Case Studies

CLIENT CASE STUDIES: STRATEGIC PLANNING

  1. BACKGROUND

    In 2008 Congress passed legislation authorizing the creation of seven regional Consolidated Patient Accounting Centers (CPACs), and directed the Veterans Administration (VA) to transition the billing of commercial insurance for non-service connected healthcare services from its 153 Medical Centers to the CPACs. Establishing the CPACs and transitioning services was a 5 year process requiring the creation of automated and administrative infrastructures, and the hiring of approximately 3400 new staff members with varying degrees of VA, revenue cycle and management experience.

    As evidenced by a material increase in collections, the creation of the CPACs was a tremendous success. However, like all newly-established entities, the need for a strategic process outlining the way forward emerged. To build on their success, this strategic process would enhance their effectiveness in generating non-appropriated revenue for the Veterans Administration. A Strategy Committee consisting of the organizations’ Executive Leadership was created. After creating a strategic vision and destination the Committee established two goals and six strategic objectives with a defined purpose and expected outcome to meet these goals.

  2. APPROACH

    ITG worked with the Veterans Administration Chief Business Officer Strategy Committee to review, evaluate and score the initiatives developed during the strategic planning retreat. The Strategy Committee then selected integrated initiatives that enhance the VA’s ability to increase revenues or reduce costs. For each initiative, ITG worked with the VA to identify the scope, the specific issue being addressed, intended outcomes, and performance metrics required to ensure achievement of intended outcomes. These elements were then documented in the organization’s strategic plan.

    In order to provide Executive Leadership with ongoing visibility on all strategic initiatives, ITG developed a project catalog. This index allows leadership to review the status, risk factors and any other outstanding issues of all strategic initiatives across the enter enterprise.

  3. RESULTS

    Allowing leadership to know when a project will be completed prior to beginning another allows for the efficient and effective use of resources. The ability to house and review completed initiatives allows leadership to retrospectively evaluate the effectiveness of their efforts. The Strategy Committee adopted a Communications Plan designed to engage staff in current strategic developments, and build consensus of the long term vision of the organization. The Communications plan also provides for external stakeholder engagement and calls for regularly scheduled executive updates.

  1. BACKGROUND

    The OUSD AT&L HCI was established to create a high quality, high-performing Defense Acquisition Workforce, empowered to make a difference in acquisition outcomes. The OUSD AT&L HCI, as a newly established office, required support and Human Capital Strategic Planning expertise to complete their mission. This support included development of data warehousing and other automated systems to extract and synthesize data housed in legacy systems as well as incorporation of periodic data submitted from the Director, Acquisition Career Management (DACM) for each branch of the Department of Defense and the Fourth Estate.

  2. APPROACH

    ITG provide OUSD AT&L HCI with a blend of subject matter experts and analysts with expertise in Human Capital Strategic Planning, workforce analysis, and financial management. ITG coordinated the development, publication, and presentation of the strategic plan containing the strategy, analytics, and initiatives relative to the Department of Defense AT&L Workforce.

    Our continued efforts include updates to the living Human Capital Strategic Plan; quarterly and ad hoc analysis and reporting on the AT&L Workforce Metrics, and tracking the budget execution of the Department of Defense Acquisition Workforce Development Fund. ITG supports the development and implementation of workforce-related data management initiatives, participating in working groups establishing common data standards, ontology and models; interface and integration requirements; and documenting workforce data requirements and processes.

  3. RESULTS

    The comprehensive Human Capital Strategic Plan was delivered to Congress and continues to be utilized as a key plan to drive improved acquisition outcomes and as the basis for required AT&L Workforce Metrics reporting.

CLIENT CASE STUDIES: PROCESS AUTOMATION

  1. BACKGROUND

    The US Army SDDC measures the command’s performance annually to assess performance factors and to realize opportunities for improvement and alignment with strategic initiatives. SDDC desired support for their sixth and seventh survey cycles.

  2. APPROACH

    Using Checkbox®, SDDC’s software selected for online surveys, ITG enhanced and implemented a battery of existing surveys (Distribution Service Customers and Industry Partners) to ensure continuity with previous survey cycles. ITG analyzed and briefed survey results and conducted a workshop with industry partners and customers at the annual transportation symposium. Based on our analysis of the results and respondent feedback during the sixth cycle, ITG coordinate with SDDC functional owners to reshape the questionnaire, reducing redundancy and survey length, and improving flow and clarity. ITG examined and made recommendations for modifications to the potential respondent list compiled from a key transportation system portal. These modifications narrowed the original list of 150,000 system users to the target sample group and increased survey participation from the previous cycle. The new survey was executed and results analyzed and briefed to SDDC leadership, general population, and stakeholders.

  3. RESULTS

    Using ITG’s revised approach, response by the surveys constituent groups increased by 17% and 13% respectively. New demographic questions enhanced analytical capability and provided additional focus on results by respondent segments to drive targeted improvement initiatives. Improvement opportunities identified in the survey influenced strategic plan initiatives. At the conclusion of the project, ITG provided training to the program manager to enable her to conduct the survey using SDDC internal resources in the future.

  1. BACKGROUND

    SDDC manages more than 3,000 positions across 100 locations and routinely receives information requests from its major command to report on real-time staffing levels. This information ranges from notification of periodic personnel gains and losses, position vacancies and staffing based on funding or other criteria. Recently, SDDC sought to expand its capability to satisfy Army mandates for daily personnel accountability. As a result, SDDC required a comprehensive system to support real-time manning for Human Capital to replace manual actions performed using Microsoft Excel spreadsheets.

  2. APPROACH

    To automate SDDC’s manning document management; ITG implemented the Live Table of Manning Accountability System (LTMAS), a module of ITG’s J-Accomplish™ suite of cloud-based tools. Since 2005, LTMAS has provided SDDC with point-in-time manning capabilities, robust Human Capital and manning document data reporting, and out-year scenario modeling to plan for staffing adjustments such as Base Realignment and Closure Act actions or other reductions or increases in force. LTMAS provides the capability to assign faces to spaces, including over-hires, military over-strength, and contractor support. The LTMAS accountability function fulfills SDDC’s requirement for daily accountability reporting and adds additional reporting capabilities allowing LTMAS users to report forward on their assigned personnel’s operating status and location. ITG uploads SDDC’s fiscal year manning documents and out of cycle changes and migrates existing personnel assignments to their new assignments, maintaining historical assignment data by person and position.

  3. RESULTS

    Using LTMAS, SDDC is able to effectively manage their manning document and personnel assignments, quickly respond to data calls, produce required workforce reporting, and support SDDC leadership in making informed staffing decisions. Estimated resource savings using LTMAS capabilities is estimated at one full-time GS-13.

CLIENT CASE STUDIES: BUSINESS PROCESS RENGINEERING

  1. BACKGROUND

    Fort Riley’s Directorate of Logistics was a 650-employee organization with a $34M operating budget and a $ 130M stock fund (supplies) budget. The directorate is responsible for transportation, supply, maintenance, services, and equipment readiness for the US Army. Budget pressures resulting from cuts to the Department of Defense forced the directorate to seek a proven approach to systematically contend with fiscal reductions.

  2. APPROACH

    The directorate selected ITG’s System Process Assessment Reengineering and Redesign Comparison (SPARRC) methodology to redesign its processes, realign its resources and reengineer the organizational structure to match the needs of the changing environment. To automate study activities for Fort Riley, ITG implemented the Functionally Enhanced Man-hours and Workload (FENYX), a module of ITG’s J-Accomplish™ suite of cloud-based tools. Using FENYX, ITG analysts facilitated the workshops involving directorate personnel and developed recommendations to reengineer the entire organization

  3. RESULTS

    ITG’s final report identified opportunities for reduction in force of over 200 personnel bringing the new organization’s headcount to 429, a reduction of approximately 34%. These reductions represented annual savings in excess of $6M or 17% of the directorate’s operating labor budget. (Source: Armed Forces Comptroller)

CLIENT CASE STUDIES: ANALYSIS

  1. BACKGROUND

    The NLRB’s Office of Human Resources had internal challenges of perceived customer dissatisfaction with some of the services provided by the office as well as documented levels of high employee turnover and poor communication with NLRB Leadership and staff.

  2. APPROACH

    ITG was contracted by NLRB to conduct an Organizational Assessment of OHR. To perform this assessment, ITG implemented ITG’s System Process Assessment Reengineering and Redesign Comparison (SPARRC) methodology in coordination with ITG’s J-Accomplish™ software as the primary assessment tools. Throughout the assessment, ITG consultants conducted workshops with NLRB OHR leadership, bench level personnel, and customers and performed organizational and functional validation to document, validate and define OHR mission, services, and processes.

    ITG used collaborative workshop techniques to measure identified processes and solicit feedback from internal and external stakeholders to identify an array of recommendation for organizational and procedural improvement. ITG conducted an analysis with the results of the measured data focusing on processes representing the heaviest labor resource utilization and compared the findings with industry standards. ITG then facilitated workshops to reach consensus with key stakeholders on recommendations.

  3. RESULTS

    The final results of the recommendations caused the restructuring of the organization which reduced turnover, improved office communication, and increased response time to customers.

  1. BACKGROUND

    DAU’s Defense System Management College (DSMC) desired an independent assessment of their organization, workload, and resource requirements to determine optimum staffing levels.

  2. APPROACH

    ITG conducted a comprehensive workforce and resource assessment of the organization. We completed process flow diagrams across organizational lines to complete a functional assessment of the resources it takes, from inception to completion, to develop, maintain, execute, support, and deliver a course. Other key missions were measured using the same methodology and included the Leadership Learning Center of Excellence, Mission Assistance, Research, and Knowledge Sharing. We measured and validated workload, focused on opportunities for process improvement, and developed resourcing recommendations. Recommendations were categorized and ranked to support graduated levels of execution and outcomes.

  3. RESULTS

    The final report presented to the resourcing committee of DAU resulted in much-needed allocation of additional staff to support increased workload. The study report provide clear delineation of the differences between the DSMC mission and the sister DAU components’ mission and supported a waiver from the resourcing model used to staff the other segments of DAU. Additionally, driving the personnel to think across organizational lines provided some opportunity to enhance resource utilization.

  1. BACKGROUND

    Changes in the Agency’s budget during the last ten years have shifted priority to strengthening the acquisition workforce. In order to better manage contracts, the government Agency increased funding for personnel. In order to assure that resources are optimally allocated throughout the agency, the Agency required support to build a manpower model to determine Human Capital requirements. This model would need to be driven by predictable workload factors and support universal application across multiple Contract Management Offices (CMOs). Model results would need to be grounded in proven statistical analysis and based on sound algorithms. The objective of the Agency was to produce a model that would inform approximately 70-80% of requirements determination elements with the remaining elements driven by Agency priorities, policies, and other tools.

  2. APPROACH

    Because many CMOs administrate contracts that are unique, ITG recommended a multi-phased approach to developing the enterprise-wide CMO model. The recommended approach would incrementally develop and refine work breakdown structures differentiating between core processes common to all CMOs and those driven by actions performed in support of specific contract, contractors, customer, or product types. During Phase 1, ITG completed a proof of concept, developing a baseline measurement of one Contract Management Office (CMO). During Phase 2, we completed baseline measurement of ten CMOs from each of the four CMO types. We developed a comprehensive measurement document and input-output analysis, conducted measurement workshops, and used J-Accomplish™ to conduct correlation and regression analysis and build predictive manpower models. All measurement was conducted in a virtual environment to eliminate travel expenditures and minimize the impact on the organization under study.

  3. RESULTS

    The models were built using aggregated processes representing functions with the highest levels of resource consumption and are currently being used as a tool to determine resourcing requirements. The model has been selected to replace the Agency’s previous methodology which used a team of personnel traveling to each location to conduct data collection using interview techniques. The cost to maintain the old process, in both man-hours and travel, was high, not very timely, and not scientifically rigorous enough to withstand resourcing challenges from the Agency.

CLIENT CASE STUDIES: ACQUISITION SUPPORT

  1. BACKGROUND

    BPA for Mission-Oriented Business Support including consulting support, program/project management support, and operational & administrative business support. The United States Department of Energy (DOE), Richland Operations Office (RL), requires general support services contractors (GSSC) to support the Government’s management of the Hanford Site in Richland, Washington. DOE-RL has a need for mission-oriented business support including consulting support, program/project management support, and operational/administrative business support. This will be accomplished through the award of Blanket Purchase Agreements (BPAs) for support to DOE-RL. Contractor services will be provided under individual orders issued with the terms and conditions of the BPAs for MOBIS SINs 874-1 Integrated Consulting Services and SIN 874-7 Integrated Business Program Support Services.

  2. APPROACH

    Sample of Tasks performed include Project and Contract Management Support and Operational and Administrative Business Support Services.
    • Provide contract management support with preparation and coordination of contract change packages for Integrated Project Team (IPT) and Federal Project Directors (FPD) project reviews.
    • Research and provide input on potential contract change requests presented by prime contractors.
    • Provide development and primary liaison for technical analysis review packages for IPT, Estimating, Contracts, Legal, and FPDs.
    • Provide contract management support via revision and tracking of project contract management/administration correspondence related to modifications, notifications, and proposal requests.
    • Research and provide analysis towards path forward decisions on contract change process path implementation (i.e. directed changes, requests for proposal, project recommendations to Contracting Officer for unilateral or bilateral negotiations, etc.)
    • Assist with market research for information technology, property management, and building facility needs by complying with specific needs and requirements;
    • Collect data to support budgeting activities for additional building services, furniture, and special needs; and,
    • Review and recommend revisions on RL Integrated Management System (RIMS) procedures.