Code 210 Climate Survey Results

1. Code 210 Climate Survey Results January 2014

2. Purpose & Scope • The purpose of the POD MD-715 Climate Survey is to assess the current cultural climate,so that we may continue to cultivate a work environment where everyone has an equal opportunity to contribute to mission success. • The information retrieved from the responses is also intended to help determine current trends, systemic issues and perceptions of the organization. • All employees in POD were offered the opportunity take the survey.

3. Survey Overview • Survey released to workforce in January 2013, with closing date of February 2013 • Consisted of 27 questions in the areas of • Career Advancement/Development Opportunities • Health of Code 210 – Organizational Climate • Frequency and Quality of Communication • ~200 Employees received the survey • 72 employees responded • Data compiled March through May 2013 • Summary level data reviewed for themes, trends, and areas of improvement • Initial ideas to address feedback developed in Fall 2013 • Overall, results showed some similarities to themes from past surveys

4. Career Advancement/Development Opportunities(Questions 1-12) Positives • Approximately 82% Agree/Strongly Agree they are satisfied in their current position • Approximately 93% Agree/Strongly Agree they understand the criteria for career advancement and education requirements. • Approximately 89% Agree/Strongly Agree they receive challenging work assignments that promote growth and development • Approximately 92% Agree/Strongly Agree they understand what is expected of them in performing their job Areas of Improvement: • Approximately 29% of employees feel they do not receive an appropriate level of OJT and guidance • Approximately 30% of employees feel current training is not adequate for growth and development

5. Health of Code 210 – Organizational Climate(Questions 13-18) Positives • Approximately 73% Agree/Strongly Agree they feel valued as a Code 210 employee • Approximately 69% Agree/Strongly Agree that Code 210 organization is inclusive of all employees

6. Health of Code 210 – Organizational Climate(Questions 13-18) Areas of Improvement: • Approximately 30% of employees do not feel Code 210 is open to new ideas • Approximately 30% of employees do not feel comfortable sharing ideas that may represent views that are not currently embraced • Approximately 25% of employees do not feel valued as a Code 210 employee • Approximately 28% of employees do not feel Code 210 is inclusive of all employees

7. Frequency and Quality of Communication(Questions 19-24) (Sampling of write-in comments) Areas of Improvement: Communication • More communications/interactions between management to employees • Communication with Sr. Staff is helpful, but would like boundaries set for distinguishing advisory from mandatory changes • One-on-one communication is open, but group environments are too judgmental

8. Frequency and Quality of Communication(Questions 19-24) (Sampling of write-in comments) Areas of Improvement: Policy/Guidance • Establish handbook/written guidance with how-to guidance for different procurements • Update review and approval matrix to improve efficiency • Improve timeliness of reviews; simultaneous reviews • More examples on 210 website; samples and lessons learned • Better systems/tools for RFP and Contract Development • Need updated E-greenbook, linked to CMM/PRISM • Provide accessible review log

9. Assessment of Feedback • Based on the survey results, four areas were identified as targeted areas for improvement. They are: - Career Development/On-the-Job Training Opportunities - Health of Code 210 Organizational Climate - Frequency and Quality of Communication - Policy/Guidance • Teams comprised of Associates, PMs and Senior Staff established to develop initial ideas to address the above areas

10. Summary of Initial Response Examples of improvement ideas being considered or in process include: • Career Development/On-the-Job Training and Guidance • Consolidated Training Calendar, with more local, focused training in process; “Training Awareness” Campaign; focused surveys to determine training needs • Organizational Climate • Create “New Idea” Forum; provide Shadowing opportunities within Division; establish new Employee Appreciation awards; use social media for sharing of ideas; Brown Bag lunches with D&I discussion topics

11. Summary of Initial Response (cont.) Examples of improvement ideas being considered or in process include: • Communications • More frequent All-Hands discussions; develop meeting “groundrules” to emphasize respectful conversation; designate facilitators for meetings, as check and balance; encourage more mentoring relationships • Policy/Guidance • More templates for common actions; e-Greenbook updates and other clause tools; revise Review and Approval Matrix

12. Next Steps • Solicit inputs from employees on ideas for improvements • Hold focus group sessions with employees to foster discussions, or feedback can be submitted electronically • Information on focus groups/electronic feedback to be disseminated in February • Identify and implement actions • Release follow-up employee surveys to assess progress