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Public Sector Change Management Group

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unmute

Remember to

your phone or microphone

when you ask or answer questions

!

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New Leadership Team

Michelle Malloy | Colorado Department of Transportation

Senior Program Manager - Strategy & Change Management Services

719.924.3071

michelle.malloy@state.co.us

Meagan Brown | Colorado Department of Transportation

Organizational Development Specialist

720.250.7229

meagan.ann.brown@gmail.com

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Ensuring that those impacted by change are successful with that change

The Purpose and Direction

Inspire and lead change throughout the world

Learn from each other and build knowledge

An agnostic group of change management professionals

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Your VOICE is very important to the SUCCESS and VALUE of our community!

Participate

Complete the survey

Ask questions

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Agenda | May 2018

Michelle Malloy and Meagan Brown

Warm welcome from CDOT hosts

Nichelle Rogers

Office of Natural Resources Revenue (Federal)- Continuous Improvement

Carl Greer

Washington Department of Transportation- Change Journey

Open Forum

All Participants

Closing

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Continuous Improvement at Office of Natural Resources Revenue (ONRR)

Presented by

Nichelle Rogers

Supervisor, Communication and Change Management

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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Today’s Discussion

About ONRR
ONRR’s Change Journey
Overview of ONRR’s Continuous Improvement efforts
Challenges
Successes
Questions & Answers

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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About ONRR

2^nd or 3^rd largest non-tax revenue generator each year for the United States
Revenues generated from production & sale of oil, gas, & other natural resources

~600-650 employees in six locations
Accountants, Auditors, Minerals Revenue Specialists, Program Analysts, Petroleum Engineers and more!

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

The Office of Natural Resources Revenue is a smaller agency within the Department of Interior with a huge national impact. We are like the IRS of oil, gas, and other natural resources produced in the United States. We were also the lead US Representative in the United States Extractive Industries Transparency Initiative created under former President Obama, which is a global initiative to bring transparency into resources in many of the producing nations. Although the initiative has changed a little, we are still working on data transparency with other nations.

The beneficiaries of disbursements in 2017 included:

U.S. Taxpayers — $2.51 Billion: Funding various government functions and programs through the General Fund of the U.S. Treasury.
States — $ 1.44 Billion: Providing funding for local schools, roads, libraries, public buildings, and general operations, as the States deem necessary. For Colorado: 50% of revenues go to the state – including to our roads.
Western Water Users — $1.14 Billion: U.S. Bureau of Reclamation’s water resource development and maintenance work in the western United States.
Conservation and Recreation Programs — $959 Million: Used as a resource for Federal, State, and local governments to help acquire, develop, and improve outdoor recreation areas.
American Indian Tribes and Indian Mineral Owners — $676 Million: Monies collected from mineral leases on Indian lands are distributed regularly to tribal governments or IIMOs. These funds provide direct and tangible benefits to thousands within the American Indian community, often as a major source of primary income.
Preservation — $150 Million: “Seed money” to preserve and protect our Nation’s irreplaceable heritage for current and future generations. This fund is administered to help save the historic buildings, neighborhoods, and landscapes that form our communities and enrich our lives.
Other Funds — $234 Million: Includes funds directed back to federal agencies that administer these lands to help cover operational costs.

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ONRR’s Change Journey

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Management Vision

+ �Employee Engagement

Major Reorganization

Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

At a high-level, ONRR’s Change Journey looks like this: In 2010, the tragedy of the Deepwater Horizon event in the Gulf of Mexico led to the separation of the Minerals Management Service. ONRR’s continuous improvement efforts kicked off in 2010 as part of a major reorganization. The reorg provided ONRR an opportunity to conduct a top-to-bottom review to improve the management and oversight of revenue collection and disbursement activities for the Department of Interior. Based on management’s vision of the future and engagement with employees, we established our first steps in the direction of continuous improvement by securing our mission and vision. In 2015, as we celebrated 5 years, we further solidified our culture by defining organizational values as employees saw the organization or wanted to see the organization’s culture.

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ONRR’s Change Journey

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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ONRR’s Strategic Framework

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Maximize workforce effectiveness and create a fulfilling, diverse, and inclusive environment where high-performing people want to work

Target and deploy tools and support that enhance efficient and effective delivery of the mission

Align and efficiently utilize existing resources and secure appropriate additional resources

Improve effectiveness of relationships with states, tribes, Indian mineral owners, agencies and the public

Strengthen management practices to achieve effective performance

Integrate and execute core business processes to manage revenues and ensure and enforce compliance

Strategic Outcomes

The public trusts ONRR's professionalism, integrity, efficiency, and quality

Companies timely comply with laws, regulations, and lease terms and pay every dollar due

States, Tribes, Indian mineral owners, U.S. Treasury, and other entities receive timely and accurate revenues and data

Strategic Objectives

For the benefit of all Americans, ONRR collects, accounts for, and verifies natural resource and energy revenues due to States, American Indians, and the U.S. Treasury.

Core �Mission

Maximize collaboration, communication, and integration

Manage risk and ensure internal controls

Vision

Excellence in natural resources revenue management

Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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Organizational Values

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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Continuous Improvement Overview

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

For the past several years, the concept of change management was most closely related to our continuous improvement process and being there for special initiatives like Strategic Review Teams and Implementation Work Groups. Employee ideas would come to us through various sources and we would work with employees to either strengthen their ideas or move them forward to the boards responsible for discussion. If the boards agreed to set aside resources for the idea, a Strategic Review Team or Implementation Work Group would be created to work for 3 months to a year. Change management would be involved while groups were working to help keep track of any recommendations, provide historical reference, or offer guidance on how to take action. The communication to employees and management, or even across teams, would help facilitate collaboration and knowledge sharing throughout the process.

We institutionalized our employee-driven continuous improvement process by implementing semi-annual prioritization discussions, requesting regular employee input, and integrating recommendations into day-to-day mission work. ONRR exists in a dynamic environment and its activities continuously evolve in response to Congressional mandates and industry changes. Since its formation, energy legislation and the energy industry have undergone significant changes. Yet ONRR has consistently adapted to these changes while also looking for innovative improvements and operational efficiencies to best pursue its mission and serve the American people. To remain aligned with changes, ONRR regularly revisits Strategic outcomes, objectives, goals, and priority initiatives.

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Challenges

Mission Versus Special Projects

Maintain critical mission work while finding time/resources for innovation & change

Putting People First – chicken or the egg?

Change efforts often begin with process or technology

Metrics

What defines success?
What baseline data exists or is needed?

Communication

Consistent messaging of the who, what, how, when, and, most importantly, why

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

A strategic prioritization meeting twice a year helps ONRR management make decisions about available resources and time for adding new projects.

Involving a change management team in continuous improvement helps keep the human side present.

Overcoming the challenge:

Mission versus special projects – create ties from a special project to how it supports the mission work. Show its value. Learning to say no.

Putting People First – many times projects start with the technology or process because a regulation changed or system is outdate. We started linking survey results, focus group, recommendations from special project teams, and listening sessions to the need for a new product/service. Looking for the employee need to support the process/system needs.

Metrics – continues to be a struggle. Try to keep it as part of regular conversation for awareness. We typically have the generic outcomes “create efficiency”, “improves processes”, etc., but have no real metrics to prove those statements.

Communication – internal comms office responsible for ensuring messaging shared at three levels: All employees, managers/supervisors, senior management.

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Successes

Strategic Review Teams & Implementation Work Groups

Since 2010, 5 SRTs and over 20 IWGs

Creation of Continuous Improvement Manager Role

Sponsor and champion for special initiatives & innovation
Visual “owner” of continuous improvement

Employees Generating Ideas

From Leadership Development Programs
Listening Sessions
Leadership Workshops
Surveys

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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Project Management

Partnership

Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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Questions & Answers

Contact Me!

Nichelle Rogers

Communication & Change Management, Supervisor

nichelle.rogers@onrr.gov

303-231-3755

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To learn more about ONRR, check out www.onrr.gov.

To learn more about the Department of Interior, check out www.doi.gov.

Industry Compliance

Accurate Revenues & Data

Professionalism & Integrity

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CARL GREER�WSDOT ORGANIZATIONAL CHANGE MANAGEMENT MANAGER

May 21, 2018

PUBLIC SECTOR OCM

COMMUNITY OF PRACTICE

WSDOT’S CHANGE MANAGEMENT JOURNEY

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CONTENTS

Who is WSDOT
Before Organizational Change Management (OCM) Implementation
Leadership Engagement
Making Change Stick
Q&A

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WSDOT is 6,800 employees that span six regions and operates the nation’s largest marine highway system, Washington State Ferries.

WHO IS WSDOT

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Our OCM Team

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Employees experiencing change fatigue due to request from agencies, legislatures and citizens of Washington.

BEFORE IMPLEMENTING OCM

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BEFORE IMPLEMENTING OCM

Communicating change to staff was through e-mail, high level meetings�or Quick notices with limited opportunity to provide feedback.

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BEFORE IMPLEMENTING OCM

Staff felt they were having changes forced on them without adequate�opportunities to provide input.

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LEADERSHIP ENGAGEMENT

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LEADERSHIP ENGAGEMENT

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LEADERSHIP ENGAGEMENT

WIIFM for the Organization

vs.

WIIFM �for the impacted stakeholders

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MAKING CHANGE STICK

Scalable framework with flexible components and activities
Prosci’s ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) model for managing change includes:

Tools to perform organizational analysis
Templates that can be customized to an organizational culture to better aid in the process of change

Prosci was reviewed and approved as a Registered Education Provider of training by the Project Management Institute (PMI)

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MAKING CHANGE STICK

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MAKING CHANGE STICK

Building trust and credibility�role/job is to walk a mile in their shoes.

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MAKING CHANGE STICK

Implement methods for affected stakeholders�to ask questions or give feedback.

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MAKING CHANGE STICK

Before Implementation �3 certified Practitioners

Minimal agency support

After Implementation �12 certified Practitioners

Senior leadership support

OCM Trainings for staff

OCM Trainings for Managers/Supervisors�Agency projects requiring OCM Plans�Change Management used for:

IT projects
agency reorganizations
culture change

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CONTACT INFORMATION

Carl Greer

WSDOT OCM Manager

Greerc@wsdot.wa.gov

Work: (360) 705-7574

Cell: (360) 522-6512

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OPEN FORUM

Michelle Malloy | CDOT

Lead Strategy & Change Manager

719.924.3071

michelle.malloy@state.co.us

Meagan Brown | CDOT

Organizational Development Specialist

720.250.7229

meagan.ann.brown@gmail.com

Nichelle Rogers | ONRR

Communication & Change Management, Supervisor

303-231-3755

nichelle.rogers@onrr.gov

Carl Greer | WSDOT

WSDOT OCM Manager

Work: (360) 705-7574

Cell: (360) 522-6512

Greerc@wsdot.wa.gov

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Name Ideas for our Community

The Change Makers
The Change Commons
iChange Group
The Game Changers
Benefits Realized Community of Practice
The Change Loop
Professional Change Makers
Other?

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If you are interested in presenting, giving feedback, or asking questions, please contact us. We look forward to hearing form you!

Thank you!

Meagan Brown | CDOT

720.250.7229

meagan.ann.brown@gmail.com

Michelle Malloy | CDOT

719.924.3071

michelle.malloy@state.co.us