Monthly Report #26: Change Management Task Order

The team's Change Management (CM) Lead participated in the Prosci Change Management Certification program from December 14-16, 2021, and received Prosci Change Management certification. The Prosci's CM approach is structured on the ADKAR Model, which is referenced in USAID's ADS 597 Change Management Best Practices Guide and provides a framework for supporting and enabling change at the individual level. The TCMST continued discussions with the Foreign Operations and Strategy Team of the Office of Acquisition and Assistance (OAA) about a possible buy-in to the Task Order. The team has been working on a draft Scope of Work (SOW) that would provide CM services for the implementation of the Acquisition & Assistance (A&A) Strategy with a focus on culture change, informed by the results of a rigorous year-long employee stocktaking exercise following the Agency restructure. The TCMST had biweekly meetings with the project Activity Manager for the Bureau for Development, Democracy, and Innovation (DDI) to share updates regarding current and planned activities with TCMST buy-ins and DDI-wide activities. After receiving feedback on the draft guide of best practices on establishing a hybrid working environment from the Activity Manager, the TCMST submitted a revised draft on December 23, 2021. Changes included expanding the bibliography/list of resources to include helpful newsletters on the future of work and drafting a poster guide of at least five tips for hybrid work meetings that could be easily printed and posted in USAID buildings. The TCMST's work with each of DDI's buy-ins is described below. The Program Office (PO) Client Services Operations (CSO) Team has been working on a CSO Customer Service Team Charter that will be submitted in January 2022. The TCMST met with the Budget Execution Team Lead and CSO Team Lead to discuss developing streamlined Standards of Procedures (SOPs) for selected PO functions and processes. The Innovation, Technology, and Research (ITR) Hub had weekly ITR Check-ins with the Acting Director; Monitoring, Evaluation, and Learning (MEL) Lead; and ITR Executive Assistant to review and plan upcoming ITR CM activities. The TCMST submitted a strengths, weaknesses, opportunities, and threats (SWOT) analysis report to the Acting Director of ITR on December 1, 2021. This report included an overview of the SWOT analysis process and the agenda for the two SWOT analysis workshops in November. The TCMST designed a presentation with a summary of the report for the ITR's All Hands meeting held on December 9, 2021. The TCMST and external Facilitator guided ITR staff through the SWOT analysis process, presented summaries of the four SWOT analyses, and provided staff the opportunity to validate the information. The validation was conducted through Google Polls, which asked if the SWOT for each of the four thematic areas captured the key factors. Google Jamboards were also used to allow staff to provide additional input to the SWOTs. The information gathered from the Polls and Jamboards was integrated into the SWOT analysis report by the Facilitator and is currently under review by the TCMST to be submitted in January 2022. The final SWOT analysis report will identify common themes and key focus areas for ITR, which will inform Activity 2 of ITR's Strategic Planning Process: defining ITR strategic goals and objectives. The TCMST also facilitated feedback sessions for onboarding slide decks, which included providing staff the opportunity to validate the information and provide additional input to the SWOTs. The information gathered from these sessions will be integrated into the SWOT analysis report and will inform Activity 2 of ITR's Strategic Planning Process. The TCMST's activities for December 2021 are summarized in the table below, along with the estimated percentage level of effort (LOE) for each activity. These percentages are intended to represent average time spent on client activities and do not include time spent on overall administrative and management support. Client/OU Key Activities Estimated % LOE for December DDI Coaching 5% PO Draft SOW for development of SOP Interagency Agreement 5% ITR All Hands Meeting presentation facilitation 35% EMD Economics Team Strategic Planning Workshop 50% OAA SOW Development 5% The TCMST will continue to work with DDI's buy-ins to implement the Transformation and Change Management Support Team's activities and provide CM services for the implementation of the Acquisition & Assistance (A&A) Strategy with a focus on culture change.