WHITE HOUSE STAFF RE-ORG 101
|
Since November of 2016, I have seen first hand how the deep state has gone out of its way to subvert the Trump Administration at every turn. When President Trump took over the White House, there was very little turnover in personnel when compared to previous outgoing administrations. Some administrations replaced a bulk of WH staff in the first few weeks. President Trump's still surrounded by folks he can't trust. It has been hard for his administration to clean house, with folks tasked with doing so as a secondary or tertiary job at best. The plan, as outlined below, was built as an executable plan for President Trump to take action on. I might have left out a bulk of the details for security reasons; this will give you a good idea of what could be done if someone dared to try.
Semper Fi Steve Reichert |
|
I. Executive Summary
Administration or management changeover requires a transition plan that phases out the old staff while the new staff is phased-in. New management frequently has a different vision or strategic direction that requires the replacement of management staff entirely, or at least at the executive level and for key functions, otherwise the risk is “business as usual” behavior with no change in direction.
When one company acquires another company, part of the acquisition consideration is the staffing and transition plan. It is common for the acquiring company to negotiate the termination of management and executive employment contracts so that the new owners can install new management -- which takes time -- while they assess whether to keep existing employees. Stay bonuses, where an employee in a key function is offered a lump sum to stay onboard until the end of a transition period, are one type of incentive used to motivate existing staff to remain and cooperate with new management during the transition period, with the “carrot” being possibility of joining the new administration and furthering their career.
In the case of government where there is change of administration, political party and philosophy, commercial practices (i.e., new employment contracts, stay bonus) will not work, and executive management -- and possibly several layers of middle management -- must be replaced to align the organization with the goals of the new administration. The challenge lies in (a) finding where the working level staff is essentially administration neutral and are employees who are unaffected by new management (e.g., mail clerk, janitorial, groundskeepers), and (b) figuring out a way to replace existing management without politicizing the issue and without giving rise to claims. This requires a focused, detailed review of the role and need of each position and each employee, including badging and access, to put structure around the staff.
If this is not done, the administration will not get “cold comfort” that all staff are onboard with the new vision; they will instead risk obstructionism and leaks by allowing hold-overs from previous administrations who can undermine and embarrass the new administration by inactivity, intentional inefficiency, and active resistance to doing work.
When a key employee leaves a private company, the company changes the locks, passwords, and alarm codes. We need to do the same by conducting a thorough organizational review to identify staff and function, matching them to skills and experience, with the end goal being a smaller, leaner, loyal staff committed to the agenda.
This would be best accomplished under a reorganization activity with the goal being administrative streamlining, improving organizational responsiveness, improving security, and the delivery on a promise to shrink government starting at the very top.
Using an outside team would allow this activity to proceed more discreetly and, more importantly, would permit the team to recruit and hire new talent and build out the organization in parallel to daily operations: the new staff would be stood-up and either rotated in, or positioned to replace the existing staff/ selected groups en masse.
Administration or management changeover requires a transition plan that phases out the old staff while the new staff is phased-in. New management frequently has a different vision or strategic direction that requires the replacement of management staff entirely, or at least at the executive level and for key functions, otherwise the risk is “business as usual” behavior with no change in direction.
When one company acquires another company, part of the acquisition consideration is the staffing and transition plan. It is common for the acquiring company to negotiate the termination of management and executive employment contracts so that the new owners can install new management -- which takes time -- while they assess whether to keep existing employees. Stay bonuses, where an employee in a key function is offered a lump sum to stay onboard until the end of a transition period, are one type of incentive used to motivate existing staff to remain and cooperate with new management during the transition period, with the “carrot” being possibility of joining the new administration and furthering their career.
In the case of government where there is change of administration, political party and philosophy, commercial practices (i.e., new employment contracts, stay bonus) will not work, and executive management -- and possibly several layers of middle management -- must be replaced to align the organization with the goals of the new administration. The challenge lies in (a) finding where the working level staff is essentially administration neutral and are employees who are unaffected by new management (e.g., mail clerk, janitorial, groundskeepers), and (b) figuring out a way to replace existing management without politicizing the issue and without giving rise to claims. This requires a focused, detailed review of the role and need of each position and each employee, including badging and access, to put structure around the staff.
If this is not done, the administration will not get “cold comfort” that all staff are onboard with the new vision; they will instead risk obstructionism and leaks by allowing hold-overs from previous administrations who can undermine and embarrass the new administration by inactivity, intentional inefficiency, and active resistance to doing work.
When a key employee leaves a private company, the company changes the locks, passwords, and alarm codes. We need to do the same by conducting a thorough organizational review to identify staff and function, matching them to skills and experience, with the end goal being a smaller, leaner, loyal staff committed to the agenda.
This would be best accomplished under a reorganization activity with the goal being administrative streamlining, improving organizational responsiveness, improving security, and the delivery on a promise to shrink government starting at the very top.
Using an outside team would allow this activity to proceed more discreetly and, more importantly, would permit the team to recruit and hire new talent and build out the organization in parallel to daily operations: the new staff would be stood-up and either rotated in, or positioned to replace the existing staff/ selected groups en masse.
II. Known Risk: Staff Badge /Access Credentials Integrity Unknown / Uncontrolled
A. Former staff and their visitors have retained badges
B. Badge & Access not vetted
1. Staff and Positions not reviewed; not current and accurate
2. Not sure of correct Badge & Access based on job and need
3. Unclear identification: who should be here vs. who shouldn’t - hard to tell who is held-over that should have rotated out.
C. Badges are potentially being used improperly
1. Previous administration members / consultants / contractors asserting improper status using retained credentials
2. Previous administration members potentially gaining access to “walk the halls” with old badges.
3. Confirm that all previous administration staff/contractor/consultant badges are returned or cancelled.
A. Former staff and their visitors have retained badges
B. Badge & Access not vetted
1. Staff and Positions not reviewed; not current and accurate
2. Not sure of correct Badge & Access based on job and need
3. Unclear identification: who should be here vs. who shouldn’t - hard to tell who is held-over that should have rotated out.
C. Badges are potentially being used improperly
1. Previous administration members / consultants / contractors asserting improper status using retained credentials
2. Previous administration members potentially gaining access to “walk the halls” with old badges.
3. Confirm that all previous administration staff/contractor/consultant badges are returned or cancelled.
III. Badge & Access Policy Needs Incoming Administration Review
A. Implementing “top-down” organization and staff review, the administration will be able to get in front of – and control – the outbound message and prevent others from hijacking the message.
B. A “Restructuring” Initiative to cut cost, streamline government
C. Outline and understand Individual position and areas of access
D. Organizational confirmation (e.g., org chart) for function and position/job description
E. Confirm individual “hire-worthiness” and verify proper fit to job description
F. Outline and confirm all levels visitor/consultant/employee access and verify it’s correct
G. Review/audit current (previous administration) access control policies and procedures for effectiveness; revise as needed.
A. Implementing “top-down” organization and staff review, the administration will be able to get in front of – and control – the outbound message and prevent others from hijacking the message.
B. A “Restructuring” Initiative to cut cost, streamline government
C. Outline and understand Individual position and areas of access
D. Organizational confirmation (e.g., org chart) for function and position/job description
E. Confirm individual “hire-worthiness” and verify proper fit to job description
F. Outline and confirm all levels visitor/consultant/employee access and verify it’s correct
G. Review/audit current (previous administration) access control policies and procedures for effectiveness; revise as needed.
IV. Implementation
A. Form a small, separate team under the charter of restructuring and tasked with cost cutting/streamlining goals.
B. Task team to create time line, budget, and implementation plan
C. Team constructs a formalized evaluation method and structured project plan for change; presented and approved by administration
1. re-organization activities are not politicized
2. minimize/eliminate claims of profiling
D. Conduct review in parallel to day-to-day operations; present summary of findings and implementation plans privately before rolling out.
E. Engage outside labor law counsel to assure that any personnel changes are properly noticed and made properly to foreclose claims of unfairness
F. Conduct Badging and Access Approval Review
1. Diligently review the Org Chart and verify every post and access need up to appointee level.
2. Determine active badge population and distribution
3. Determine individual access level vs. need
4. If needed, construct separate database of same to facilitate review and reorg to keep review and plans secure
G. Conduct a review under the restructuring charter and in accordance with all Federal HR and security requirements
H. Primary Office off-site, maybe small onsite space in a low profile, insignificant space to avoid attention
I. All personnel actions (transfers, terminations, lay-offs, transfers) conducted under re-organization
1. Transfers (possibly to agencies/positions subsequently eliminated)
2. Staff Reduction
3. Position/Function eliminated, not person
4. Position/Function restricted, requiring different skill set
5. Position reclassified
J. All positions have Job Descriptions reviewed by team/counsel to make sure they conform to current labor practices, rules and regulations, then matched to Org Chart, staff member, required access
A. Form a small, separate team under the charter of restructuring and tasked with cost cutting/streamlining goals.
B. Task team to create time line, budget, and implementation plan
C. Team constructs a formalized evaluation method and structured project plan for change; presented and approved by administration
1. re-organization activities are not politicized
2. minimize/eliminate claims of profiling
D. Conduct review in parallel to day-to-day operations; present summary of findings and implementation plans privately before rolling out.
E. Engage outside labor law counsel to assure that any personnel changes are properly noticed and made properly to foreclose claims of unfairness
F. Conduct Badging and Access Approval Review
1. Diligently review the Org Chart and verify every post and access need up to appointee level.
2. Determine active badge population and distribution
3. Determine individual access level vs. need
4. If needed, construct separate database of same to facilitate review and reorg to keep review and plans secure
G. Conduct a review under the restructuring charter and in accordance with all Federal HR and security requirements
H. Primary Office off-site, maybe small onsite space in a low profile, insignificant space to avoid attention
I. All personnel actions (transfers, terminations, lay-offs, transfers) conducted under re-organization
1. Transfers (possibly to agencies/positions subsequently eliminated)
2. Staff Reduction
3. Position/Function eliminated, not person
4. Position/Function restricted, requiring different skill set
5. Position reclassified
J. All positions have Job Descriptions reviewed by team/counsel to make sure they conform to current labor practices, rules and regulations, then matched to Org Chart, staff member, required access
V. Access Criteria
A. Make sure access and badging policies and procedures are written and current, distributed and signed by each person/staff member regardless of position
B. Make sure access and badging policies are being followed and audited on a regular, structured basis
C. Make sure there is an approval authority matrix so that access cannot be granted without proper approval; prevent working level modifications
A. Make sure access and badging policies and procedures are written and current, distributed and signed by each person/staff member regardless of position
B. Make sure access and badging policies are being followed and audited on a regular, structured basis
C. Make sure there is an approval authority matrix so that access cannot be granted without proper approval; prevent working level modifications
VI. Issue New Badges to All Staff; Cancel All Old Badges
A. Might be the only way to get complete comfort; Be mentally ready to cancel existing badges en masse and issue newly designed badges according to access plans
1. Staff will personally sign for new badges and acknowledge that badges are “company” property and will be surrendered upon request
2. Staff will personally sign and acknowledge that badges will NOT be worn or displayed off premises or used for anything other than official purpose.
3. All Staff to receive Badge Training (15 mins) and sign that they received training and will abide
B. Conduct legal review for standard of prosecuting improper use/impersonating federal officer/official (e.g., someone using an expired badge to hold themselves out as an authorized person).
A. Might be the only way to get complete comfort; Be mentally ready to cancel existing badges en masse and issue newly designed badges according to access plans
1. Staff will personally sign for new badges and acknowledge that badges are “company” property and will be surrendered upon request
2. Staff will personally sign and acknowledge that badges will NOT be worn or displayed off premises or used for anything other than official purpose.
3. All Staff to receive Badge Training (15 mins) and sign that they received training and will abide
B. Conduct legal review for standard of prosecuting improper use/impersonating federal officer/official (e.g., someone using an expired badge to hold themselves out as an authorized person).
VII. Messaging
A. “All we are doing is following the rules; we are just making sure we have appropriate staff and access”
B. “We are cutting cost, streamlining government, saving taxpayer money”
C. Goal – prevent ability to cast this activity as a political issue; this is about streamlining and security. We are shrinking government. We are saving taxpayer money
D. Public Position – This is restructuring and cost cutting to deliver on smaller government; we are starting with our own organization; we are starting by “cleaning up our own house” top-down to set an example – this will happen in other departments whenever necessary.
E. Internally – Restructuring to right size and make sure all our badging and access follow federal regulations and security policies.
A. “All we are doing is following the rules; we are just making sure we have appropriate staff and access”
B. “We are cutting cost, streamlining government, saving taxpayer money”
C. Goal – prevent ability to cast this activity as a political issue; this is about streamlining and security. We are shrinking government. We are saving taxpayer money
D. Public Position – This is restructuring and cost cutting to deliver on smaller government; we are starting with our own organization; we are starting by “cleaning up our own house” top-down to set an example – this will happen in other departments whenever necessary.
E. Internally – Restructuring to right size and make sure all our badging and access follow federal regulations and security policies.
-- END --