The NNSA Restructuring and Human Capital Management Accomplishments

1
The NNSA RestructuringandHuman Capital
ManagementAccomplishments Challenges

• Ray Greenberg
• Office of Human Resources
• June 3, 2003

2
NNSAs Strategic Goals

• Maintain and enhance the safety, security, and
  reliability of the nations nuclear weapons
  stockpile
• Detect, prevent, and reverse the proliferation of
  weapons of mass destruction while promoting
  nuclear safety worldwide
• Provide the Navy with safe, militarily effective
  nuclear propulsion plants, and ensure their
  continued safe and reliable operation
• Ensure the vitality and readiness of the NNSAs
  nuclear security enterprise
• Create a well-managed, responsive, and
  accountable organization

SOURCE NNSA STRATEGIC PLAN
3
(No Transcript)
4
Former NNSA Organization
Administrator Principal Deputy
NN
DP
FO
MA
ALO
OAK
NV
LSO
SRAO
YAO
KAO
KCAO
AAO
LAAO
Production Site Office Laboratory Site
Office Operations Office
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Organizational Design Principles

• Relationship to DOE
• Separately organized according to NNSA Act
• Strategic alignment
• Organized by the mission-related objectives in
  NNSA Act
• Problem-solving and decision-making
• Empower decision-making at lowest possible level,
  make transparent, and enforce chain of command
• Roles and responsibilities
• Clearly defined roles and responsibilities (e.g.,
  HQ vs. field functions, external relations vs.
  internal management and administration
• Size of units
• Work units of similar size when possible

Source May 2001 Report to Congress Plan for
Organizing the NNSA
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The New NNSA Dec 2002
Administrator Principal Deputy
NN
DP
IS
MA
SSO
LASO
KCSO
PXSO
YSO
SRSO
LSO
NVSO
Service Center

• Removes a layer of management
• Locates NNSA support and oversight close to
  laboratories/plants
• Consolidates service support functions
• Provides for staff reductions

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Clear Roles and Responsibilities

• Headquarters
• provides high-level guidance, sets requirements,
  defines policy and corporate processes, and
  integrates overall program plans
• Site Offices
• provide operations oversight and contract
  administration, acting as the agencys risk
  manager for the Site
• The Service Center
• optimizes efficiency by providing standardized
  business, administrative, and technical services

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Strategies for Efficiency and Effectiveness

• Clearly define authorities and responsibilities
• Formal delegations and contracting procedures
• Lead role for activity performed only in one
  place place determined by expertise
• Specific roles for Site Offices and the Service
  Center
• Redesigned federal-contractor relationship to
  improve accountability
• Achieve enterprise-wide integration of activities
• Integrated planning through representation,
  communications, and teamwork
• Decision-making protocol
• Lift administrative burdens on people performing
  mission work
• Simplify requirements and streamline oversight
• Reengineer core business processes
• Reinvigorate and rightsize Federal staff get
  people in the right job in the right place

Source Feb 2002 Report to Congress on
Organization and Operations of the NNSA
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Staffing Targets

• 20 reduction in Federal positions by the end
  of FY04

NNSA Total 1,944
Base (Dec 2002) 1,693
Current On Board (Apr 2003) 1,547
- 20
- 173
Target (Sept 2004) 1,374

• Goal Reduce staffing by 319 people by Sep 04
• Current Staffing reduced by 146 since Dec 2002

of Federal positions
Excludes Naval Reactors and Office of
Transportation Safeguards
Excludes Naval Reactors, Office of
Transportation Safeguards, Nuclear
Nonproliferation, Emergency Response, and
Emergency Management
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Review of Major Steps in Restructuring
Define HQ Structure
Define Field Structure and Stand Up New
Organization
Implement Transition
Phases
a
Dec 2002
Feb 2001
Oct 2000
a
Steps
Sept 2004
Hiring Permitted for Organizations Under Targets
Organization Assessment
Field Organization Structure
a
a
We Are Here
Staffing Requirements for FY04 (MSPs)
Matrix of Functions by Location
Design Principles
a
a
Implement organization structure
HQ Organization Structure
Notices for Relocation or Expected Position
Abolishment
Mission and Function Statements
a
a
Employee Realignment with Functions
Strategy for Efficiency and Effectiveness
Affected Employees Voluntarily Apply for Positions
a
Staffing Targets Set
Reach Staff Reduction Target of 20

Reengineer to Enhance Efficiency and Effectiveness
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Human Capital Management NNSA Restructuring

• Some Key Facets of a Human Capital Strategy (From
  the experts)
• HCMIP Standards
• Services aligned with mission Strategic
• Skills to deliver the services WF Planning
• Right people gt Right jobs gt Right time gt Right
  place WF Planning
• Getting new people and keepinem Talent
• Prepare people for the future Knowledge
  Leadership
• NNSA Human Capital Challenges
• Setting up 8 Site Offices and staffing them to
  their targets
• Closing 2 offices and consolidating into a single
  Service Center
• Reducing staff by 20 at Service Center and HQ,
  while maintaining necessary skills level to
  deliver services
• Putting the requisite policies and processes in
  place to achieve new NNSA

HR Managers and Leadership Strategic Partners
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Some Key Strategies Tools

• NNSA Employee Redeployment and Placement Plan
  (February 2003)
• Foundation Document for Redeploying and Staffing
  the Workforce
• NNSA Employees First Doctrine
• Two Phased Approach
• Manage to Staffing Targets (Feb - Aug) Above or
  Below Targets
• Develop and Manage to Staffing Plans (Aug - gt)
• Managed Staffing Plans
• Managers prepare Staffing Plans consistent with
  corporate guidance
• Identify position structure and skills to support
  new organization and meet staffing targets
• Strategy for meeting targets and fill skill needs
• Manage all recruitment, promotion, redeployment
  actions consistent with plan
• Declare excess positions
• Hiring Control Process
• Directed Reassignment Process
• Meet critical staffing needs from pool of
  positions declared excess in staffing plans
• Disciplined process for closing sites and
  contracting from 4 sites into a single NNSA
  Service Center
• Redesignation of Competitive Areas

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Keys to Success

• Documented decisions and provided guiding
  principles in Reports to Congress The Plan
• Stick to the plan
• Get the senior leadership in place quickly and
  physically relocated as example to staff
• Managed centrally, but collaboratively
• Established and met deadline for stand-up of
  new organization
• Developed disciplined processes for implementing
  new organization
• Set and control staffing targets through hiring
  controls and Managed Staffing Plans
• Kept people on track by convening face-to-face
  meetings of a Leadership Coalition (HQ and field
  senior managers) monthly/quarterly
• Distributed Lintgrams regular emails from
  Administrator to all employees that were
  conversational, straightforward, and thoughtful
• Developed scripts for managers to brief
  employees on plans and processes
• Set up a website to post all information and
  QAs
• Clarified and documented organizational roles and
  responsibilities in Matrix of Functions by
  Location
• Buyout authority to reduce staffing level

HR IS THE KEY PLAYER
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Most Challenging

• Perseverance Holding the leadership coalition
  together, staying with the plan Avoid the
  were done syndrome
• Once a decision is made, then negotiations
  beginenforcing a decision once its been made
• Funding for Permanent Change of Station (PCS)
  moves and incentives for relocation
• Funds for sending leadership and change agents
  across the complex regularly
• Stability among leadership and senior manager
  positions
• Communicating to employees using consistent
  information throughout the organization
  scripts, web site, e-mails
• Workload increases on human resource staff while
  working on restructuring also must continue to
  deliver the day-to-day services

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NNSA HUMAN RESOURCES PROGRAM
Workforce Analysis and Planning, PPBE, DOE Human
Capital Improvement Program, PMA
Recruit
Retain
Develop
Transition
Staffing and Classification
Award and Recognition Programs
Learning Resource Center
Succession Planning
Retirement Counseling
Executive Development
Benefits
Selection and Hiring
Buyout Incentives
Employee Training
Internship Fellowship Programs
Work/Life Initiatives
Career Transition and Assistance
Rotational Assignments
Flexiplace
Sourcing Strategy
Health Wellness
Merit Promotion
Employee Orientation
Performance Management
Recruitment, Retention, Relocation
Student Loan Repayment
Tuition Assistance
Policies and Procedures, HR Advice and
Consultation, Diversity