NHI Template/Asset Management

Planning for Change (avoiding crisis)

NLTAP2013 National MeetingBoise, IDTim Colling, PhD., P.E.Director, Center for Technology & Training

Civil & Environmental Engineering

Chinese symbol for Crisis

Very Reputable John F. Kennedy, Speech in Indianapolis, Indiana (12 April 1959) Condoleezza Rice,2007 middle east peace talks http://www.washingtonpost.com/wp-dyn/content/article/2007/01/18/AR2007011801881.html Not so reputableRichard M. Nixon, - also said I am not a crookAl Gore Nobel Lecture Nobel Lecture, Oslo, 10 December 2007. http://www.nobelprize.org/nobel_prizes/peace/laureates/2007/gore-lecture_en.html Motivational Speakers3

A wise man once said..4

http://www.youtube.com/watch?v=LfvTwv5o1QsThe Odd CoupleSeason 3Episode 19My Strife in CourtFelix becomes lawyer to himself and Oscar after they get charged with ticket scalping.

It stars Tony Randall as Felix Unger and Jack Klugman as Oscar MadisonChange is inevitable, it the crisis that is optional.5What Does A Transition Plan Do?Details how the center will be run in a crisisHow the leadership will be selectedWho the likely candidates are

Details key technical positions

Outlines development necessary for key staff

Part of a larger plan

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What is in a transition plan?Identification of key activities/roles

Identification of key staff to fill roles

Assessment of training / development necessary for staff to fill positions

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Why plan for staff changes???Avoid a skills vacuum

Illness, accident or just life happening

Centers dont usually have a deep bench

What we do is relatively unique

Maintain key skills

Way to insure future for staff who remain

Career path for existing staff

8Our center experienced a retirement, two heart attacks and a cancer diagnosis in about 16 months time. Life happens, and while I have no plans to leave my current job, I have no idea what is around the corner in fact just received a letter from a nigerian prince trying to get some money out of the country and he needs my help.

Typically LTPA centers are thin on management structure. We are a group of doers not typically managers.

Maintain key skills - A good key indicator of an impending crisis, can you or one of your staff be gone for two weeks without everything stopping Banking

A transition plan is about the people who stay, not about the person leaving. We have had several centers change leadership in our university and it is always interesting to see who pops up as being interested in running them. A lot of time the account balances are of interest not the actual center health.

Career path nothing worse than feeling like you are in a dead end job.

Identification of key activities/roles

Identify any role that is critical to service deliverySponsor relationshipsCenter budgeting and management Proposal preparation and funding processesTechnical focus areas Project management for large projectsTeaching core outreach classesIdentify key staff that are responsible for execution of rolesManagement positionsKey technical positionsSpecific administrative functionsHard to get employeesN+1 philosophy

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Role/position that could be everyone in your center

Identification of key staff to fill roles

Plan for internal staff first

Look outside the organization for help / resourcesCultivating new hires (professionals and students)Shifting responsibilities in time of needSimilar units

Plan for hard to find employeesOpen postingsLeverage positions

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Assessment of training / development necessary for staff to fill positionsFormal training PSMJ project managers boot campTechnical training

Informal trainingEngaging more people than necessary to complete a task (job shadow)Take advantage of vacations to try tasks out

Build standard processes and document

11Sponsor relationshipsCenter budgeting and management Proposal preparation and funding processesTechnical focus areas (i.e. structural engineering, pavement management, etc.) Project management for large projectsTeaching core outreach classesSpecific technical support issuesExpanded Growth and Positioning PlanHistory of the organizationStaff resourcesManagement structureOrganizational sustainability (transition plan)Current projects / fundingOpportunities for growthCenter operational concerns

12Benefits Relationship with the department

Clearly communicates intent with staff

Helps keep staff development on track

Helps bring clarity to future staff hiring

Becomes an operational philosophy

Budgeting / garnering more resources

13Sponsor relationshipsCenter budgeting and management Proposal preparation and funding processesTechnical focus areas (i.e. structural engineering, pavement management, etc.) Project management for large projectsTeaching core outreach classesSpecific technical support issues