Organizational Development
& Transformation

Strategic Planning

Continuous Improvement Plan
U.S. Department of Energy's Office of Fossil Energy, Office of Budget and Financial Management

ICF International conducted an organizational assessment that produced a set of recommendations for improving the long-term sustainability of the office during a period of downsizing and restructuring. We identified some of the key challenges facing the office over a two- to five-year time horizon and developed a structured plan for responding to those challenges and a balanced scorecard and personnel system to tie individual staff members to office goals.

Facilitation and Strategic Planning
U.S. Department of Energy (DOE), Chicago Operations Office

ICF International managed the annual strategic and business planning process for the office, providing assistance in identifying the areas of strategic leverage that differentiated the office from other offices and operations at DOE. This helped the office better focus its action plans and initiatives on its strengths.

Strategic, Business, and Action Planning
U.S. Department of Veterans Affairs Medical Center (VAMC)

ICF International facilitated a strategic planning retreat for the VA Medical Center's directors that was part of a year-long strategic planning and organizational assessment effort involving continuous facilitation along the route. The Medical Center was particularly concerned because it was faced with dramatic changes in patient care, technology, and occupancy rates and needed a new approach and a new vision for the future. The strategic planning process looked at the mission, vision, and values of the organization and its programs, goals, and strategies. The primary focus became the development of the Program for Organizational Excellence, a structured approach to the integration of an organization's improvement efforts. ICF International's team conducted an evaluation and follow-on activities. Activities included the articulation of goals and objectives with performance expectations at all levels (Service, Division, Center), the development and implementation of an integrated planning process designed to produce an annual integrated planning baseline for the Center, the development of service benchmarks, and educational activities. The VAMC implemented more than 75 percent of the program's recommendations in the two years following the strategic planning sessions.

Consultation and Facilitation Services
U.S. Internal Revenue Service (IRS) Division of Research, Analysis, and Statistics, Office of Program Evaluation and Risk Analysis (OPERA)

This project involved the design and facilitation of a management off-site meeting for the Director of the IRS Office of Program Evaluation and Risk Analysis (OPERA) and his senior management staff. After preliminary meetings with the Director of OPERA and designated members of his staff, ICF International's expert facilitator participated in a bi-weekly OPERA managers meeting to share the plan, approach, expectations, target outcome/measure of "success," and timeline. ICF International went on to prepare and deliver a team-building workshop to eight participants over a two-day period. This workshop focused on OPERA's mission, vision, role within the organization, and long-term goals, moving on to address such topics as communication, collaboration, team development, change management, functional versus matrix organizations, leadership, internal marketing, and succession planning. After the team-building session, ICF International prepared and delivered a debrief document to verify that the objectives of the team-building session were met and suggest recommendations for next steps. By the end of the session, OPERA managers had a clearer sense of direction and a better picture of the contributions and value OPERA adds to the IRS. Participants learned to develop and clarify expectations of the management team, and managers discovered how OPERA aligns with overall IRS strategy and how to promote OPERA's services more effectively to internal clients.

Strategic and Business Planning
U.S. Department of Energy (DOE), Environmental Measurements Laboratory (EML)

ICF International developed a strategic planning and business planning framework for DOE's EML, including the integration of total quality management (TQM) techniques and processes into strategy development. We assisted EML staff in preparing and creating consensus around a new business plan that sets direction for the EML, including gathering information from inside and outside the organization of trends and opportunities, as well as developing action plans to pursue new business ideas.

Business Process Improvement

Process and Productivity Improvement, Organizational Assessments
U.S. Federal Aviation Administration

ICF International analyzed the acquisition management process for the Federal Aviation Administration to clarify roles and responsibilities throughout the organization. Equipment acquisition is a complex, multi-functional process involving operators, installers, maintainers, and developers. ICF International interviewed managers and staff throughout the FAA to map the current acquisition process. The resulting process model helped interviewees specify their "as-is" roles and identify barriers to successful performance of each step in the process. Recommendations, developed with input from FAA members, addressed acquisition process, organization, and culture.

Management Review and Productivity Improvement
U.S. Department of Justice (DOJ), Drug Enforcement Administration (DEA), Office of Diversion Control, Liaison and Policy Section (ODL)

ICF International was asked to assist ODL in its continuing efforts to upgrade the quality, timeliness, and responsiveness of the services that the pffice provides to its stakeholders. ICF International was engaged to develop fresh perspectives on ODL business processes, staff attributes and productivity, management style, and other dimensions of the office that could affect overall performance and to develop a set of recommendations for continued improvement of ODL processes and operations. ICF International conducted an organizational and staff productivity assessment and made recommendations to ODL to streamline its operations and improve its performance, products, and services. ICF International then developed key findings and recommendations into an implementation plan. In addition to the basic report and recommendations, ICF International also worked with ODL on a number of the follow-up tasks required to implement its recommendations. ICF International developed a Balanced Scorecard performance management system to relate office-level performance to overall mission and strategic objectives. ICF International also developed and conducted a Management Enhancement Program for ODL senior managers to improve their managerial skills in order to improve overall performance and performance management. The 12-module series was based on an analysis of the needs of managers in terms of personnel management and leadership. Finally, ICF International investigated ways to upgrade and enhance ODL's existing information management systems, ultimately developing an enhanced regulatory tracking system to provide more in-depth information on the status of regulations in the process of being developed as well as pending, related legislation.

Management, Technology, and Business Process Improvement Services
U.S. Postal Service (USPS)

ICF International has been working with the U.S. Postal Service for more than 21 years. This partnership began with the Technical Resource Center (TRC), which comprised more than 80 dedicated staff managing the research and development activities that were necessary to bring the USPS into the 21st century. ICF International identified and applied new technologies and methods to resolve key USPS requirements to advance its Corporate Automation Plan, such as new and more accurate systems to read both printed and hand-written addresses, logistical network solutions, new sorting machines, and new information networks.

ICF International continues to provide systems engineering and technical guidance as well as program management support to the USPS Engineering, Marketing, Intelligent Mail, and other headquarters organizations. ICF International supports the USPS with planning, developing, and managing new operations concepts and business process improvements. We also support the development, testing, and deployment of new technologies, including biological detection equipment. Learn more about how ICF International serves the postal industry.

Organizational Assessments and Business Process Improvement Services
U.S. Department of Energy, Kaiser-Hill, LLC Rocky Flats Environmental Technology Site (RFETS)

For more than six years, ICF International provided a wide range of organizational development and business process improvement (BPI) services to senior management at RFETS. One significant effort involved providing organizational development services to Kaiser-Hill's human resources, labor relations, and diversity offices, which have gone through significant changes including downsizing, reengineering, and realignment of responsibilities. ICF International conducted a program evaluation on the three functions and made specific recommendations to improve the performance of those functions as they related to the challenges created by downsizing and site closure. ICF International's evaluation included a thorough assessment of the three functions in terms of their mission, culture, capital, and processes. ICF International developed a comprehensive improvement plan that has served as the basis for practical and effective internal resource planning and as a communication tool for the integration of the three functions.

To support the BPI manager, ICF International reviewed the performance management processes in place at RFETS and developed a series of lessons learned for K-H managers to incorporate in subsequent performance measurement planning. ICF International supported the Financial Systems Modernization Program Office with such services as strategic planning and organizational design, program progress review, and program director coaching. Also, ICF International provided value-engineering (VE) support for a number of key operational processes. Lastly, ICF International supported a number of finance and administration BPI projects, including accounts payable reengineering and information resource management (IRM) project management processes.

Organizational Sustainability Assessment and Continuous Improvement Plan
U.S. Department of Energy (DOE), Office of Fossil Energy (FE), Office of Budget and Financial Management

Over the past several years, DOE's Office of Fossil Energy's (FE) Office of Budget and Financial Management (FE-3) has undergone significant changes brought on by government-wide initiatives to streamline government, reduce excess staff, and increase overall productivity. However, although FE-3 was successful in improving performance while streamlining operations, the Office Director was concerned about the ability of FE-3 to provide the same services in the near future. ICF International was asked to establish a baseline of office services and stakeholder satisfaction, which would then serve as the foundation for further improvements that would enhance the sustainability of office services into the future. ICF International produced a Continuous Improvement Plan based on input collected from staff interviews, stakeholder interviews, direct observation of FE-3 interactions, and benchmarks with other financial offices within DOE and other agencies. The Plan's recommendations focused on several key requirements for sustainability, including communication with stakeholders; continuous learning activities for staff; performance management enhancement; improved knowledge management; group productivity enhancement; and fine-tuning of the organizational design to build stability and resilience into the structure. As part of the support for the implementation of the Plan's recommendations, ICF International adapted the Balanced Scorecard as implemented elsewhere within DOE. Through workshops with staff, ICF helped FE-3 refine its mission, establish a balanced set of performance measures, and reformulate its staff job descriptions to link them to the mission. ICF International then worked with staff to develop new performance elements and incorporate them into the Balanced Scorecard for use in future performance appraisals.

Culture and Work Processes

Information Management Assessment
U.S. National Oceanic and Atmospheric Administration (NOAA)

ICF International assessed NOAA's information needs as it moved toward standardizing its information infrastructure and improving information sharing among its headquarters and regional staff. Much of the organization's work was being done in individual "stovepipes" located throughout the organization. Learning accomplished in one region was rarely transferred to other organizational components. Regional offices purchased and used information technology according to widely divergent rules and processes. The review identified five key areas for improvement, including the establishment of cultural support structures—an Information Management Review board, information literacy training, and a rewards programs for information sharing—required to inculcate the desired behaviors within the organization.

Training Needs Assessment, Competency Modeling, and Development of a Strategic Training Plan to Address New Business Processes
Office of Medicare Hearings and Appeals Transition (OMHAT), U.S. Department of Health and Human Services (HHS)

In the Medicare Prescription Drug, Improvement, and Modernization Act of 2003 (MMA), Congress mandated that the Social Security Administration transfer its responsibility for adjudicating Medicare appeals to the Department of Health and Human Services between July 1, 2005, and October 1, 2005. The Office of Medicare Hearings and Appeals Transition (OMHAT) was established to oversee all aspects of the transfer, including workload distribution, cost projections, transition timetable, regulations, case tracking, geographic distribution, hiring, and training the 200-300 staff to support the transition.

ICF International assisted OMHAT with the conduct of a training needs assessment and the development of a comprehensive, cost-effective training plan for this newly formed office. Ultimately, the training plan provided a framework for a program that provides newly hired staff—ranging from administrative law judges to lawyers, paralegals, hearing clerks, and administrative staff—with the requisite skills and knowledge to produce quality decisions. Furthermore, the training plan ensured that the newly formed office functioned smoothly from the start and was poised to meet unprecedented requirements, including the processing of all Medicare appeals within a 90-day timeframe.

Internal Communication

Strategic Communication to Facilitate Organizational Transformation
Legacy Immigration and Naturalization Service (INS), U.S. Department of Homeland Security (DHS)

No federal agency had faced the sort of massive transformation experienced at the U.S. Department of Homeland Security in 2002. In bringing together 22 previously separate agencies with distinct cultures, policies, procedures, and technology systems, DHS was faced with the daunting challenge of creating one unified organization charged with the responsibility of protecting the nation in the wake of the September 11, 2001, attacks. With such a critical mission, the usual turbulence associated with large-scale transition needed to be minimized so as not to jeopardize organizational performance.

To help DHS better understand and address employee concerns throughout the restructuring process, ICF International first conducted a benchmarking study that recorded lessons learned and best practices of other federal agencies in transition. Simultaneously, ICF International conducted extensive interviews and focus group sessions at locations around the country to investigate and address employee concerns and disseminate information to the field. The result was a strategic communication plan that articulated strategies, themes, and recommendations for moving forward. Phase Two of the project involved putting the strategic communication plan in action. For example, ICF International developed a Supervisor's Guide and CD/DVD that offered tools, information, and resources for addressing employee concerns regarding the restructuring while keeping employees focused on mission attainment.

Organizational Assessment to Evaluate Strategic Communications and Implementation of Recommended Program Improvements
Substance Abuse and Mental Health Services Administration (SAMHSA), U.S. Department of Health and Human Services (HHS)

ICF International was asked to conduct an in-depth assessment to evaluate communications between managers and employees, recommend improvements, develop and implement a plan to improve organizational performance, and implement the recommendations. ICF International reviewed employee satisfaction data, developed interview protocols, conducted focus groups and individual interviews, analyzed the data, and produced a report of findings and recommendations. ICF International's recommendations became the foundation for the agency's new Leadership Development Program (LDP). ICF International then designed and implemented a comprehensive communications and outreach strategy to generate awareness, buy-in, and enthusiasm for SAMHSA's new LDP. ICF International went on to implement specific components of the communications plan, including preparing presentations for meetings with senior leaders and union representatives, design of a logo and "brand" for the new LDP, development of a brochure describing program benefits, and design and development of intranet content. In addition, ICF International is currently designing and delivering a variety of learning interventions, including instructor-led courses and applied learning seminars for managers and supervisors.

Internal Communications and Training Campaign to Introduce New EDL and ATLAS Technology
U.S. Postal Service (USPS)

To track mail at the tray, tub, and sack level, ICF International worked with the USPS to develop a 24-digit, barcoded Enhanced Distribution Label (EDL) as well as the Web-based system (ATLAS) designed to produce these new labels. Once USPS was ready to launch the new technology, ICF International was contracted by the USPS to develop and implement a comprehensive training and communications plan to deliver the necessary competencies to relevant workers. ICF International developed a variety of communication materials—from a distinctive logo to posters, brochures, pocket cards, and Web site content—as well as a blended learning solution comprised of train-the-trainer workshops delivered to regional sites across the United States, an on-line Help system integrated into the ATLAS application, and interactive Web-based training. The EDL/ATLAS program was launched officially in late summer 2005. Employee response has been extremely positive, and USPS expects to apply the lessons learned from this technology launch to future technology introductions. Learn more about how ICF International serves the postal industry.

Communications Audit and Development of Internal Communications Strategy
U.S. Department of Energy (DOE), Office of Fossil Energy (FE)

A Headquarters organization within the Department of Energy contracted with ICF International to develop recommendations for improving its communications and enhancing the organization's value to its field sites. ICF International first conducted in-depth interviews with all of the field sites and selected HQ program offices to understand information needs; satisfaction with the products and services currently provided by HQ staff; areas where collaboration could enhance staff productivity; and any barriers to strong communications. ICF International then conducted a communications audit of existing communications channels and mechanisms. ICF International analyzed the data and prepared a set of recommendations for the Office Director for a communications program that would better meet the needs of their customers.

Internal Communications for the Department of Justice's Office of Justice Programs, Office of the Chief Information Officer
U.S. Department of Justice (DOJ), Office of the Chief Information Officer (OCIO)

The Office of the Chief Information Officer (OCIO) wanted to improve their communications with their clients – Office of Justice Programs (OJP) employees – and tasked ICF International to determine the current state of communications and how they could be improved. As a first step, ICF International administered a survey to develop a baseline for the OCIO’s existing communications with OJP. ICF reviewed and analyzed survey results and presented its findings and recommendations to the OCIO. ICF International then developed a comprehensive internal communications plan for the OCIO. The plan included OCIO’s communications goals, key messages, strategies, and tactics to be used to encourage more effective communications. ICF also created several communications tools that were put into place immediately, including a monthly e-newsletter, an E-Grants fact sheet, and an E-Grants brochure. Other elements of the internal communications plan were successfully implemented as part of a transition to new hardware, Microsoft Outlook software, and computer-related security policies within the OJP organization.

Managing Organizational Change Initiatives

Change Management and Transition Management Program
Legacy Immigration and Naturalization Service (INS), U.S. Department of Homeland Security (DHS)

No federal agency has faced the massive change being experienced at the Department of Homeland Security (DHS). In bringing together 22 previously separate agencies with distinct cultures, policies, procedures, and technology systems, DHS had to form one unified organization charged with the responsibility of protecting the nation in the wake of the September 11, 2001, attacks. Its critical mission required that the usual turbulence associated with large-scale transition needed to be minimized so as not to jeopardize organizational performance. ICF International was hired to ensure that the Immigration and Naturalization Service (INS) underwent this transition as seamlessly as possible. Specifically, INS's Workforce Effectiveness and Planning Staff hired ICF International to provide change management services and technical assistance during the transition. This responsibility included identifying and analyzing employee concerns about restructuring and crafting recommendations to address these concerns. ICF International accompanied these recommendations with suggested implementation strategies.

To evaluate INS's change management needs, ICF International conducted extensive research and compiled information in a multi-phased project. ICF International used this research to develop an action plan that outlines a methodology benchmarked across other federal agencies in transition. ICF International then conducted extensive interviews and focus group sessions at locations around the country to get critical employee feedback and to disseminate information to the field. The result was an action plan that articulated strategies, themes, and recommendations for moving forward by addressing problems/challenges, lessons learned, and best practices associated with change management and restructuring.

National Security Personnel System (NSPS) Implementation Support
U.S. Department of Defense (DoD), Washington Headquarters Services (WHS)

For the Program Executive Office (PEO), ICF International supported the collection, analysis, and documentation of the formal public comments submitted on the proposed enabling regulations for NSPS. Based on this work, the PEO developed a final rule and supporting administrative record that made maximum use of public input and feedback. Additionally, WHS contracted with ICF International to conduct change management training for the transition to NSPS. The training was designed to provide WHS staff with an overview of the new system and to impart the skills necessary for operating in a pay-for-performance environment. Lessons included setting expectations, giving and receiving feedback, and assisting employees through the change process.

Organizational Development and Change Management Services
U.S. Department of Energy (DOE), Chicago Operations Office

ICF International has managed the annual strategic and business planning process for DOE's Chicago Operations Office. ICF International planned the management retreats on critical strategic issues facing the office, facilitated and wrote sections of the business plan, and published the plan for concurrence of the managers. ICF International provided invaluable assistance in identifying the areas of strategic leverage that differentiated the office from other offices and operations at DOE. This helped the office better focus its action plans and initiatives on its strengths. Other activities have included developing and leading team-building workshops to improve roles and relationships between two internal offices and a DOE HQ office. ICF International planned the sessions, interviewed attendees and other stakeholders prior to the workshops, developed the agendas and team-building exercises, facilitated the workshops, and reported on outcomes. The workshops resulted in improved relationships between internal departments and with headquarters clients, and a sustained level of project work for the Office.

Evaluation of the Black Lung Program
U.S. Department of Labor (DOL), Center for Program Planning and Results (CPPR)

ICF International is currently conducting a program evaluation of the DOL Black Lung Program, administered by the Division of Coal Mine Workers' Compensation (DCMWC), which provides important financial and medical benefits to former coal miners who have been disabled by pneumoconiosis— black lung disease, a devastating illness caused by prolonged inhalation of coal mine dust. The purpose of the evaluation is to identify performance measures for the Black Lung program, assess the program's efficiency and effectiveness against those measures, and identify areas for improvement. ICF International's efforts will help improve services provided by the Black Lung program to coal miners and other program beneficiaries (i.e., survivors and dependents), and will help DOL improve its Office of Management and Budget PART assessments.

Rocky Flats Labor Relations and Diversity Organizational and Business Process Assessment
U.S. Department of Energy (DOE), Kaiser-Hill, LLC Rocky Flats Environmental Technology Site (RFETS)

ICF International was contracted to conduct a review of the HR/LR/D functions of the Rocky Flats Environmental Technology Site (RFETS), a U.S. Department of Energy (DOE) site currently under the management of DOE contractor Kaiser-Hill, Inc. (K-H). Based on the outcome of that review, ICF International was asked to make specific recommendations to improve RFETS performance in relation to the challenges created by downsizing and site closure. The goals for the improvement initiative were to: (1) define the current situation of the three key functions, (2) articulate the challenges facing these functions as the site moved closer to closure, (3) identify potential synergies for the three functions, and (4) identify areas of potential leverage for the three functions, particularly focusing on streamlining personnel resources, directly supporting closure activities, and managing staff morale throughout the closure period. Based on the review and the data collected, ICF International developed a comprehensive improvement plan that has served as the basis for practical and effective internal resource planning and as a communication tool for the integration of the HR/LR/D functions.

Outcome Measures for FEMA Public Assistance Program
U.S. Federal Emergency Management Agency (FEMA)

ICF International is assisting FEMA in its efforts to measure its performance and results under its Public Assistance Program, which provides financial assistance to states and communities following disasters. Building on its work supporting FEMA in measuring the customer satisfaction of state and local grant recipients, ICF International is researching and developing a set of options for outcome measures that the agency can use to determine the impact of the Public Assistance program. These measures will be used to report on the agency's performance, both within the Department of Homeland Security and externally as part of the Performance Assessment Rating Tool (PART) process. Based on the research and analysis, the team will submit a report describing at least eight possible program outcome measures, the advantages and limitations of each measure, and the data required to implement these measures.

Management Training on Performance Measurement
U.S. Department of Housing and Urban Development (HUD), Office of Native American Programs (ONAP)

Interested in making improvements to its performance measurement process and PART score, ONAP staff asked ICF International to train its management team in performance measurement. After holding discussions with program staff to determine needs and assess learning objectives, ICF International designed training materials, exercises, and a three-day training course for program staff. The training, structured in part as a facilitated working group, covered the performance measurement requirements imposed on ONAP, with emphasis on PART and the PART process. While in training, ONAP managers reevaluated and rewrote ONAP's performance measurements, explored data requirements and availability, and identified next steps to involve key stakeholders in making changes to improve data collection, analysis, and performance measurement process.

Improving Productivity and Performance Measurement—Training and a Technical Guide for State and Local Housing Programs
U.S. Department of Housing and Urban Development (HUD)

The Office of Community Planning and Development at the U.S. Department of Housing and Urban Development set a goal of improving the production of state and local housing programs that use federal funds, and documenting the outcomes in communities that receive these funds. To assist HUD, ICF International developed and is currently conducting two-day training sessions for state and local agencies on techniques for enhancing program productivity and measuring program outcomes. ICF International tailored the course to focus on methods, tools, and examples that could be used by these types of programs. The training course incorporates extensive participation and is accompanied by a Technical Guide that presents additional tools and case studies about how programs have used these tools and methods. ICF International and HUD involved OMB examiners in the review of materials. The training and guidance materials were recognized in successful PART review as evidence of excellence in program management.

Performance Management Toolkit
U.S. Fire Administration (USFA)

ICF International developed a toolkit to provide guidance to USFA in the continuing design, implementation, and improvement of integrated performance management. The Performance Management Toolkit is a structured approach to organization, program or project planning, evaluation, and diagnosis. In a continuous performance management cycle, organizational resources are allocated to ongoing program activities through the planning process. The program activities use these resources to produce results that are then evaluated in light of the program goals. Diagnosis looks for the underlying reasons and the root causes for the variances found during evaluation. Then the findings are passed onto the planning process so that resources and expectations can be adjusted accordingly. The results can be used to drive internal management as well as provide metrics for the PART.

Team-Building Workshop
Chief of Finance, U.S. Internal Revenue Service (IRS) Customer Account Services Division

ICF International designed and delivered a team-building session for the IRS Chief of Finance in the Customer Account Services division to assist in the integration of 10 additional employees into the organization. This four-hour session was designed to facilitate the integration of the new employees (transferred from another business unit) with an established group of 25 financial/budget employees. To smooth the integration of the two groups, ICF International developed and delivered a team-building workshop that allowed the groups to get to know each other, learn fundamental concepts of team development, identify similarities and differences in work styles, and begin the process of blending work cultures to form a unified team. Participants were exposed to concepts related to communication, collaboration, team development, change management, and merging workplace cultures.

Creativity and Team-Building Workshops
U.S. Internal Revenue Service (IRS) Compliance

ICF International designed and delivered team-building sessions focusing on creativity and innovation to two groups: IRS Compliance Headquarters Analysts, and managers attending the IRS Compliance Leadership Conference. The session conducted for analysts was four hours in length, delivered to an audience of approximately 160 IRS employees. The objective of the session was to provide innovative, creative, "out-of-the-box" approaches designed to motivate, promote, and take headquarters analysts to another level of greater productivity and efficiency in the operation. To encourage creative thinking within the group, ICF International designed an interactive team-building workshop that allowed the group to learn fundamental concepts of the creative process, identify barriers to creativity, and encourage collaboration and cooperation as a unified team.

The second session, delivered at the IRS Compliance Leadership Conference, involved more than 100 managers whose experience level spanned a wide range. Similar in design to the analysts' workshop, the managers' workshop was designed to give participants strategic and creativity tools for approaching the pressures and challenges of the year ahead. Evaluation results from both sessions indicated that participants were thoroughly satisfied with the workshops, the instructor, and the knowledge and insights they gained through their participation.

Customized Training and Program Support: Team-Building and Collaboration as Part of Leadership Development Program
U.S. Securities and Exchange Commission (SEC)

ICF International is supporting SEC in the design and development of a comprehensive Leadership Development Curriculum and Program for supervisors, managers, and executives under the auspices of SEC University. The aim of this project is to develop a core curriculum that will provide the foundation and support necessary for SEC managers to assume leadership positions of increasing responsibility and authority throughout the SEC. As part of this project, ICF International has developed and delivered leadership courses in Leading Teams and Managing Leadership style to Workgroup Performance, as well as seminars in Modeling Collaboration and Motivating Your Employees. SEC and ICF Consultilng collaborated on a series of facilitated sessions discussing virtual work and virtual teams, since an SEC division had just recently incorporated a virtual workforce into its daily operations. SEC wished to capture initial dialogue on the virtual experience to help refine SEC's policy. Topics covered included: how to maintain team cohesion in the new work environment; how to build successful communication among all employees and not forget the virtual worker; and how virtual teams can establish systems that will build trust among all members.

Transition Team-Building Plan
U.S. Department of Housing and Urban Development (HUD), Office of Native American Programs (ONAP)

ICF International developed a Transition Team-Building Plan to aid ONAP staff through a major reorganization. ONAP had developed all reorganization materials and approaches but had not sufficiently involved staff in the transition planning phase of the organizational change. ICF International conducted focus sessions with ONAP staff and interviews with office administrators. We compiled information, identified key challenges, and developed nine key recommendations to deal with the challenges and increase the chances for successful change.