# Presentation: 323603

## Listening Instructions

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## Instructions for live presentation

- To print the accompanying script
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- Customize slides as needed.
- Refer for Communications Package word document for preparation, meeting, and post meeting checklist and materials.
- Delete this slide before presentation.

## Program and Financial Management Leadership Alignment  Meetings

- _Commerce Business Environment_
- Convergence for Implementation
*The beginning of an evolution*
*Linking Procurement, Program and Finance*

**Notes:**
Supporting script:
The purpose of today’s meeting is to orient and help you prepare for your organization’s transition to the new requisition processing web-based technology.
These people, process and technology changes affect how:
We do requisitioning and accounting;
We review and approve requisitions; and 
We work with their Procurement Offices.
Any questions before I begin? [record them on the easel board, then begin the presentation]

## Terms and acronyms

**System definitions**
**ORSI:** Acronym for “Obligation and Requisition Standard Interface” that connects technology to deliver a procurement and financial processing electronic support environment.
**TIBCO**: The formal name for the ORSI middle ware (software)
**CFS**: Acronym for “Commerce Financial System”
**C.Request**: The web-based requisitioning system
**CSTARS**: Acronym for “Commerce Standard Acquisition and Report Systems”, the current client-server acquisition production system
**CSPS**: Acronym for “Commerce Small Purchase System”, part of CFS, and currently used by Census

**Notes:**
Supporting script:
[Review these terms with the audience.]

## Terms and acronyms (con’t.)

**Process and role definitions**
**Go-live**: The ORSI cutover date when all systems will be connected operationally.
**Deployment**: ORSI preparation activities and launch which include the Go-live date.
**CD435**: the printed commerce form titled “Procurement Request” that is eliminated with ORSI deployment
**Requisitioner**: A person who historically prepared CD435s
**Reviewer/Approver**: A person who historically checked and okayed prepared CD435s.
**Business Broker**: The Procurement representative who works with Program Mangers and  Acquisition Teams.
**Cross-servicing**: The use of another bureau’s Procurement Office and acquisition processing systems and services.

**Notes:**
Supporting script:
[review definitions on slide]
Go-live date for everyone but Census is October 16th.  Census is Oct. 31st.
Eventually, in a next phase the CSTARS will be replaced with a web-based system like C.Request.
We’ll be talking about most of these items during this presentation.

## Agenda

- The big picture
- What are the changes?
- Why these changes?
- Your direct benefits
- How are your Requisitioners impacted?
- How are your Reviewers/Approvers impacted?
- How does working with the Procurement Office change?
- Get ready for October 16th
- How you can help the transition
- Key dates and events

*ORSI technology with common business processes and standardized data take the acquisition business to the next level.*

**Notes:**
Supporting script:
The ORSI project  brings changes to two existing systems -- Commerce Financial System-CFS and CSTARS – and introduces a third system —the web-based C.Request system.  All three systems are now connected through a new communications interface called ORSI.  
These systems are supported with common business processes and data standards across the acquisition life cycle.  This life cycle begins with acquisition planning and ends with the archiving of the completed and closed contract.
ORSI implementation will touch the vast majority of DOC bureau employees.  Anyone who buys a product or service or helps manage the acquisition process to acquire it is touched.
As you can see from the agenda listed on the left side of the slide, we will cover everything from the “the big picture” to the “nuts and bolts” of what [your organization name] needs to do to successfully go-live on October 16th (Census: October 31st)

## The big picture: Commerce Business Environment (CBE) timeline 

- The big picture: Commerce Business Environment (CBE) timeline

- Market Research Web Solutions

- 1999    2000      2001    2002     2003    2004       2005  .......   2/06         3/06      4/06      5/06      6/06    7/06      8/06    9/06       10/06      11/06      12/06      ................               and beyond

- Product Management Support

- BPR & Data Standards  for Requisitioning

*“**Business Brokers for Program Success”*

- C.Request Training

- Systems Solutions Team Support

- BPR & Data Standards for Contract Award & Contract Administration

- FPDS-NG (CSTARS) Training

- Purchase Web-based Contract Mgmt. Solution

- Procurement Action Team Formed

- CSTARS Business Case and Program Managers Plan Developed and Approved

- Enterprise Pilot  Approved

- Pilot Evaluation Completed

- Integrated Acquisition Environment Initiated

- Data Warehouse Planning Completed

- DW versus FPDS-NG Analysis

- Financial Interface Planning Complete

- CBE Business Case Developed and Approved

- NIST Proof of Concept Financial Interface Complete

- Design, Program & Test ORSI

- Integrated Acquisition Environment Deployed (CCR, FPDS-NG,  WDOL, ORCA, EPLS, eSRS, FedReg, FedTeDS)

- Additional Integrated Acquisition Environment Systems Deployed (PPIRS, FBO, etc.)

********* ******Standard business practices***
********* ******Lower purchasing costs***
********* ******Leverage technology ******	******investments***

**6 bureaus with procurement authority**
**9 procurement systems **

***Include all acquisition mgt. functions and processes***
***Single acquisition, Web-based, “portal-like” solution***
***Serves the acquisition stakeholder community***

- Purchase and Implement Web-based Content Management Software

**5 bureaus with procurement authority**
**2 procurement systems **

- Enterprise Acquisition Reporting System (EARS) Built

- ORSI Deployment Readiness Activities

-  ORSI deployed

- Program Interface with Web-based Solution

- Product Management Support

- Design, Program & Test 8 ARs

- Enterprise Acquisition Reporting System (EARS) Build II & III

- Implement Web-based Solution

- Web-based Solution Training

- Implement Common Practice using Model Office

- Change Management, Organizational Alignment & Communication Plan

- IT Security Planning and Documentation, Capital Planning & Governance

- CBS Server Consolidation

-  ORSI Maintenance

-  ORSI Maintenance

- CBE Users Group Support

- CSTARS Users Group Support

- Purchase Web-based Requisition System

- Go-live

**Notes:**
Supporting script:
Let’s briefly review the “big picture” and the ORSI project roots. The go-live red line shows you we have come some distance. 
The timeline tells us that in:
1999: DOC and its bureaus, through a Procurement Action Team, set the direction with the requirement for an enterprise-wide procurement system.
2000-2001: NIST successfully piloted CSTARS, the Procurement Office system to manage purchase requests, solicitations, contract award, and contract administration electronically.
2002: DOC rolled-out CSTARS to all Procurement Offices and laid plans for connecting the financial and acquisition system together.
2003: the business case for a Commerce Business Environment (CBE) was approved. It defined our strategic move to a web-based environment with electronic interfaces to share data across finance and acquisition systems.
2004: DOC purchased the first component of the web-based solution --C.Request.
2005-2006: DOC developed and is implementing the solution (ORSI).
2007 and forward: we will continue to move from older client-server technology to web-based enabling us to reduce system complexity.

## What are the changes?

**Program**
- Web-based C.Request requisition processing
- Standardized data across all bureaus
- Common business processes and practices
- _Electronic_:
- Validation of ACCS in CFS
- Routing for requisition review & approvals
- Requisition approvals
- Attached supporting documents
- Submission to Procurement offices
- Notifications, status checks and updates
**Procurement and Finance**
- CSTARS and CFS enhanced features
- Electronic data transfer with C.Request
- Obligate funds electronically
- Standardized data across all bureaus
- Common business processes and practices for awarding and administering contracts

**Program Managers**

**Finance**

**Procurement Offices**

- ORSI

**Notes:**
Don’t let this chart overwhelm you. It’s the only “techie” chart you’ll see today.
What this chart shows us is that:
People, process and technology are coming together to create new relationships and access to information.
The technology provides electronic support for enabling:
Requisitioners and Procurement Offices to share requisition data and status tracking
CFS and C.Request and CSTARS all “talk” to each other
Workflow enforcement to some extent
[Review left hand side of slide under the heading “Program” then say] Not only are there innovations for Program Managers, but Finance and Procurement Offices are helped as well.
We will be looking at this from a pure business perspective to understand the impacts on your people in just a few minutes.
First, let’s look at why we need to make these rather dramatic changes.

## Why these changes?

- It’s simple -- Fewer resources, increasing acquisition workloads, and shrinking budgets combine with legislative pressure and your demands for higher quality, faster acquisition services.
- These changes will deliver:
- Streamlined acquisition processing. Get to contract award faster!
- Enable strategic sourcing to get better quality at lower prices
- Enable performance and contract management metrics
- Enable proper contract time & delivery management
- Lower transaction costs
- Decrease acquisition processing clerical work
- Increase capacity of Procurement representatives to work in partnership, as Business Brokers, with Program Managers to:
- Improve Acquisition planning
- Reduce requisition “rework”

**Notes:**
Supporting Script:
[Review slide, then say]  It’s easier than using paper for requisitions. Remember three simple benefits:
NO MORE paper shuffles
NO MORE lost CD435’s or supporting documents
NO MORE questions about where your requisition is in the process
Let’s look at the benefits in a little more detail.

## Program Manager benefits

**Increases speed of requisition processing **
- Reduces paper processing
- Electronic selection and instantaneous routing
- Supporting documents assembled and attached electronically
- Electronic approvals for certifying and approving officials
- Electronic requisition “submit” to Procurement Office
**Eliminates rework and increases requisition accuracy**
- Reduces double keying of requisition and obligation document data
- Increases financial accuracy and cleaner data
- Increases early involvement by Procurement to support planning
- Eliminates invalid ACCS codes
- Improves FAR and CAR compliance through common business processes
**Increases ability to manage requisition process**
- Near real-time status action tracking from desk top
- Automated and consistent feedback and updates from Procurement Office
- Increases accuracy and completeness of financial (CBS) and acquisition (CBE) data warehouse reports

**Notes:**
Supporting Script
[Review slide.  Try to give some examples from your own or your organization’s experience to demonstrate the benefits by saying, “If we had C.Request when we did the requisition for ___________ we could have saved ____ amount of time delay”]
Repeat the three key benefits:
NO MORE paper shuffles
NO MORE lost CD435’s or supporting documents
NO MORE questions about where your requisition is in the process

## Finance benefits

- Brings Procurement Offices in line with previous ACCS structure and values defined by Finance
- Increases accuracy and completeness of reports drawn from the Commerce Business System (CBS) data warehouse
- Gives Finance greater control in the Budget and Resource Allocation process
- Standardized values position organization for future Commitment Accounting efforts.

**Notes:**
Supporting script:
[Use this slide if you have Finance folks in your audience]

## The electronic requisition process 

- The electronic requisition process

- Program
- Management

- Budget Liaison

- Budget/Finance

- Legal

- CIO

**3. Electronically routes requisition for internal approvals and funding**

**4. The requisition proceeds electronically, as needed, for external approvals**

**6. Requisitioner uses C.Request “SUBMIT” to transfer the requisition package electronically to the Procurement Office**

**2. Attaches **_**notes and supporting documents**_** to create a requisition package and selects review/approval routing**

**5. Requisitioner uses C.Request COMMIT. CFS confirms valid ACCS, and establishes requisition record. Requisition data is locked.**

**Requisitioner enters requisition data into C.Request**

**Notes:**
Supporting Script:
Here’s the workflow for requisition processing. For two bureaus this is a new process as you are working in a mostly manual environment today.  For two bureaus it is an enhanced electronic environment. For all bureaus, cross-servicing is now available.
-----------------------------------------------------------------------
[Walk through the slide, step-by-step following the stars]. 
-----------------------------------------------------------------------
Requisitioners can attach notes in addition to other documents such as a statement of work and independent government  cost estimate.
Your budget liaison will continue to confirm that requisition ACCS codes are accurate for the acquisition and organization. 
Commit is not commitment accounting. It means validating in CFS that the ACCS is a valid ACCS, establishing requisition information in CFS and locking the requisition data. Currently bureaus are not using the existing commitment accounting functionality.
Therefore, 
Once the completed requisition package is accepted by the Procurement Office, it is processed for solicitation and award using CSTARS.  
Once awarded, the Procurement office “Obligates” the contract using the enhanced CSTARS system.  
Requisitioners are informed of acquisition milestone status achievements through C.Request. 

## What is the difference between processing requisitions today vs. after ORSI Go-live?

| Bureau | Today | ORSI Go-live | Go-live Functionality  |
| --- | --- | --- | --- |
| Census | CSPS | C.Request & CSPS | CSPS: Route, Approve
C.Request: Create, Commit & Submit |
| NIST | CSTARS
(Manual Commit) | C.Request | C.Request: Create, Route, Approve, Commit and Submit Requisitions |
| NOAA | Manual | C.Request | C.Request: Create, Route, Approve, Commit and Submit Requisitions |
| OS | Manual | C.Request | C.Request: Create, Route, Approve, Commit and Submit Requisitions |
| Cross Servicing | Manual | Depends upon receiving bureau | Common data and system allows any bureau to cross service |

**Notes:**
Supporting script:
[Emphasize your own bureau situation]
For Census today 
For simplified acquisitions, Census uses the CSPS system, which is part of the CFS financial system
For contracts, the Census Procurement Office must re-key all requisition data into CSTARS. 
NIST: CSTARS is not a web-based solution; it does not validate the ACCS codes, and can’t be used for cross servicing.
OS and NOAA: Manual means word processing, email and paper driven environment. Everything must be re-keyed into CSTARS by the Procurement Office.

## Requisitioner roles and responsibilities

**Requisitioners must use C.Request on all FY07 requisitions**
- Customers, NOT Procurement, must complete all requisitions
- Paper CD435s will not be accepted by the Procurement office
- Supporting documents should be attached and submitted electronically with the requisition
- Orders against existing contracts can be processed as well
**Requisitioners will speak this standard language**
- A C. Request ***customer requisition ***becomes a CSTARS ***purchase request***.
- A ***requisition package*** is the C.Request requisition plus all supporting documents assembled electronically.
- The ***ACCS ***is the*** ***“Accounting Classifications Code Structure”, the financial codes found on the old CD435.
- To confirm that the ACCS codes are valid within CFS, Requisitioners “***Commit***” in C.Request.
- To send the requisition package to the Procurement Office after it is approved (and the ACCS is validated), Requisitioners will “***Submit” ***in C.Request. *Note:**** ***Budget offices will continue to verify that ACCS codes are accurate for the purchasing organization.

**Notes:**
Supporting script
As we discussed earlier, not all bureaus are going through the same amount of Requisitioner change.
For NIST, the roles and responsibilities listed on this slide and the next are already in place.
For the other bureaus, most of these roles and responsibilities are changes to what they do today.
[Review items on slide]

[Bureaus have other processing impacts which should be discussed here (i.e., NOAA reservation of funds)]

## Requisition Reviewer/Approver impacts

**Reviewers/approvers must use C.Request**
- Receive the requisition package electronically
- C.Request reviewer/approver inboxes contain the work to be done
- Messages to “go look” in the C.Request in-box arrive via bureau email account
**Reviewers/approvers selection lists are maintained in C.Request**
- User profiles contain contact and requisition default information
- Back-ups can be assigned to cover for vacations and other absences
**Reviewers/approvers are selected by Requisitioners**
- Routing can be linear, simultaneous or a combination
- Names can be selected individually or in predefined groups
**Reviewer/approver completion status is tracked automatically**
- No more paper lost on someone’s desk for days
- No more “I didn’t get a copy”
**Reviewers/approvers must attend C.Request training**
- Before they are allowed to use C.Request review/approval function.

***It’s a challenge to change old habits, ***
***especially reliance on paper processing!***

**Notes:**
Supporting script:
[Review each item on the slide]
The take away from here is that no matter what level of the management hierarchy or type of organization people work in, if you  review and approve requisitions today, you will be using C.Request and working electronically after Oct. 16th.  This may be a WHOLE NEW WORLD for you and there is no getting around it.

[Bureaus have other processing impacts which should be discussed here]

Next we will examine the relationship between Program Managers and the Procurement office – the Business Broker role.

## Refreshing the Business Broker role

- Your Business Broker is the Procurement representative who works with Program Managers and  Acquisition Teams
- For example, Business Brokers help plan complex acquisitions before the development of the requisitions.
- Key features:
- A full member of the Acquisition Team
- No more “Berlin wall” between the organizations
- Creates a win-win situation for everyone!

**Notes:**
Supporting script:
Let’s switch gears for a moment to talk about the relationship between the Procurement Office and your job as Requisitioners.
Historically, Program Managers have been left on their own to formulate acquisition plans and requisitions.  The result was a kind of “Berlin Wall” between the two organizations which caused bad feelings, delays and frustrations on both sides.  
The solution to this problem is the “Business Broker” role in which Procurement representatives partner with Program Managers early in the acquisition planning life cycle. [explain the chart at the bottom of the slide]

## Why partner with Procurement for acquisition planning?

- You want:
- Less requisition rework after submission to Procurement because of planning errors, not following regulations, or missing information
- Minimized administrative costs and maximized contract cost avoidance
- Increased consistency and quality of acquisition plans across your program offices
- Informed decision-making by exploring all alternatives and best practices before proceeding

**Notes:**
Supporting script
Why would you want to tear down the wall between procurement and program? 
----------------------------------------------------------------------------------------------
[Review items on the slide]
----------------------------------------------------------------------------------------------
As I said before, this creates a win-win situation for both procurement office and program managers, let’s take a closer look at it.

## Business Broker role – why now?

- ORSI technology enables
- Easier, more consistent communications, information access and sharing
- Frees Procurement staff from clerical work
- Program Managers have found this role delivers promised benefits, especially on large complex acquisitions
- A new common planning process provides a guide to this partnership relationship and work.
- There is increasing need to consolidate small acquisitions through joint analysis and planning creates strategic sourcing opportunities for increasing savings and quality.

**Notes:**
Supporting Script:
We have been talking about the Business Broker role for almost two years.  
Everyone likes the idea, but it hasn’t been easy to implement because we lacked technology and Procurement representatives were overwhelmed with ever increasing administrative workloads.
Now, we have the opportunity to move from concept to reality. Why?  [review items on the slide]

## What your Procurement representative Business Broker will do for you

**Meet with you, at least periodically**, to
- Understand and anticipate your acquisition needs and budget constraints/opportunities
- Identify potential “unanticipated” situations that may require emergency actions
- Acquire the right solution at the right time to solve the problem
**Advise you on contracting vehicle alternatives**
- Increase options before you move develop the requisition
**Coach your people in how to write requirements**
- Give you flexibility and the greatest competitive opportunity for the best value
- Create performance-based services requirements
**Help with complex acquisition needs**,
- Create acquisition milestone plans that are realistic and achievable
- Conduct early market research to increase or target your solution options
**Help you consolidate many small acquisitions** **into larger contracts**
- Take advantage of strategic sourcing opportunities
- Save you money and deliver a better value
**Mitigate frustrations with solid communications and act responsively**
- You and your Procurement representative are on the ‘’same page’ before they receive the requisition
- Work collaboratively to get you the best value and solution.

**Notes:**
Supporting script:
Here are six specific actions your procurement Business Broker should take to work with you. [review items on slide]
In summary, a good Business Broker is like a good real estate agent. He knows the marketplace, the rules and regulations, the trends and cliver ways to financial your purchase, even if it takes a while to find exactly the solution to fit demanding requirements. 
You are the buyer in this partnership.

## Your role in the Business Broker partnership

**Reach out to your Procurement representative****. **
- Don’t wait for them to come to you
- Involve them early in your acquisition planning
- Don’t just throw a requisition over the wall
**Accept your Procurement representative as your agent in the marketplace**
**For your complex acquisitions****,**
- Form an Acquisition Team early, making your Procurement representative, an active, full team member from the start
**Use the BPR & Data Standardization common processes**** as your guide for managing the acquisition process.**
**Once you have a contract, ****ask your Procurement representative to facilitate a contract kick-off meeting**** and together develop a work plan with the contractor, especially when**:
- There are multiple tasks and people involved
- There are performance standards that must be met
- There is more than one deliverable during the performance period
- Schedule is critical
- The CO thinks it’s important to contract success

**Notes:**
Supporting script:
As a buyer, it is your role and responsibility to [review items on the slide].

## Get ready for ORSI Go-live!

**Identify those who can help with training and post go-live support on-the-job**
- Requisitioners especially good at helping others (super users)
- Schedule them for “train-the-trainer” course
**Get end user training completed**
- Both Requisitioners and Reviewers/approvers must be scheduled for training
**Work with your bureau C.Request system administrator**
- Load user profiles with complete information
- Establish a process for maintaining user profiles
- Develop default Reviewer/approver group lists
**Start communicating with your program and project managers**
- Use this presentation content in discussions with managers
- We have communications packages for Requisitioner Supervisors and Requisitioners
**Start working with your Procurement representatives in acquisition planning**
- Schedule a meeting to discuss your next annual acquisition requirements
**Reward those who jump on board, perform well, reinforce processes, and help others**

**Notes:**
Supporting script:
Enough about concepts, it is now time to take action – to prepare your organization for Go-live – October 16th (Census, October 31st)
I want to congratulate those of you who have already begun this preparation work.  For those who have not, here is what you need to do in September.
[review items on this slide and add local contacts for help with the activities as necessary]

## Please contact your bureau ORSI implementation coordinator for training schedules and communications support
Census – Peter Sefton (douglas.p.sefton@census.gov)
NOAA – John Abbott (john.j.abbott@noaa.gov)
OS - Crystal Davis (cdavis2@doc.gov)
NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov) 

ORSI Communications Support Team or ORSI Communications Support.
Tom Cochran (tcochran@doc.gov)
Jerry Rorstrom Lee (jrorstrom@doc.gov) 
Dorine Andrews (dandrews@rwd.com) 
 Web site http://oamweb.osec.doc.gov, click-on ORSI Information  (available October 1, 2006).

- Census – Peter Sefton (_[douglas.p.sefton@census.gov](mailto:douglas.p.sefton@census.gov)_)
- NOAA – John Abbott (_[john.j.abbott@noaa.gov](mailto:john.j.abbott@noaa.gov)_)
- OS - Crystal Davis (_[cdavis2@doc.gov](mailto:cdavis2@doc.gov)_)
- NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov)
- ORSI Communications Support Team or ORSI Communications Support.
- Tom Cochran (tcochran@doc.gov)
- Jerry Rorstrom Lee (jrorstrom@doc.gov)
- Dorine Andrews (dandrews@rwd.com)
-  Web site http://oamweb.osec.doc.gov, click-on _ORSI Information_  _(_available October 1, 2006).

- ORSI information contacts and resources

**Notes:**
Supporting script: 
[customize this slide and add training and communications meeting schedules for your bureau]
Please contact the ORSI implementation coordinator for you bureau to get help with scheduling training.  

## How can  you help the transition?

_**LEGEND**_

**Propensity to Accept**

**Propensity to Reject**

**Neutral or Mixed**

**Immediate acceptors** – love any kind of innovation.  These people are willing to put up with problems and inconvenience.
**Early adopters** – will change as soon as they see personal advantage to advance their position (become a “star”) and make work easier, even if it takes some learning.  However, they can’t deal with bugs and other start-up problems.
**Late adopters** – will change when they see it takes less effort to change than to resist. These are the people who create work arounds until it’s obvious that it is easier to change.
**Skeptics** – will change when everyone else has changed and they can no longer afford to be left out. It will affect their performance reviews, plain and simple.
**Hard core resistors** – will change only when the consequences of not changing are very much more significant than changing (e.g., job loss). Some may even choose not to change.

**Notes:**
Supporting script:
Your role in helping people through these changes cannot be underestimated.  Let’s talk about how people are going to react to the change.
Research clearly tells us (Diffusion of Innovations, 5th Edition by Everett M. Rogers, Everett Rogers, 2003) that with the introduction any major technology or innovation, the speed at which people will adopt change can vary significantly. 
We CANNOT expect most people to be enthusiastic about the change right away.  Even if they don’t like how things work now, it takes less energy to remain the same rather then learning a new way. [Review circle and definitions on the slide] 
Don’t believe me? Think about the introduction of email in your bureau not so many years ago. I bet  you can name people who fall into each adoption rate segment.    
It is critical for you to understand that people are not logical in their reaction to change. Every reaction is an emotional one. Most people interpret change by figuring out how it relates to them personally.  For them to change, most people need to see and experience the personal benefits.
Given these statistics, we can expect only 30-40% of our employees to be willing and able to use this new technology on October 16th.  Your leadership is needed to move everyone but the Hard Core Resistors into the GREEN. You should consider different jobs for hard core resistors.

## How will people react?

**Stage 1: Denial**

**Stage 2: Resistance**

**Stage 4: Acceptance and Commitment**

***They come to accept the change. “Yes, the new way works well, now that I’ve got some experience.”***
*People become excited about the possibilities and the future. They begin working together to accomplish the change vision.*

***“******This is too complicated to learn.”***
*People feel frustrated, angry, or fearful about the change. They feel they have lost control of their work. Performance deteriorates.*

***“******This won’t last. It won’t work.”***
*People feel comfortable, safe, and in control doing things the old way. They are working hard-but often on the wrong things.*

**Stage 3: Bargaining**

***After a while, some want to bargain some of the change away. “I’ll do the data entry, but we don’t really have to route stuff electronically, do we?”***
* **People want to make the change work-on their terms, but don’t have clear answers.*

**Notes:**
Supporting Script:
Let’s learn a little more about how people grow to accept change before we look specifically at what you can do. 
This slide summarizes what we can expect from people with this ORSI implementation.  The vast majority of people can and do move from denial to acceptance of the changes.  
Immediate Adopters Accept and Commit immediately.
Hard Core Resistors never get past denial. 
Some people move through faster than others giving rise to the  different adoption rate segments.
[Review the slide starting with stage 1].
What is important to understand is that YOU, the leader and influencer, can help people move through these stages faster than if they are left alone to struggle by themselves.  
That translates into productivity and cost savings for your organization the faster people move to commitment and acceptance. 
It also makes for a workforce with higher job satisfaction.

## How can you help people?

*Reward new behavior*
*Reaffirm vision and how people have built on that vision*
*Acknowledge what is left behind*
*Develop long term goals, plans & measures*
*Provide on-going information sessions, Q & A mechanisms*
*Integrate technology & processes into daily lives*

**Stage 1: Get Past Denial**

**Stage 2: Overcome Resistance**

**Stage 4: Reinforce Acceptance and Commitment**

**Stage 3: Support Exploration, not bargaining**

*Acknowledge successful past*
*Describe the pain and consequences of not changing*
*Sell the problem, not the solution*
*Link need for change to the future*
*Fully inform, repeatedly, to make change inevitable*

*Give people freedom & direction to explore*
*Give permission to find ways to use the solution, test out options, and build action plans*
*Encourage risk taking, team work and collaboration*
*Make room for other’s ideas *
*Set short term goals and measure achievement*
*Share information about what you know and don’t know*
*Publicize success stories*

*Get people ****engaged**** in ways to solve problems through the solution*
*Keep sharing information about what you know and don’t know*
*Encourage debate, dissent*
*Don’t deny people’s feelings*
*Give people control where you can (e.g., training dates) *
*Create forums for discussion*

**Notes:**
Supporting script:
As an organization leader and influencer, you can take action to help move people through the stages to change acceptance.
[Review items under each stage. Highlight a just a few if you are short of time]
Please keep this slide posted on your office wall or desk and refer to it often from now on!

## Please contact your bureau ORSI implementation coordinator for training schedules and communications support
Census – Peter Sefton (douglas.p.sefton@census.gov)
NOAA – John Abbott (john.j.abbott@noaa.gov)
OS - Crystal Davis (cdavis2@doc.gov)
NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov) 
ORSI Communications Support Team or ORSI Communications Support.
Tom Cochran (tcochran@doc.gov)
Jerry Rorstrom Lee (jrorstrom@doc.gov) 
Dorine Andrews (dandrews@rwd.com) 
 Web site http://oamweb.osec.doc.gov, click-on ORSI Information  (available October 1, 2006).

- Census – Peter Sefton (douglas.p.sefton@census.gov)
- NOAA – John Abbott (john.j.abbott@noaa.gov)
- OS - Crystal Davis (cdavis2@doc.gov)
- NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov)
- ORSI Communications Support Team or ORSI Communications Support.
- Tom Cochran (tcochran@doc.gov)
- Jerry Rorstrom Lee (jrorstrom@doc.gov)
- Dorine Andrews (dandrews@rwd.com)
-  Web site http://oamweb.osec.doc.gov, click-on _ORSI Information_  _(_available October 1, 2006).

- ORSI information contacts and resources

**Notes:**
Supporting script: 
[customize this slide and add training and communications meeting schedules for your bureau]
Once again, please contact your supervisor and/or the ORSI implementation coordinator for you bureau.  

## Thank you!

***Let’s work together to create an environment  where change is welcomed, not resisted!***

**Notes:**
Supporting script:
Now, I’d like to open the meeting up to questions. [Take questions. Board unanswered ones.]

In closing, please take your handouts with you and contact me or the ORSI Communications Support team for assistance.  You  need to get this message out to all Program Managers folks if you want to be ready for go-live.  We can help you do it.