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

2. 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?

3. 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?

4. 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.

5. 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.

6. 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!

7. Linear Processes

8. 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!

9. 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

10. 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.

12. 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

13. 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

14. 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)

15. 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)

16. 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

17. 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

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

19. 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

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

21. 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.

22. 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

23. Stronger Planning = Stronger Grant Management