How it applies to the management of AIVRS Programs McKinsey 7S How it applies to the management of AIVRS Programs

Objectives Types of Assessments and why they are necessary The need for a formal management system Organizational Ecosystem - Linear vs. Circular Philosophy Details of the 7S assessment How to use 7S How do you know where to go is you don’t know where you are?

Types of Assessments and Why Community Needs Assessment SWOT (Strengths, Weaknesses, Opportunities, Threats) SOAR (Strengths, Opportunities, Aspirations, Results) Organizational Assessment (Where is the organization right now?) How can you plan where to go if you don’t know where you are to start?

What is your “formal management system?” Ask the attendee’s what their current “formal” management system is. Explain formal vs informal. Each strand represents a consumer, a staff, a task, the tribal office, RSA, etc. etc.

Organizational Ecosystem Explain how the wires in the previous slide represent all of the components of an ecosystem. They are all needed, you can’t remove any without effecting the whole, and you equally cannot ignore any without effecting the whole.

7S allows us to look at each component of the Ecosystem, as well as the individual parts, so we can balance a macro vs micro view. We want to see the forest, but we also want to see the trees!

Linear Processes

7S allows us to look at each component of the Ecosystem, as well as the individual parts, so we can balance a macro vs micro view. We want to see the forest, but we also want to see the trees!

STRATEGY: the plan devised to maintain and strengthen your grant management Does your program have a Vision? (BHAG) Have you done formalized strategic planning? Have you developed your organizational values? Have you communicated what the Vision/Values are? Was this done within the overall Tribal SP/Goals? Explain what to do depending on the answers you get. If there is an existing and up to date SP, ensure you are integrating it with your program. If there is not an existing SP, can you engage your tribe to help you? If you do not have full tribal support, then you need to engage in SP a. Self-guided process b. Engage a professional

STRUCTURE: the way the organization is structured and who reports to whom Strategic Plan Business Plan Management System Organizational Chart Relationship to Tribal Government Stakeholders (State VR, RSA, etc.) It is important to understand all components of this. How one integrates with Tribal Government is often more important than how they relate to RSA for example.

SYSTEMS: the daily activities and procedures that staff members engage in to get the job done. Financial Case Management Evaluations (People, Program, Department, Organization) Outcome Measures Data Collection Formal Meeting System (Lencioni) Grant Covenant Monitoring

Lencioni Meeting System Daily Check-in - Share daily schedules and activities Weekly Tactical - Review weekly activities and metrics, and resolve tactical obstacles and issues Monthly Strategic - Discuss, analyze, brainstorm and decide upon critical issues affecting long term success Quarterly Off-site Review - Review strategy, competitive landscape, industry trends, key personnel, team development

STAFF: the employees and their general capabilities Formal assessment at time of hire (or time of 7S assessment) “Where are they” Evaluation/Dashboard (Yearly is archaic) Formal Team Development (Teams don’t just happen)

SKILLS: the actual skills and competencies of the employees working for the company Research and develop the core competencies for each and every position Formalized Training Program (to meet core competencies) for each staff Teamwork – Team Development – Individual components of plan Formalized Management System (7S or another program)

STYLE: the style of leadership adopted Identify Culture Leadership identification (People and Styles of Leadership) Leadership Development Program (Create or “buy-in”) Doesn’t have to be exhaustive, just formal. Use your Tribal and Community Leaders Formalize Cultural Activity

SHARED VALUES: these are the core values that are evidenced in the program culture and the general work ethic. The “one-word” test (How would your customers, staff, stakeholders, or Tribe describe you?) Perceived vs Goal Do you have formal Values identified and integrated? Value “gut-check” Integration is KEY! Explain how values have to be integrated Respect Integrity Communication Excellence

How to use the 7S model Integrate with formal meeting system Weekly Monthly Quarterly Annually

Weekly – Meeting Agenda & “7S-Gut Check” Strategy Staffing Systems Skills (Training) Director – Weekly “Quick Review” Also, Director spends half an hour at end of each week doing a

Monthly – The “7S-Checklist” Director sets one-hour aside at the end of the month to complete the formal “7S-Checklist”

Quarterly – Team review of the 7S System Plan a quarterly 2-3 hour staff meeting where you go over all components of the 7S model together.

Annually – Day-long formal assessment Get help with the assessment, bring in outside resources Color Code – Dashboard (Stoplight) Plan of action – Define what success will look like Set Primary goals for each of the 7 areas Set milestones to achieve throughout the year to reach the primary goals Review the past-year’s plan and rate the level of success. Identify potential barriers

Stronger Planning = Stronger Grant Management