1. Session 1-35 May 2010

2. Definitions Attrition: Change in the numbers, skills, ands competencies in the workforce due to, for example, retirement, promotion, transfer, and career changes within leadership and workforce Critical Knowledge: Knowledge that is fundamental to the business or operational processes of the organization that supports mission delivery and mission success 2

3. Why Is Knowledge Loss A Key Workforce Challenge We Are Facing? Loss of knowledge -- and people with the knowledge -- between agencies and those leaving government is increasing Within government agencies, no integrated process or framework to capture and reuse the workforce’s relevant information, experience, and insight on a consistent and disciplined basis Complicating factors: increasing size and complexity of workload decline in number of professionals in critical workforce subject areas It exists at the leadership level and at the workforce level – it’s multi-generational and still not a priority for most organizations 3

4. What Impact Will Changing Workforce Demographics have on your organization in the next 3-5 years? None 1% Unsure 2% Slight 16% Significant 43% Moderate 38% Source: ASTD/IBM Learning & Changing Workforce Demographics Study 4

5. Knowledge Experience Seniors Middle Managers Juniors People Have Always Transitioned and Left With Their Knowledge Moving from Actual to Desired What’s different about this now and why should we care? We have a “workforce gap” – knowledge required by the workforce is inversely proportional to the age of the workforce – getting better but still a challenge to “move” the knowledge Example  Acquisition Workforce: The average age of the acquisition profession according to a recent NCMA survey is 47 years old There is competition for the remaining scarce resources among many agencies and the private sector We need a deliberate means for learning, capture and transfer of the “experience” of procurement – the “know how” and “know why” of procurement Actual Knowledge Transfer Knowledge Transfer Desired 5

6. One View of KnowledgeFundamental and Underlying Concept 6

7. High Performing, Knowledge Enabled Organizations Sustaining a High Performing Knowledge, Enabled Organization 7

9. Operating faster than the “speed of change” -- new or revised processes meet the rapid pace of change

10. Accelerates the ability to develop and implement processes that are part of business operations

11. Documents, describes, and validates the process and institutionalizes the approach

12. Aligns practice execution with training – what we “know how to do” with “teaching how to do it”8

14. Update and further develop process maps (create a model development baseline) of the HAZUS modeling process

15. Leverage (capture, transfer, and make readily available for reuse) experience and insight from those who not only build HAZUS-MH models, but also who use those models anywhere in the US so that:

16. Model development can be improved