Monthly Report 20: Proposed Scope of Work for July-November 2021

A follow-on Modification #6 was drafted to extend the Task Order period of performance from October 15, 2021, to October 14, 2022, and increase the obligated amount by $657,000 to a total amount of $2,657,000. The Modification is expected to be fully executed by the end of July 2021. The TCMST conducted consultations with buy-in points of contact (POCs) between June 22 and June 28, 2021, to discuss potential change management (CM) interventions that the TCMST could implement during the next five months. The consultations resulted in the identification of three key areas for CM support: the Culture and Change Management Committee (CCMC), the Program Office (PO), and the Innovation, Technology, and Research Hub (ITR). The TCMST consists of a core team of three individuals: a Change Management Lead, a Senior Change Management Specialist, and a Change Management Associate. The team is organized to be flexible and responsive, and will draw from a pool of highly qualified consultants to provide short-term technical assistance (STTA) as needed. The proposed scopes of work (SOWs) for the TCMST's consultations with the CCMC, PO, and ITR are as follows: A. Culture and Change Management Committee (CCMC) The TCMST met with the CCMC Leads to discuss areas of anticipated change management support. The CM interventions listed below focus on the strategic level to optimize results for the DDI Bureau. The TCMST will attend regular CCMC meetings to ensure effective collaboration between CCMC and TCMST. 1. Leadership support a. DDI AA CM support b. DDI DAA CM support c. Director-level support i. Provide guidance to individual Directors regarding how to address pulse check results. ii. Attend bi-weekly OU leadership meetings to gain a better understanding of their needs for more targeted CM interventions and identify opportunities for knowledge sharing across OUs. iii. Hold office hours for Directors/supervisors for CM support. iv. Provide CM training for supervisors/team leads. v. Provide group coaching around CM-related topics. 2. DDI pulse check a. Review and provide feedback on draft survey questions. b. Provide guidance regarding the implementation of recommendations. Main POCs: Mindy Covington, Cynthia Gill, Ajit Joshi B. Program Office (PO) The TCMST met with the Acting Director to discuss areas of anticipated change management support. The following CM interventions were identified: 1. Facilitate the establishment of the PO Task Force a. Summarize the data generated during the PO retreat and facilitate the development of a Task Force action plan. b. Work with the leadership team to specify how the Task Force can be used to promote cohesion within the PO, with a special focus on promoting staff buy-in (e.g. a clear communication plan to raise Task Force awareness and engage staff). 2. Leadership coaching focusing on CM-related topics. 3. Preparation for leadership transition to a new PO director, if/when assigned: a. Provide ideas and feedback on how to best prepare and manage the transition process and set up the new director to become an effective sponsor/leader. b. Share TCMST resources related to PO CM interventions that could be shared with the new director to describe the PO's CM progress to date. c. Meet with the new director (when onboarded) to assess their CM needs for more targeted support. 4. Individual PO Team support - the TCMST will work with the Team Leads to determine their needs and the type of CM support the TCMST could provide. All proposed CM interventions will be cleared with the DAA and Acting Director. Main POCs: Tanya Dalton (Acting Director), Laura Schulz (DAA) C. Innovation, Technology, and Research Hub (ITR) 1. Task Force support a. Review the Task Force action plan to ensure that the focus area of Hub internal communication is addressed in a way that optimizes results. More specifically, support the development of an effective communications strategy to ensure that ITR communicates as one voice, including specifying Hub-wide audi