounts. Royalties amount to more than $4.5 billion annually. In July 1996 RMP contracted with GRA to provide BPR training and consulting services. The scope of the work GRA performed broadened from 1996-1999.

Methodology: GRA helped RMP to develop the Design Team's charter and trained that team to focus on compliance, audit-related processes, involving work performed by half of RMP's workforce. Within six weeks a new law substantially altered RMP's historical operating assumptions and oil and gas mineral revenue financial activities. In April 1997 RMP broadened the scope of the reengineering initiative to cover its financial management and information technology (IT) processes, the balance of the agency.

The Design Team used classic BPR methodology to document the "As Is" condition of work processes. Three "stretch goals" kept the Design and later the Implementation Team focused on achieving key improvement goals. The goals were to disburse the money within 24 hours of the due date, ensure compliance with applicable laws and lease terms within 3 years, and improve reporters' compliance with lease terms, regulations, and laws. At the time RMP's performance was far short of these goals. The team produced more than 1,000 pages of flow charts, gave periodic briefings on their progress and issues, and got feedback from senior leaders, industry groups, Indian Tribes, state governments, and federal agencies.

The Design Team benchmarked state governments' methods of collecting, disbursing, and accounting for royalty revenue. The team benchmarked the Province of Alberta , Canada and Norway . The team benchmarked federal and private financial transaction processing entities. Systematic, continuing benchmarking informed the Design Team about competitive practices and assured that its work would not be insular. Benchmarking lead RMP to understand the importance of designing financial and reporting work processes for the Internet.

Early on GRA facilitated the senior leadership group's strategic planning session. Several senior leaders opposed the re-engineering initiative for professional or personal reasons. There would be a flattening of the organization and a shift away from functional organization to end-to-end, core business processes. "Rice bowl" and power issues surfaced. GRA provided classroom training on Leadership Skills; Motivation, Mentoring, and Risk-Taking; and on Managing Change to RMP managers in all locations across the U.S. This training allowed RMP to gauge the extent of the resistance to change of its management cadre. Frequent Town Hall meetings, Intranet news releases, etc., kept staff abreast of BPR findings and recommendations.

GRA worked with RMP to estimate the number of FTE that would be needed in the new organization. We worked through the Office of the Actuary, OPM, to get estimates of losses over time from the RMP professional work force. That workforce planning paid off by identifying the loss of knowledge due to voluntary retirements as a far greater problem than surplus staff. RMP invested through another contractor in Knowledge Management.

In 1999 GRA did a study to assist RMP in developing a "Reengineering Transition Strategy." This monograph, published in August, involved eight months of effort by our staff working with an internal RMP team. We used large and small group sessions and individual interviews to systematically collect information about the specific concerns and issues RMP needed to address for its workforce to become comfortable with the changes it planned to make.

Results: In October 2000 RMP reorganized as a streamlined structure around end-to-end processes. It established a Center for Excellence to do strategic planning, knowledge management, and planned performance improvement. The three stretch goals have been realized. RMP now is capable of disbursing to payees within 24 hours. As of October 2001 RMP had its new financial and its new compliance systems in place. By 2002 offshore leases were managed in the new systems. By 2003 on-shore leases were in the new systems.

3. Department of Veterans Affairs VA Medical Center, Erie, Pennsylvania (BPR) .

Background: In July 1995, the Erie VA Medical Center ( Erie ) hired GRA to facilitate its senior leadership retreat. GRA staff also did a briefing on BPR. In September Erie hired GRA to facilitate a strategic planning session. Senior leaders believed that funding constraints at the Department level could lead to reductions in resources to the class of hospitals to which Erie belonged: community-based, non-teaching, non-research, and that the facility was at risk for downsizing, even closure. Senior leaders decided to use BPR as the tool to radically bring about improvements in its performance so compelling as to lessen the risk of downsizing and closure

Methodology: In November 1995 GRA helped senior leaders to prepare a charter for and trained and launched the Clinical Design Team. This team used classic BPR methodology to document the "As Is" condition of work processes. Later it generated a conceptual image of a "To Be" alternative set of core business processes and identified the end-to-end components in the clinical areas. GRA supported that team for more than nine months and later supported the Clinical Implementation Team concurrently with training, launching, and supporting a Design Team and, later, an Implementation Team, on administrative work processes. GRA conducted BPR familiarization briefings and short courses on Managing Change for all staff over a period of about two years.

GRA worked with senior leaders to develop a plan to use its human capital to best advantage. The result was a plan to organize with the four senior leaders having approximately six Program Leaders as direct reports who, in turn, had one to several team leaders as direct reports. When Erie restructured, GRA provided training to the Program and Team Leaders on their roles in the new organization. That structure resulted in 75 of the 100 former supervisors and managers being reassigned to non-supervisory work. The ratio of indirect labor, supervisor through executive to employees, went from 1:4 to 1:16 . More "hands" were available to address veteran needs within a slightly smaller workforce. The organization went from 37 vertical elements to six. It went from up to five layers to a maximum of three, including the four senior leaders, the "Quadrad," akin to the concept of the "Office of the President" in the private sector. In 1998 GRA returned to Erie from time-to-time to assist senior leaders in dealing with issues that the Implementation Teams confronted.

In the fall of 1998 GRA staff helped the CEO to develop a plan for improvements in the delivery of Primary Care in the eight hospitals in Pennsylvania and West Virginia that comprise the Veterans Integrated Service Network (VISN), under the leadership of the VISN Director in Pittsburgh . GRA facilitated meetings of the Medical Directors of Primary Care from these hospitals and wrote the initial drafts of goals for improvements in access by veterans, quality of care, and customer service. Late in 1998 GRA tested all clinical teams in Erie 's Primary Care unit, the largest part of the hospital in terms of number of staff, to determine the extent to which they were operating at a high performance level. GRA uses copyright-protected, proprietary instruments. In 1999 GRA facilitated action planning for each team in Primary Care to help them identify what they could do to improve the performance of the hospital against the Department's criteria.

Results: In 1998 Erie won the Robert W. Carey award, based on the Baldrige criteria, the highest award granted to a hospital annually by the Secretary in competition with171 other hospitals in the VA system. The Department's press release said, in part: "Business process re-engineering outcomes as of FY97 include the reduction of Bed Days of Care/1000 unique veterans by 63%, 24% increase in outpatient visits, 23% increase in unique veterans, 75% decrease in patient hand-offs, 50% decrease in paperwork, and 50% decrease in cycle time." GRA staff was invited to the ceremony and recognized by the Erie CEO in his remarks as instrumental in helping the leadership team and staff to improve their performance substantially. In 1999 Erie was ineligible to compete again for the Carey by VA policy. In the year 2000 Erie won the Department-wide Robert W. Carey award as the best-managed organization in the Department. It is the Department's nominee for the President's Quality Award.

4. U.S. Department of Agriculture, Forest Service Regions

Background: The U.S. Forest Service is a $2.3+billion enterprise employing close to 30,000 staff. In the mid-1990's leaders recognized that continuously reduced budgets lead to decreased staffing with no reduction in expectations for accomplishment of mission. The Forest Service proposed closing two Forest Service regions and consolidating their work in the remaining regions in 1994. Congress did not concur. By 1996 agency leaders decided to use BPR to update selected business processes. Their thinking was that reducing cycle time, eliminating non-value added work, and finding simpler ways to do work was a promising way to accommodate to lower and lower staffing levels. From late 1995 through 1997 headquarters and three regions sponsored three major BPR projects. First was "Training." Second was "Special Use Permitting." Both were nationwide in scope. Third was "Human Resources East of the Rockies ." In this study four Research Stations co-sponsored the work with the Eastern and the Southern Regions. As the name implies, this project covered Forest Service organizations east of the Rockies , about 10,000 employees plus volunteers.

Methodology: GRA helped the Forest Service to complete the Design phase for Training before starting the Design phase of Special Use Permitting with a different team. In turn, GRA helped that team to complete its design work before beginning the Human Resources study with a different team. GRA followed the same methodology in each of the three projects. We first spent a week with each Chartering senior leadership group to educate them about BPR and to help them to write the charters that BPR Design Teams would follow. The charters listed the expectations Forest Service senior leaders had of the teams, including "stretch goals." Teams were committed full-time to the design work for a period of six months. Each team was responsible for delivering periodic oral and written progress reports to its Chartering leadership group. If one of the first two Chartering leadership groups believed that its team's recommendations were worthy, they could schedule the team or its team leader to brief the National Executive Leadership Team, chaired by the Chief of Staff. We next trained and launched the respective Design Teams.

In the first three months of the Design Phase the teams documented the "As Is" way of doing the work. In the next three months the teams developed their proposals for replacing existing work processes with better ones. Their proposals often were vetted with colleagues informally who were not involved directly in doing the studies. The teams benchmarked wherever feasible to get best practice ideas. The teams varied in the level of detail through which they expressed their work. The first two teams produced simplified, high level flow charts of the existing core business process and conceptual flow charts depicting how a future, better work process would operate. The third team produced hundreds of pages of detailed flow charts depicting the "As Is" and "To Be" design for each type of HR transaction.

Implementation Teams were launched to install the "To Be" designs. Regional Directors, Research Station Directors, and the headquarters HR office approved the report produced by the Human Resources Design Team and put in place an Implementation Process that continues to this day.

In the Spring of 2000 GRA had the pleasure of training staff from the Arapahoe and Roosevelt Forests in Colorado that had been assigned to implement the national implementation plan on those two forests for Special Use Permitting. This provided a sense of closure and an indicator of how long it really takes in large, national organizations to get implementation at the operating level for design work completed three years before.

Results: Training: The BPR effort led to a complete redesign of the corporate training program. There is now a more centralized approach to evaluating, designing, and offering training that is truly agency-wide in nature. This will reduce/eliminate redundancies in delivery and standardize the content. The effect has been to minimize "reinventing the wheel" at multiple locations or producing lots of "different size wheels" where a single size was the desired outcome. The corporate training staff has restructured to deliver services in the new way. It took three+ years of implementation work before this BPR effort had its impact on training design and delivery.

Special Use Permitting: Most of the recommendations have been systematically implemented. The success of this effort hinged on keeping a full-time implementation team involved in getting the results with the cooperation of the sponsoring staff offices. The impact has been large, but it has taken a long time to disseminate and install new work processes in the field.

Human Resources: The new structure of seven Servicing Centers replaced the 34 HR offices that were in place in 1996. Many HR work processes have been re-engineered. HR headcount reduction has been substantial but somewhat lower than the stretch goal of a 50 percent reduction as the Forest Service did not fund technology tools the team recommended to replace labor inputs. The impact of this re-engineering project has been large at the regional/research station level, and the impact may grow in terms of influencing the direction of change in national HR service design and delivery.

5. Georgia Depart of Public Safety

In 2005, the Georgia Department of Public Safety (DPS) engaged GRA to review its current core business processes and develop new processes and systems that would improve the effectiveness and efficiency of the Department. The main objective of this project was to enable the Georgia Department of Public Safety (DPS) to improve the effectiveness and efficiency of the Georgia State Patrol (GSP). Phase I of the project involved documenting the current “As-Is” business model of GSP. Phase II involved documenting a “To-Be” system and recommended the future technology direction including a vision of business, data, solutions, and technology architecture.

The proposed environment enabled DPS to transform GSP from its current state to the future state within parameters established by assumptions and constraints. Cognizant of budgetary, organizational, and political constraints, the BPR design team developed a multi-level transformation strategy. This strategy provided DPS a roadmap which could be implemented in small or large increments as funding and/or political support became available. That would ensure that the department could progressively add law enforcement technologies that would eventually enable it to approach the ultimate GSP state.

GRA’s approach for this engagement was designed to meet the specific business requirements and initiatives of DPS. We relied on our proven methodology to capture the state of the organization at a given point in time, and assess how it measured against a desired future model. The future model was created using, as guidelines, the organization’s mission and objectives, appropriate regulatory policies, and industry best practices. Once the present and desired states of the organization were established and documented, we identified the adjustments needed to close any existing gaps between the two states.

To support the objectives, our methodology for this engagement consisted of two major phases: Current “As-Is” State, and Future “To-Be” State. As-Is State referred to the process of documenting DPS’s business processes as they existed at the time the project began. The To-Be State presented a picture of where DPS should be in terms of efficiency, technology, mission priorities and compliance with state requirements.

Using the As-Is, To-Be, and Enterprise Data models as a guide, recommendations for the future systems architecture were made. Calling upon the many years of experience contained within the GRA and Appian, its teaming partner in this project, we provided DPS with a recommended solution that accounted for DPS’s specific requirements and goals discussed during the information gathering phase.

Some of the areas that were considered when developing the future systems architecture were the current DPS infrastructure, DPS IT personnel skill sets, specific Georgia Technology Authority (GTA) requirements, COTS vs GOTS products, deployment timeframe, cost, and risk. Legacy systems were evaluated and recommendations were made regarding migration or integration into the final system.

6.Architect of the Capitol – Organizational Development Services

In 2006, GRA provided assistance to the Architect of the Capitol (AOC) on organizational development, strategic and business planning initiatives and management. We provided consulting services which included developing strategic initiatives through a variety of techniques including change management methodologies, team and leadership building and our expertise in business process re-engineering. GRA worked with the leadership of the AOC in the development of change management strategies and assisted on all aspects of the change management process. We also provided expertise in addressing human capital, communication, conflict resolution and dispute resolution issues of the highest complexity.

GRA facilitated the development of AOC’s five-year Strategic Plan which included long term and short term goals and plans. The services included the conduct of fact finding interviews with key organization leaders followed by the design and conduct of Strategic Planning workshops. The workshops produced goals, objectives, outcome measures and strategies to guide the agency through the five year period covered by the Strategic Plan. Additionally, we facilitated meetings of the project support team consisting of AOC management and staff as well as contractors serving as subject matter experts in performance-based budgeting and cost accounting. The development of the AOC Strategic Plan was linked to a performance-based budget for the organization.

Throughout the process, GRA provided recommendations, guidance and services to the AOC strategic planning teams that assisted in achieving positive results. They included:

a) The creation of a project plan to guide the strategic planning process. That plan identified the responsibilities, resources and timetable that were applied to prepare for, conduct and follow up the strategic planning sessions.

b) Recommendations about the makeup of the Strategic Planning Team(s). The resulting teams had a cross section of managers and employees whose involvement in the planning process helped insure their support in the implementation of the final plan.

c) Recommendations about the identification and designation of Champions for each Strategic Planning Team. These leaders helped motivate and coordinate the work of the team members and they assured that the team members were given the resources and time away from their jobs that were necessary to complete the plan.

d) The gathering of input from Staff, Customers, Stakeholders and Suppliers prior to the development of the plans. This was accomplished by means of a paper review and interviews with representatives from those groups to determine the Strengths, Weaknesses, Opportunities and Threats that should be addressed in the Strategic Plan.

e) Assistance in the development and provision of briefings to Senior Leaders on the progress of the plans. This was accomplished by working with the Champions and the AOC Strategic Planning Director to develop and rehearse their presentations prior to the briefings.

f) The development of agendas, summaries of results and action items with action owners and due dates identified for each workshop.

GRA also helped the management team develop strategies to address issues arising from a U.S. Government Accountability Office review. We also conducted management team sessions based on issues requiring follow-on action from the management council or other senior management meetings.

LEADERSHIP, MANAGEMENT, AND SUPERVISORY TRAINING

GRA provides training to both managers and human resources management specialists. In this section, we are including examples of our training to managers in non-human resources management topics.

1. NASA Langley Research Center, Hampton, VA

GRA won a contract in 2001 to develop management training materials associated with the delivery of training on topics selected by NASA, and to deliver the approved training materials to a group of new supervisors and managers in an off-site residential setting, Sunday afternoon through lunch on Friday. The contract was re-competed in 2003. We were awarded the new contract to continue developing, updating, and delivering this training program. We thus updated the materials and changed their focus to suit the needs of the customer in 2002, 2003, and 2004.

Topics covered included dealing with difficult people, leadership, teambuilding, conflict resolution, and other management/employee issues. In advance of the seminar, participants complete at least two psychological profiles, including the Myers-Briggs, that covers the management style of participants. We also held individual coaching sessions with each participant to review their view of their management style. We also reviewed the results of the 360 degree appraisals that their peers, subordinates, and supervisors completed on them as well as to review their Myers-Briggs scores with their associated implications for leadership styles.

After that successful venture, GRA won a contract to provide strategic planning services in 2001 to the largest sub-organization in the Langley Research Center, the Science and Engineering Directorate. In 2002 the Director of the Center decided to broaden the scope of the strategic planning work to the Center as a whole. Our strategic planning experts worked with several teams of highly regarded NASA staff to help them go through a rigorous set of planning exercises associated with developing a multiyear Center strategic plan. The contract was amended twice to increase its value. The contract ended in the spring, 2004.

2. Postal Service, Office of the Inspector General

The Office of Inspector General, USPS, selected GRA, Inc. (GRA) to help OIG develop and present an 80 hour management training course entitled Applied Management Studies for the Inspector Generals' Management Institute (IGMI). IGMI provides management development studies for senior employees of IG offices in the USPS and Executive Branch of government. GRA responsibilities included 1) creating a project plan; 2) designing a course piloting process and course evaluation procedures; and 3) reviewing (or creating) and assembling and assuring quality of all course materials including a participant course book, lesson plans/instructor manual, slides, and handouts; 4) developing and delivering portions of the course; 5) evaluating the course after first delivery; and 6) providing development support to Institute staff as needed. In addition GRA developed and presented the 3.5 day Human Resources curriculum for the course.

The pilot course was held in late January 2005 for 20 participants and judged by those participants to be a great success. Six additional sessions are now scheduled.

GRA Senior Associate Barbara Hulick served as a key member of the GRA team that assisted the U.S. Postal Service OIG in designing, developing and delivering this two-week management development program. Ms. Hulick helped facilitate a design meeting with representatives from the IG community to assess the needs of potential participants in the program. She designed the student and instructor manual templates used by all instructors and provided a briefing for IG instructors on the basics of instructional design. Ms. Hulick developed and taught four key lessons in the management program.

3. Federal Labor Relations Authority

In 2006, GRA developed and presented a comprehensive two day interactive management/supervisory training course for Senior Executive Service managers and GS-15 supervisors of the Federal Labor Relations Authority. Most of the participants were attorneys who rose through the technical ranks to supervisory and managerial positions. Their previous supervisory/leadership training ranges from none to attendance at the Office of Personnel Management Federal Executive Institute or equivalent programs and/or commercial government-wide conferences and academic training/courses.

The FLRA workforce is facing human capital issues not unlike those faced by other Federal agencies organizations. Such issues include, for example, succession planning challenges arising from prior and future retirements. FLRA is also faced with successfully implementing its critical missions and programs in a climate of competing priorities among fiscal, human capital and other resources. In addition, as with other Federal agencies with a role in administering or enforcing Federal civil service laws, rules, and regulations, potential changes in the scope and structure of mission is a reality. That being so, FLRA understood that its managers and supervisors must have the skill sets necessary to be proactive change agents and effective managers in a fluid, resources-strapped and performance-driven environment. They also need and would benefit from instruction regarding their leadership roles and responsibilities, communications capabilities and a refresher in basic supervisory skills. The supervisory skills refresher training focused on such matters as:

• Differences in communication between supervisor and employee versus communication among managers and supervisors;
• Establishing and maintaining a professional work environment;
• Using measurable goals, objectives and standards to measure performance with a focus on a pass/fail environment;
• Evaluating employee performance against established expectations and the appraisal process; and
• Addressing poor performance and/or conduct issues.

4. Defense Language Institute, Monterey, California

In 2006, GRA provided team leader training to approximately 100 team leaders of the Defense Language Institute, Monterey, CA.

The DLI Provost identified a need to provide mentoring and performance improvement training for approximately 100 team leaders. Although the team leaders do not formally evaluate the performance of their team members, they are responsible for maintaining effective working relationships in their respective teams. Each team consists of 5 members plus the team leader who together teach between 18 and 30 students. Team leaders need to:

• Know how to diagnose problems within their teams and address and resolve conflicts that result;
• Be able to think about how their team can be more effective; and
• Be able to energize their team members around that vision

GRA met that need through delivery of a GRA workshop entitled, “Achieving Great Team Results.” We provided that training to four groups of 25 team leaders, with follow-up instruction and feedback provided as part of this effort.

5. USDA Food and Nutrition Service

In 2005-2006, GRA was awarded a contract to provide a series of one-day workshops for managers and supervisors of the U.S. Department of Agriculture’s Food and Nutrition Service, that emphasized several key areas of human capital management related to resourcing, shaping, managing, and developing the workforce. Sessions were held at FNS Headquarters, the seven regional offices, and the Field Academy in Las Vegas. These workshops included the following topics:

• The roles, responsibilities and expectations of an FNS supervisor/manager, particularly in the areas of production and staff.
• How to identify future staffing needs of the supervisor's organization, including dealing with changing expectations and dwindling resources.
• How to identify development opportunities for current staff that will help them grow professionally and prepare them to meet the future needs of the agency - succession planning.
• Identifying additional training needs that would benefit participants.

At the FNS, as at many Federal agencies, major human capital challenges are the successful integration of strategy, planning, resource allocation, implementation, and evaluation focused on building and retaining a highly skilled workforce that will accomplish the organization’s mission today and into the future. Therefore, our learning objectives were to provide information, build understanding, and establish commitment on the part of supervisors to make the two dimensions of HCMP an integral part of the way they manage day to day and longer-term. As a result of the training GRA provided, participants were better positioned to lead and manage HCMP efforts within their programs, and to integrate those internal efforts into the overall Departmental/FNS HCMP effort. In conducting this training, GRA will provide in-depth coverage of the topics shown in the statement of work and repeated at this beginning of this proposal.

GRA was subsequently awarded a contract for 2006-2007 to provide similar leadership training seminars for USDA FNS managers, this time concentrating on the area of motivating outstanding, fully successful, and less than full successful employees.

HUMAN RESOURCES MANAGEMENT TRAINING

Under the GRA Training Institute, we provide training in the core human resources management areas to Federal human resources management specialists, managers, and supervisors. We have trained agencies in areas such as position classification, employee and labor relations, leadership and supervisor, retirement and benefits, and performance and conduct issues. Here are four examples of that type of training, with contact information.

1. Department of the Army, Regional Training Centers

The GRA Training Institute has an extensive background in training in human resources management issues. With respect to our working knowledge of the Defense Department agencies, the GRA Training Institute has built a firm working relationship with a number of Army regional training centers nationwide to offer our courses. Many classes have been conducted over the past year and evaluations were uniformly excellent. GRA services included needs assessment, development of course materials, training of participants, evaluation of the session by participants, and all administrative aspects related to the courses. Among the sessions offered by GRA were the following:

• Employee Relations Workshop for Supervisors and Managers, January 27-28, 2004, Defense Language Institute, Monterey California
• Labor Relations for Supervisors, March 20, 2003, Defense Language Institute, Monterey, California
• Interest-Based Bargaining (Conflict Resolution), March 11-12, 2003, Fort Bliss, Texas
• Employee Relations Workshop for Supervisors and Managers, January 22, 2004, Ft. Gordon, Georgia
• Employee Relations Workshop for Civilian Personnel Advisory Center Staff, December 17, 2003, Fort Benning, Georgia
• Labor Relations for Supervisors and Managers, August 13, 2003, Fort Knox, Kentucky
• Interest Based Bargaining (Conflict Resolution), August 14-15, 2002, Fort Leonard Wood, Missouri
• Negotiations Workshop, March 30-31, 2004, Fort Lee, Virginia
• Resolving Employee Problems, March 30-31, 2004, Aberdeen Proving Ground, Maryland

2. Food and Nutrition Service U.S. Department of Agriculture

In a procurement design similar to the NASA example cited above, in 2002 GRA competed for and won the opportunity to develop course modules and to furnish one or more expert presenters to deliver them as "HR for Supervisors and Managers" for the Food and Nutrition Service, USDA. The objective was to present to supervisors and managers in a three-day course what they needed to know to fulfill their responsibilities to their employer and to employees. The customer provided a description of the learning outcomes it sought and an initial outline of the intended subject matter coverage. Our staff met with the customer's training experts to get a full understanding of their expectations and to exchange ideas. We then adjusted existing and tailored new training modules to meet the customer's expectations. We furnished one of our HR training experts to deliver the content in 2002. We have conducted that training periodically from 2002-2007.

3. Labor Relations Training at the U.S.Army, Ft. Lee, Virginia

In March of 2004, GRA provided a Negotiations Workshop for the U.S. Army, Ft.Lee, Virginia. Human resources management staff from various management teams from both Ft Lee, Virginia, and Ft. Monroe, Virginia, as well as neighboring installations attended the training. In addition, one individual from Ft. Detrick also attended the training, which was held March 30-31, 2004. The training was somewhat similar to Ft. Detrick's needs, in that the primary reason for the training was to prepare participants for upcoming negotiations with their respective unions, which included AFGE. The instructor for the training was GRA staff member Dennis Hermann.

4. Transportation Security Administration

GRA was selected by the Transportation Security Administration to develop and deliver a series of employee relations "bootcamp" training sessions to address and resolve a recognized training need impacting the entire agency involving all airports in the United States . GRA developed a comprehensive and intensive day and evening seven-day course curriculum and related training material and completed the first class on March 19^th , 2005. The course received rave reviews and continues to be presented throughout TSA.  The class was designed to provide HR specialists, attorneys, and other professionals with the competencies and confidence to:

• Interpret and apply ER policies
• Assist and advise managers in carrying out their employee relations responsibilities
• Draft a variety of ER-related correspondence, including disciplinary actions
• Process employee disciplinary actions, grievances, and appeals and management replies/responses as appropriate
• Recognize the need to involve other specialists or organizations within TSA
• Know where to turn for help and further information

5. U. S. Capitol Police (USCP)

In 2003, GRA entered into a contract with the U.S. Capitol Police (USCP), Washington, DC.  During 2004 and 2005 GRA provided assistance in the complete redesign of USCP’s performance management system for the agency’s sworn (i.e., police officer) and civilian staffs.  In carrying out this project, GRA assisted with the development and implementation of its performance management program with underlying core competencies required by the USCP mission and key positions; building in an accountability and results focus to individual performance plans; stressing performance improvement in the appraisal process; and linking individual executive and lower level performance plans with critical USCP program priorities and objectives, the USCP strategic plan, and mission-driven requirements.  GRA’s project team  conducted a wide range of research, has benchmarked performance management systems at other law enforcement agencies, has identified best performance practices in other government organizations, and is taking a number of steps to redesign USCP’s performance management system and to improve the quality of employee performance appraisal within the agency (e.g., provide technical advice and support in developing clearly stated standards and requirements for performance management system policy, guidance, process, and procedural documentation needed for developing competencies, performance plans, and rating documents).  The Chief of Police at USCP announced to all executives that a newly GRA-designed senior management performance appraisal system would focus on strongly linking individual managerial performance standards and elements to the USCP strategic and performance plans as well as the Chief’s key program and mission priorities.  Following the system redesign work, GRA was tasked with providing numerous training sessions for USCP managers/supervisors, police officers, and civilian staff on workings of the system and their responsibilities in implementation.

ISO 9001 CERTIFICATION COUNSELING

1. USDA APHIS – investigative and enforcement services, ISO 9001 quality management system registration

Background: The USDA APHIS Investigative & Enforcement Services (IES) Staff organization at the Riverdale MD site coordinates enforcement actions on a national basis, reviews and processes cases for formal administrative action or criminal prosecution, develops uniform penalty guidelines, collects civil penalties, and coordinates activity between APHIS units and USDA Office of the General Counsel. In 2003, IES Management made a decision that IES Staff process all cases rather than any cases deemed to require action. To assist in this change a special effort was undertaken to document existing processes and to bring field personnel in the home office to reduce the expected backlog. Management became aware of efforts in other departments of PPQ, in particular the BTS organization, to enlist the use of the International Quality Standard, ISO 9001, to improve quality and productivity. They requested consulting support from GRA who responded to their request for assistance in system documentation. Methodology: GRA personnel first conducted a 1-day Overview Training Session to describe ISO 9001 and to outline to Staff personnel the requirements of the standard. GRA personnel next performed a review of the organization’s current system documentation and then interviewed personnel regarding key process activities. An implementation plan was developed by GRA personnel and agreed to by IES management. After core procedures are documented, the required supporting procedures are defined, implemented and documented, and a Quality Manual developed to describe the full Quality Management System. After internal audits and reviews of the full system, registration to the standard is sought.

Results to Date: To date, all IES Enforcement Staff existing key Core processes and a draft of a Quality Manual have been documented and approved. The only support procedures that were documented were “Documentation Control” and “Record Control." Prior to full implementation of these documented procedures, however, a caseload backlog again developed and management decided that sufficient problems exist with the existing system that a full redesign of Core Activities was needed. GRA Personnel were asked to assist with the redesign, currently complete and extremely successful and eliminated the backlog. Early in 2005, the deputy director resigned and was replaced. GRA Personnel are currently assisting with minor new changes to accommodate the new management and a new implementation plan underway to complete the registration process.

2. USDA APHIS – PPQ, ISO 9001 quality management system registration

Background: The USDA APHIS PPQ Biological & Technical Services organization (formerly part of Biological Regulatory Services, BRS) at the Riverdale MD site is responsible for analyzing requests for and issuing permits to enable the importation of certain plants and plant products, for education, research and commerce. The PPQ Biological and Technical Services (BTS) is chartered with carefully weighing risks and benefits in evaluating and issuing permits in response to permit applications. Biological and Technical Services had developed and implemented a Quality Management System (QMS), for its administrative functions only, when it was part of the BRS organization. That system was assessed and determined to be compliant to the ISO 9001 Standard and was registered to it. Since then BTS has been reorganized out of BRS and is desirous of expanding the scope of its registration to include the remaining aspects of its system. Mindful of the large amount of effort expended in developing and documenting their original system, management decided to seek new consulting support.

Methodology: GRA personnel first performed a review of the organization’s current quality management system documentation and then interviewed personnel in areas not currently registered. An implementation plan was developed by GRA personnel and agreed to by BTS management. As procedures are documented, BTS management reviews and implements any changes recommended by the consultant to bring the process in line with the Quality Standard. Once they are all developed and approved, new Internal Auditors will be trained and the Internal Audit process will be turned on. The Internal Auditor training will include the witnessing and feedback to the initial auditors, instilling confidence in the process. Registration of the expanded scope system is scheduled for the fall 2004.

Results to Date: GRA personnel were able to convince management to re-write the existing Quality Manual to improve its readability and eliminate severe limitations to its expansion. In addition, the template used to document system procedures was revamped for ease of use. It should be noted that the existing Registrar Auditor complemented the revised manual format during the next surveillance audit of the existing system. GRA personnel expanding the system by documenting new procedures for the NIS branch’s incorporation into the Quality Management System, recommending enhancements and revisions to existing forms and support procedures, and training staff personnel in the requirements of the Standard. Support procedures in process of change include procedures to: control documents, control records, perform Management Reviews, pursue Continual Improvement, etc. This branch was successfully registered in 2004. BTS Management has redesigned several existing processes as a result of reviewing documentation developed by GRA personnel on how the existing activities in the Pest Evaluation Branch are functioning. The activities of this branch continued to evolve when the BTS organization was reorganized in June, 2005, into Permits, Registrations and Imports (PRI). GRA Personnel have again been asked to document procedures in this area, to assist with revisions to all current processes as the division goes on line with its ePermits implementation, as well as assist with revisions to Process Measurement. GRA has also again been contracted to assist with a new area within this Division, namely, Commodity, Import Analysis and Operations, CIAO. That effort is currently being assessed.

3. Federal Aviation Administration, ISO 9001 quality management system registration

Background: The Laboratory Management Division (LMD) at the FAA William J. Hughes Technical Center in Atlantic City, NJ, is responsible for providing hardware and software test beds for FAA computer systems. This involves electrical, structural and mechanical infrastructure design activities to seamlessly transition systems into the center and then provide hardware and commercial software support to these systems. In addition, the center also provides commercial software support to 20 FAA Enroute sites and supports 2 local radar sites. LMD management had previously experimented with the FAA-developed integrated Capability Maturity Model (iCMM) tool in an attempt to improve service quality for the division. Although they were successful in achieving level 2 certification, they were unhappy with the results of that effort as being too limited in nature and sought a more all-inclusive tool, one that would involve the entire division. The international quality standard, ISO 9001, with its registration process seemed such a tool. GRA responded with a proposal to investigate the potential of this tool, including the ability to take advantage of the previous iCMM effort, to identify the amount of effort needed to achieve certification and to provide consulting support in achieving registration to the standard. The ISO registration process requires an organization to fully describe their Quality Management System in a Quality Manual, to describe specifically how the requirements of the standard are met. The manual must also describe, or reference, other procedures documenting how key processes are implemented and controlled. Once all implementation and documentation changes are available, a Registrar is selected to certify the organization. Certification usually takes place in 3 phases: a documentation review, a 'Pre-Assessment', or informal on-site review, and a formal Assessment by, in this case, 2 registered Lead Auditors over 3 days. Assessment consists of interviews with management and employee personnel, observation of activities and conditions, and a review of organizational records and documents. Methodology: GRA personnel first performed a Feasibility Study to assess the organization's current quality management system and to identify key work areas in need of change to bring them into compliance with the standard.. GRA provided a training class in the ISO 9001 Standard for the Executive Steering Committee (ESC) that was charged with overseeing the implementation efforts. An FAA-developed Implementation Plan identified a target certification date of April 2001 and developed teams charged with documenting and implementing changes needed for compliance to the standard. These teams were then each trained by the GRA consultant. Of special note was the training of Internal Auditors who would assess implementation efforts for Compliance to the standard and Effectiveness of implementation and identify needed corrective actions. Once the implementation plan and the bulk of the training were complete, the GRA Consultant worked with the ESC to forge a Quality Policy, define its Services and identify Quality Objectives. Senior Branch managers and the QMO management team were then coached by the GRA Consultant to identify, and in some cases even to define, key service delivery processes and as well as needed 'quality' processes (e.g., the internal audit process, document and record control processes, and vendor control processes). The ISO 9001:1994 Standard requires that all key processes be documented, thus a major push followed to document all processes using a GRA supplied template. The GRA Consultant gave constructive feedback on all procedures developed. As procedural changes were implemented and documentation of them became available, the Internal Audit process was turned on. The consultant gave refresher training to auditors and witnessed and gave feedback to the initial auditors, instilling confidence in the process. Finally, the GRA Consultant prepared and helped deliver 'employee awareness' training to prepare organizational personnel for the impending Assessment.

Results: The Pre-Assessment was held in March 2001. It identified a number of minor nonconformance areas that were then addressed and rectified. One major area, hardware design, was identified as missing from the documentation. The consultant and key engineering personnel quickly pursued this issue to bring it into compliance. The Registration Assessment was conducted in April 2001. No non-conformance was identified. The Division was recommended for Certification to the standard. Three areas were identified as noteworthy, one of which was design. Period of Performance: September 1999 - May 2001. The GRA Consultant was requested to assist with transition from the 1994 standard to the 2000 version. An Implementation Plan was developed and approved. Again, procedures were updated and new required management processes put in place. The organization was certified to this standard in June 2003.