Back to Solutions Library
Solution 17 of 25PWS · Process ImprovementFO · Budget Execution
Process Re-engineering Across the 32% FTE Cut
RD's announced 32% FTE contraction (4,630 → 3,162) means OBP and NFAOC must continue delivering all current obligations on the credit-reform, accounting, and budget-execution work plan with two-thirds of the prior-year staffing — and without process re-engineering, work-quality regression and burnout are inevitable.
Why It Matters
Workforce contraction without commensurate process redesign is the single largest operational risk at RD over the next 24 months. The 32% cut is irreversible in the budget; the question is whether RD operates through it gracefully or generates a wave of OIG / GAO findings.
HSG's Approach
- 1Run Lean Six Sigma / SAFe / USDS-style discovery sprints across each major OBP and NFAOC workstream (re-estimate, modification, ULO, accruals, justification, anomaly review) to identify automation candidates, eliminate redundant tasks, and consolidate handoffs.
- 2Layer AI automation in a 'human-on-the-loop' pattern where the LLM drafts and the analyst confirms, capturing 80% of mechanical work.
- 3Re-design role descriptions toward judgment-intensive work (modeling, OMB negotiation, audit defense) and away from data-mechanical work.
- 4Build a workload-rebalancing dashboard showing projected FTE demand by workstream against the new staffing envelope.
- 5Stand up a continuous-improvement cadence with monthly retrospective and quarterly process-redesign sprints.
Expected Deliverables
- Workstream-by-workstream process maps (current and to-be)
- Automation candidate list with effort / impact ranking
- Re-designed role descriptions and SOPs
- Workload-rebalancing dashboard
- Continuous-improvement cadence and governance
Expected Outcome
Absorb the 32% FTE contraction without measurable regression in OBP / NFAOC deliverable quality, on-time rate, or audit posture.