The document outlines a 5-step process for analyzing an organization's multi-sector workforce. Step 1 involves selecting an organizational element for analysis and collecting relevant data. Step 2 requires identifying all functions performed by federal employees or contractors. Step 3 verifies inherently governmental staffing needs. Step 4 verifies mission critical staffing requirements. Step 5 evaluates service provider performance and identifies options to address any gaps. The overall goal is to develop a multi-sector workforce inventory that identifies work performed by federal employees versus contractors.

1. Draft Sample Steps for Analyzing an Organization’s Multi-Sector Workforce Exhibit 2-1
Copyright Thomas F. Kaplan, 2014 1
STEP ACTION DETAIL RESPONSIBLE FUNCTIONS/ OFFICES OUTPUT/PRODUCT
1
Select an organization or functional component for analysis and collect relevant organizational data
 Select organizational element where there are concerns about the extent of reliance on contractors.
 Collect relevant organizational data
- Mission and functions statement(s)
Performance improvement plans
Contracts and contractor performance information, and/or procurement management reviews
- Inventories of commercial and inherently governmental functions performed by federal employees
Human capital and human resources plans and competency/skills assessments
Program budget data
Financial data
Manpower, equipment, and facilities reports
Information technology resources
Internal or external reports (e.g., Congressional, IG, and GAO)
Agency leadership/ management
 A designated organization for analysis
 A set of relevant organizational data
2
Identify all functions performed by the organization or component, whether by federal employees or contractors
 Categorize identified functions as:
- Inherently governmental
- Critical and requiring performance by federal employees
- Critical and requiring performance by either federal employees or contractors with appropriate management
- Noncritical
 Review and verify selected functions current inherently governmental and commercial activities inventories’ Status and Commercial Reason Code designation.
 Program Management (PM)
 Human Capital/ Human Resources (HC/HR)
 Acquisition Management (AM)
 Budget & Finance (BF)
Reviewed inherently governmental and commercial activities inventories

2. Draft Sample Steps for Analyzing an Organization’s Multi-Sector Workforce Exhibit 2-1
Copyright Thomas F. Kaplan, 2014 2
STEP ACTION DETAIL RESPONSIBLE FUNCTIONS/ OFFICES OUTPUT / PRODUCT
3
Verify inherently governmental staffing needed to meet current and future organization goals and total workforce requirements
 For each inherently governmental function performed by Federal employees identify
1. The current total number of positions in the organization,
2. The required total number of positions in the organization, and
3. Staffing gap between current and required inherently governmental positions
 Develop plan, with economic analysis, to close staffing gap with Federal employees.
 PM
 HC/HR
 BF
 A document identifying inherently governmental staffing gaps
 An inherently governmental activities staffing plan
 A document presenting analysis to close staffing gap and inform budget planning and programming
For inherently governmental functions NOT currently performed by Federal employees (e.g., performed by contractors, volunteers, etc.) develop plans to ensure timely insourcing such functions.
 PM
 HC/HR
 BF
 AM
 An insourcing plan (to convert contractors to Federal employees)
 A revised inherently governmental activities inventory
 A document presenting analysis to insource functions to Federal employees and inform budget planning and programming

3. Draft Sample Steps for Analyzing an Organization’s Multi-Sector Workforce Exhibit 2-1
Copyright Thomas F. Kaplan, 2014 3
STEP ACTION DESCRIPTION RESPONSIBLE FUNCTIONS/ OFFICES OUTPUT / PRODUCT
4
Verify Mission Critical/Essential staffing needed to meet current and future organization goals and total workforce requirements
 For each mission critical/essential function performed by Federal employees identify
1. The current total number of positions in the organization,
2. The required total number of positions in the organization, and
3. Staffing gap between current and required mission critical/essential positions
 Develop plan to close staffing gap with consideration going first to the hiring of Federal employees (until there is a sufficient in-house capability to ensure the agency has sufficient organic expertise and technical capability to maintain control of its mission and operations and support contractor oversight).
 PM
 HC/HR
 BF
 AM
 IT
 A document identifying mission critical/essential function staffing gaps
 A mission critical/essential function staffing plan
 A document presenting analysis to close staffing gaps and inform budget planning and programming
 A revised commercial activities inventory
 Review effectiveness of mix of Federal employees and contractors (i.e., workforce mix). If it is determined that there exists an overreliance on contractor support (i.e., to the detriment of maintaining Federal employee commercial critical skills and competencies), identify estimated Federal employee staffing requirements and associated resources (e.g., equipment, facilities, IT resources, etc.) needed to replace contractors and phase- out/phase-in and transition activities to Federal performance, including staffing activities (e.g., recruitment and placement), purchase of capital assets (e.g., facilities), termination of contract(s), etc.
 PM
 HC/HR
 BF
 AM
 IT
A multi-sector workforce inventory that identifies by function the work performed by federal employees (broken out by FTEs) and work performed by contractors in workyear equivalents (or dollars for certain work)
5
Verify Other staffing needed to meet current and future organization goals and total workforce requirements
 Evaluate current organization service provider for satisfactory performance:
1. If performance gap exists for Federal employee service provider, consider internal business process reengineering, including evaluation and adjustment of IT systems, to close performance gap.
2. If performance gaps exist for contract service provider, consider:
a. contract modification or re-competition within the private sector to close performance gap.
b. insourcing the work to Federal employees, taking economic factors into appropriate consideration, to close performance gap.
 PM
 HC/HR
 AM
 IT
 BF
 Performance Improvement Officer (PIO)
 Organizational Change Plan
 Contract modification(s)
 The contractor inventory
 The insourcing plan (to convert contractors to Federal employees)
 A revised commercial activities inventory
 A document presenting economic analysis to insource functions to Federal employees and inform budget planning and programming