SIN 874-1:
Consulting Services

The NAHB Research Center proposes to provide a wide range of Consulting Services to Government clients in almost all areas concerning housing. We have consulted with nearly every Federal agency that owns or manages a housing program. We are committed to the Malcolm Baldrige model for high performance organizations, and have extensive experience in the application of fully integrated management systems in residential program management.

This is supplemented with technical research, energy conservation, environmental analysis, business management, product and market development, product failure analysis, and housing program review and analysis. We offer outstanding capabilities in the following areas:

1. STRATEGIC, BUSINESS AND ACTION PLANNING
   • Assist program managers enhance existing business systems with a formal strategic planning process suitable for the organization's housing mission and objectives.
     
   • Provide detailed environmental scans of the housing trends, technologies and high performance practices as well as anticipated changes to the housing environment.
   • Assist senior managers evaluate the housing environment with a SWOT analysis related to the organization's housing mission.
   • Apply extensive industry experience to help program managers set realistic long term program objectives, short term goals, and related action plans for achieving them.
   • impact of various strategic alternatives on the organization's mission achievement, key performance measures, and success drivers.
   • Provide quantitative cost data for various strategic alternatives, and help integrate cost implications of selected programs with the financial planning system.
   • Develop processes and assist in the deployment of the strategic action plans throughout the organization, progress reporting and performance reviews.
   • Help senior managers define organizational development, workforce competencies necessary to carry out their long range housing mission.

2. SYSTEMS ALIGNMENT
   Assist managers ensure direct linkages between elements of the business management system, i.e., mission, values, strategic plans, performance measures, and personnel reviews, to assure integration between business management activities.

3. CYCLE TIME
   • Define "what a day is worth" to quantify opportunities inherent in cycle time reduction.
   • Conduct process analysis of program procedures that identify management and operational streamlining
   • opportunities.
   • Benchmark cycle time best practices of the housing private sector. Assist program managers adopt high performance practices to their organization.
   • Manage cycle-time demonstration projects that serve as a model for widespread use of high performance work
   • systems and their results.

4. HIGH PERFORMANCE WORK
   • Evaluate the application of the private sector high performance work systems, i.e., lean work force, even flow work, contractor partnering, and phase teams, and assist in the adoption of promising strategies.
   • Study alternative work systems that foster structures for high performance work teams driven by the organizational mission.
   • Study the procedures and process of housing operations and maintenance for government housing and evaluate the performance levels of different organizations.
   • Determine high performance housing installations and document their performance.

5. LEADERSHIP SYSTEMS
   • Assist senior program managers articulate program missions, values, key success drivers and related performance measures.
   • Assist senior managers develop action plans for reinforcing the organization's housing mission throughout the organization.
   • Develop feedback mechanisms to assess leadership effectiveness and use it to improve.
   • Conduct audits/surveys of leadership styles, approaches, and methods at various installations to determine characteristics of the best performing organizations.

6. PERFORMANCE MEASURES AND INDICATORS
   • Assist senior managers identify housing related success drivers and key performance measures that help align the organization toward leadership priorities and mission.
   • Integrate organizational performance measures into performance measures for work teams. Develop personnel evaluations that provide direction, incentives and recognition.

7. PROCESS AND PRODUCTIVITY IMPROVEMENT
   • Assist senior managers adopt systematic improvement methods that engage the all employees to contribute effectively to improving work processes.
   • Assist managers identify strategic operational improvements to improve productivity.
   • Conduct benchmark studies to identify best practices for key business functions and operational activities, and use them to set strategic improvement goals.
   • Identify process and productivity improvements through privatization efforts.

8. ORGANIZATIONAL ASSESSMENTS
   • Conduct business performance reviews based upon the Malcolm Baldrige construction quality assurance assessments.
   • Identify nonconformance to ISO 9000 quality system standards and recommend actions for improvement.
   • Process analysis document work flows, identify non-value adding activities, and make recommendations for improving process performance.
   • Associate surveys to provide feedback on organizational alignment, employee satisfaction, and provide benchmark workforce profiles.

9. PROGRAM AUDITS, AND EVALUATIONS
   • Assess alignment of current housing programs toward leadership priorities, the program mission, strategic objectives and key success drivers.
   • Review housing programs at a headquarters or major command level and compare to similar programs in other agencies.