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ebb associates inc has established and maintained a superior reputation for quality services in support of numerous Navy contracts. We have both depth and breadth of knowledge based on the expertise and experience of our staff. Our employees exemplify integrity, professionalism, competence, and dedication to excellence. We focus on the needs of the customer, which are usually best served by continuing to employ people who have long time experience with the Navy and who have a thorough understanding of their customers.
Who is ebb associates? ebb associates inc is a small company located at 1064 West Ocean View Avenue, Norfok, Virginia. We currently have a limited number of full time staff and build our strength and dependability with a cadre of 33 consultants and subcontractors who are located around the country. Subcontractors and consultants give us the flexibility to provide the exact mix of skills and abilities to match the needs required by our clients, without incurring the overhead with full time employees.
Every Navy Command has unique needs that deserve a unique solution—one that’s tailored for the best results. ebb associates provides those tailored solutions. We specialize in the unspecialized, developing management, organizational, and business solutions to help Navy organizations reach success in the twenty-first century. The firm has served Fortune 500 and publicly funded organizations for 30 years.
These individuals represent a wide range of expertise and experience. We present you with the following highly capable, energetic, experienced team to provide training and workshop support services. We have all worked together in various capacities over the past 25 years and are all committed to quality, timeliness, and results.
ebb associates is small and therefore we do not have the breadth of most large companies. What we lack in breadth, however, we more than excel in depth. Let us explain. The majority of the work in the SeaPort activities is produced within 21 of the 22 Functional Areas, excluding 3.18, which is where our expertise lies. This is also where the majority of our work during the past 30 years with the Navy surpasses most others. We also have personnel who have dozens of years of experience providing related program management and functional and administrative support to Navy Commands. All three of these functional areas are related and overlap each other.
Many of our professionals have expertise in two (2) of the three (3) Functional Areas in which we are proposing.
Our employees have supported the Navy in several Commands and in a variety of capacities within our areas of expertise: Training, Program Management, and Functional and Administrative support.
Perhaps the best way to demonstrate our expertise and involvement with the Navy is to list our employees and a few of their past Navy and Related Experience. This table presents a comprehensive, yet succinct list of the many roles we have played in support of the Navy.
We demonstrate our depth and breadth in this table. It shows the depth of expertise each of our professionals have in each of the three functional areas we propose. It also displays the breadth of experience we have across Navy.
Individual Depth of Expertise and Breadth of Navy Service
Proposed Employee |
Functional Expertise |
Primary |
Secondary |
Elaine Biech |
3.18.2 |
3.21.2 |
ONR: Primary designer and implementer of ONR’s Capital Management Strategy, ultimately Talent Management: conceived Academy of Learning and Mentor Protégé Program, support IDP process, wrote Career Development Handbook, Mentor Guide, and Virtual Employee Guide; Designed Hiring Practices Report, implemented rotational assignment effort, developed exit interview process, supported organizational assessment, designing peer recognition program and Supervisory/ Management Development Program, Initiated Career Development Day. Envisioned, designed, and implemented Virtual Employee Program. Currently creating 360 Degree Feedback Program for Senior Leaders. Developed and manage Talent Management Website, facilitate Talent Management Board and support Talent Manager and senior leaders. Facilitating reengineering Contracting Process. Designing Employee Engagement Process. Conduct team building. Facilitated four functional ONR/NRL assessment teams that resulted in data-based, business case recommendations. Researched “How Top Organizations Retain Employees,” and created tools such as “101 Ways to Reward Employees at ONR.” Designed “Conducting More Effective Meetings at ONR” and customized business strategic planning process for ONR. Provide executive coaching,
NAVAIR Naval Aviation Center for Rotocraft Advancement: Created strategic direction, designed (with the team) organizational structure, established communication norms and direction, defined and delineated roles and responsibilities.
NAVAIR: Conducted Commander’s off sites for three 3-Star Admirals. Continue to facilitate and design training for teams and coach leaders. Conduct Team Building.
NMCI/PEO-IT: Conducted strategic planning, con-ops planning sessions, and teambuilding interventions.
NADEP, Norfolk, Cherry Point, Jacksonville, North Island: Facilitated skills training for NADEP employees, as well as team building sessions for the NADEP training organization and PMA-F Naval Air Systems Command Detachment.
NSC/Pearl: Facilitated senior management team. Provided visionary leadership for culture change. Conducted team building and process improvement training for 500 NSC employees.
ASTD: (ASTD is the International Professional Training Association) Designed five certificate training programs: Provides training design evaluation and advice to corporations on behalf of ASTD.
Author of over 50 published books on leadership, management, communication, training, change management, creativity, coaching, and others.
Thought Leader designation by the training profession.
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Dan Greene |
3.18 |
3.21.2 |
ONR: Supported the Human Capital Strategy, facilitated teams, developed and delivered training. Created process improvement training activities.
NAVAIR: Designed the participant and trainer’s materials for Team Training program provided to 2000 people. Conducted needs assessment and interviews; Project manager, facilitator, coordinator for ten facilitators. Lead on data gathering. Facilitated leadership and second level IPT’s; goal/role setting.
Naval Air Station Oceana: Consulted with the commanding officer; facilitator for his executive team. Conducted strategic planning, goal development. Facilitated action planning to increase customer responsiveness.
NSC/Pearl: Facilitated senior management team. Provided visionary leadership for culture change. Designed and conducted team building and process improvement training for 500 NSC employees.
Marine Corps, Quantico: Provided training and led a series of decision making meetings around the topics of leadership and process improvement.
Commander Surface Force: Designed/facilitated process improvement training. Consulted on project management. Designed/facilitated Admiral’s Executive Steering Council team building session.
Supervisory of Shipbuilding: Coached two commanding officers’ executive teams. Focused on leading culture change. Designed/conducted team skills training for 350 people. Conducted organization-wide quality readiness survey with a 98.5% return rate.
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Margaret Hutchison |
3.21.2 |
3.18 |
ONR: Designed First Personnel Demonstration Project. Support and develop various aspects of Talent Management Program: Leadership Development Program, facilitated Talent Management Board, responsible for e-IDP process and training Command. Lead organizational assessment and analysis effort. Designed, created, and reconciled top management reports among multiple data bases (OWMIS, DCPDS, HR, AOs, FM, etc.)
Defense Civilian Personnel Management Service: Developed and implemented all plans related to development, testing, training, deployment, and system operation and sustainment of DoD’s modern DCPDS.
NAVAIR: Initiated and successfully implemented 5-year plan for comprehensive restructuring of Corporate Operations.
DFAS: Responsible for planning, programming, budgeting, administering and evaluating corporate-wide DFAS training and development policy and programs that included: career development, executive and management development, career learning centers, certification, interns, and others.
SSP: Lead Organizational Development effort. Advise senior leadership to implement strategic plan including roll-out of goals and development of business operating plans. Support implementation of NSPS. Design of Human Capital Strategy (workforce planning, job design, succession planning, performance management, rewards). Developed career development handbook. Implemented a learning management system. |
Kathleen Talton |
3.20 |
3.21 |
H-46 Helicopter, Havelock, NC: Program Manager for Precise Systems; managed contracts, provided program management, acquisition, and operations support, coordinated budget for submission to Congress.
Presidential Helicopters Program: Program Manager for Precise Systems, managed $42 million dollar “cost plus fixed fee” contract to provide 66 man-years of effort including subcontractors, acquisition, IT, information assurance, instrumental in initial planning and start-up, developed budgets, spend plans, and other financial documents, developed team processes, briefings, and procurement packages. Managed all aspects of planning, coordinating, staffing, organizing, and controlling.
Trident Missile Program: Program Analyst for Systems Planning and Analysis, developed procurement documentation, contract incentives for prime contractors, and SOWs.
DFAS Chief Learning Officer: Developed, coordinated, and managed training and development programs for agency, including executive development, professional development, certification, entry level intern programs, and financial management.
NAVAIR: Deputy Program Manager IPT Leader for Advanced Mission Computer and Displays Program, an ACAT II program.
NAVAIR: BFM for Naval Aviation Executive Institute. |
Theodore Mitchell |
3.20 |
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NAVAIR An/AyK-14 IPT: Served as team lead, developed product delivery schedules to meet both foreign and domestic customer requirements; managed purchases in excess of $50 million.
NAVAIR AMC&D Deputy IPT: Planning and development efforts of ACAT II; Create, problem solve, organize, and managed a diverse team that successfully achieved Milestone I/II. Establish program definition, budget, contract requirements, and eam structure; managed a $230 million development program.
NAVAIR AMC&D Program Management: Managed production and maintenance of 2 Advanced Mission Computer and Displays subsystems. Responsible for on-time delivery, coordinated engineering, reliability and maintainability, logistics, and contracting efforts to meet program goals and objectives. Developed SOW and contractor data requirements list packages. Develop and maintain production hardware delivery schedules. Coordinate and maintain AMC&D DoD Information Technology Portfolio Repository DoN Registration Information. |
Renee Yuengling |
3.21.2 |
3.18.2 |
NPS: Adjunct Faculty, Naval Postgraduate School, teach diversity leadership session of the Naval Corporate Business Course at.
Defense Equal Opportunity Management Institute, DoD: Project Manager, subject matter expert, technical support, and senior level facilitation for the redesign of the Senior Executive Equal Opportunity Seminar.
Secretary of the Navy (M&RA): Provides subject matter expertise and technical support for the development of the DoN diversity initiative. Recommendations include strategic alignment with the human capital strategy, statistical, policy and climate analysis, development of the business case and metrics, support for the Navy-wide communications strategy, training of the ASN’s staff, and a program evaluation strategy.
ONR: Consulted to the leadership team in the development of a strategic plan that provided focus and direction for an integrated management team.
Navy Office of Civilian Human Resources (OHCR): Technical Lead, HR Transformation to develop HR professionals as strategic, consultative partners to their business and military counterparts, included a comprehensive change management strategy to include both military and civilian stakeholders, competency modeling, and gap closure strategies, blended solutions for training, performance management support, and accountability metrics. |
Halelly Azulay |
3.18.2 |
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ONR: Provided Organizational advice and support. Designed and conducted training in these areas: feedback, career planning, emotional intelligence, goal setting, supervision skills, MBTI and influence, creativity and innovation, interviewing skills, time management, team development, and presentation skills. Coached mid-level managers.
Expansive experience with other organizations outside Navy such as NASD, Associated Press, Food and Drug Administration, Dept of Commerce, HHS, Nuclear Regulatory Commission, and others. |
Lorraine Kohart |
3.21.1 |
3.18 |
ONR: Research, design, develop training in communication, process improvement, disseminates information, communication plans, develop materials for teams, and
support team efforts.
First Landing Chapel, Fort Story: Training Coordinator. Trained teachers. Led process improvement. Liaison between congregation and off-site priest. Coordinated schedules, volunteers, student and school activities, outreach, and communication. |
Much of our work has been with teams. Teams rarely start off great. They learn to be great. And that is what team building can do. Good teamwork gets results. Organizations find that teams can be more responsive to the changing needs of the workplace. Teams can be closer to the customer’s needs, more informed about advanced technology, and faster to respond than traditional hierarchies. A team working together has more and better input than individuals. If everyone that works in the process is involved, it is less likely that steps will be missed. This results in better decisions, improved communication, and higher quality output. Team members of a high-performing team generally report a sense of personal satisfaction. In the end, a high-performing team can accomplish more together than all the individuals can apart.
ebb associates has developed a model often characteristic of high performing teams. We call them the building blocks of teamwork and have introduced them to several Navy teams. ebb associates has been long considered one of the premier team building consulting firms in the United States. In the 1990s the Wisconsin State Department of Natural Resources identified ebb associates as its official team builder. We have provided team building at all levels of organizations and to all types and sizes of organizations.
ebb associates is made up of a unique mix of training and program support professionals. This has served us well in the past as they support each others’ needs. Our training professionals are well versed in building teams to maximize their results. Our founder, has written two books about teamwork and a third will be published in 2011. Our program support professionals frequently work with teams that are less productive and efficient than they should be (sometimes dysfunctional!).
ebb associates professionals have extensive programmatic experience in new program start-ups such as: the Navy’s Advanced Mission Computer and Display (AMC&D), an Acquisition Category (ACAT) II program; the Navy and Marine Corps Presidential Helicopters Program, ACAT ID; H-46 Helicopter Program. These programs and the technology they represent cover the requirements spectrum of systems design, development, fabrication, production, test and evaluation, operations and support. Our professionals have also supported a number of Abbreviated Acquisition Programs (AAPs) and non-ACAT programs.
Our professionals have been Government Program Managers and/or Deputy Program Managers of ACAT I, II, III, and IV programs. Our experience spans all phases of acquisition from concept refinement and Initial Operational Capability (IOC) to Full Operational Capability (FOC) and operations and support. Our professionals provide Overall Program Management and Support to the Business Operations Department
Our professionals have provided acquisition and program management support to several programs to include Navy and Marine Corps headquarters offices and Systems Command programs. We have played an integral role in providing program management and support to DoN business operations that require the full range of acquisition strategy, program scheduling, cost planning, and milestone achievement. Our Program Management specialists developed the milestone documentation for major acquisition program milestone decisions including Acquisition Strategy, Systems Engineering Plan, Acquisition Plan, Risk Management Plan, Capabilities Production Document (CPD), and the Integrated Support Plan (ISP). We assist in the milestone to include support for Overarching IPT and Defense Acquisition Board (DAB) meetings. We will draw upon these experiences in providing the best possible solutions for all future Navy customers. Our professionals have prepared high-visibility briefings for the Assistant Secretary of the Navy, the White House Military Office, the White House Deputy Chief of Staff, Department of Defense, and Congress.
Our proposed personnel developed program charters and organizational structure prior to PMA-274’s establishment. They drafted the first program operating guide, produced communication plans, developed IPT charters, created organizational charts, and established the first set of organizational processes used by PMA-274. They have provided program support directly at all levels of the DoN as well as day-to-day solutions using processes that ensure cost, schedule, and scope baselines are managed effectively. We track top issues, develop action plans, establish metrics, and identify and track procurement milestones for DoN Program Offices and Managers.
Our professionals have experience and great understanding of the POM process. In our role as part of the Requirements Officer team of the OPNAV staff, we worked with the user community and the acquisition communities to identify, define, clarify, negotiate, and modify requirements that affect the POM process. At the Navy and Marine Corps Program Office level, we helped analyze and raise acquisition, budget and operational issues that feed into the POM process – providing documentation at each level of the issues, considerations, and alternatives considered by the DoN chain-of-command.
It is not a secret that all U.S. organizations are on the verge of a shortage of experienced leaders. We believe it is a part of our role to coach and develop our clients’ future leaders.
A critical component and a stated goal of the DoN is ongoing development of civilian leadership skills. ebb associates has experience in development of leadership training programs, designed to increase leadership competencies for both supervisory and managerial positions. In fact, ebb associates designed and developed the certificate program “Designing Leadership Development Programs” for the American Society for Training and Development (ASTD). Leadership development must address foundation competencies as well as higher level competencies such as the development of strategic vision, innovative thinking, risk identification and management, situational leadership, leading change, conflict management, and building diverse teams.
Working in accordance with the principles of a learning organization, ebb associates leadership development programs are tied to the needs of the organization as well as the individual. We evaluate existing programs, training and skill sets to identify performance gaps, and perform needs assessments prior to the development of any program or training. Our leadership development programs are designed to be used in conjunction with existing DoN programs and directives.
Of importance to all Navy Commands is the concept of leading a diverse workforce and all ebb associate leadership development programs reflect an understanding of the changed demographics and the leadership challenges that change has created. For example, we have developed a leadership module for use in high technology firms to provide support to seasoned leaders in the area of leading young scientists and technicians who may have radically different understandings of the concepts of teamwork, power, the work contract, and the work ethic.
Leadership is a matter of how to be, not how to do. We spend most of our lives mastering how to do things, but in the end it is the quality and character of the individuals that define the performance of great leaders. Note that leadership development can be a project itself, but more importantly, it should be built into many other projects so that the Navy can reap the benefit of long-term results.
As you can see we have a depth of expertise in three functional areas: Training, Program Management, and Functional and Administrative Support. And most importantly we have a breadth of experience across many Navy Commands. Each of our professionals demonstrates both a depth of knowledge and skills in at least one functional area and also numerous general skills that span many needs.
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