Administrative Strategic

Planning and Change

ManagementPresented to the Acquisition Management Community

November 17, 2008

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Why is Strategic Planning Critical?

“In this volatile business of ours, we can ill afford to rest on our laurels, to pause in retrospect. Times and conditions change so rapidly that we must keep our aim constantly focused on the future.”

- Walt Disney

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Presentation Purpose

Provide an overview of the administrative strategic planning and change management initiative

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Background Administrative strategic planning and change management

processes were initiated in response to strong desires of the NIH administrative management community

Process and focus of the plan incorporates strategic planning, communications, and change management recommendations from EO and OM retreats and working group activities

Established the Strategic Administrative Management Planning Committee (SAMPC) composed of the Deputy Director for Management, 7 EOs and 2 Office of Management Directors to serve as an advisory group and communications resource on matters related to trans-NIH administrative strategic planning

Establishing the Office of Strategic Planning for Administration to coordinate the development and implementation of this strategic plan and administrative change management

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What is Strategic Planning? A management tool/roadmap to the future used to help

an organization do a better job To set priorities To focus its energy and resources To ensure management and staff are working toward

common goals with clear expectations and accountability To ensure agreement with the intended outcomes/results of

their efforts To assess and adjust the organization’s direction in response

to a changing environment A disciplined effort that produces fundamental decisions

and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future

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What is Change Management? A structured approach for managing change at an

organizational level. It includes: Readiness Assessments – a strategy that creates data and

analytics. This includes definition of the “as is condition” and the “go to condition.”

Sponsorship - engaging senior managers as change leaders/agents

Communications - building awareness of the need for change Education and Training - developing competencies and

knowledge to support the change Coaching by Managers - helping employees move through

the transition Measurement Systems, Rewards and Reinforcement -

methods to sustain the change An array of tools that includes continuous process

improvement, benchmarking and the identification of best practices, process mapping, statistical process control, and business process reengineering.

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Benefits of Strategic Planning and Change Management

Enhance communication, collaboration, and trust in OM/EO communities via an inclusive, participatory, and systematic process that will increase the effectiveness, efficiency, and quality of NIH administrative management services.

Provide a process for an objective review of NIH’s crosscutting administrative functions now and in future to allow better planning, resource allocation, coordination, action, and assessment

Build a Roadmap for the future that includes a shared vision, clear priorities, goals, objectives, and intended outcomes that can be shared internally and externally Lead to action by establishing strategies that define how things will

be done, by whom, and by when Establish clear accountability (organizations and individuals) Establish specific measures and targets and a process to collect and

analyze data that allows NIH to make sure we are doing the right things and doing them correctly

Provide a foundation for consistent implementation of change management and promote the identification and use of best practices to better leverage resources

Reduce the potential and impact of risks to NIH and better address new external mandates and requirements in a manner that integrates ongoing internal initiatives

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The Strategic Planning Model

NIH NIH

CommunityCommunity

Program and Budget Execution

•Implement programs, administrative strategies, and change management initiatives

Evaluation and Accountability•Assess resource utilization•Benchmarking – Best Practices•Monthly performance reviews•Employee Performance Reviews (PMAP)

Tactical Planning •Develop annual budget and performance targets•Develop tactical plans for programs and functional areas •Develop Individual Performance Plans (PMAP)

Strategic Planning

•Data collection and analysis•Solicit community inputs•Develop strategic plan - Set/modify organization’s

mission, vision, goals, and objectives

Environmental

Factors

Shared Ownership & Communicati

ons

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Strategic Planning ProcessData Collection & Analysis

Planning Sessions with Community Input

Strategic Plan

Planning Teams

Implementation Strategies and Change Initiatives

Communication Plan

KeyMeasures

Accountability for Projects and Change

Initiatives

MonthlyTracking

Strategic Outcomes

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Interview OM Directors and SAMPC members Review previously completed OM and EO

surveys, planning session results, and working group reports and incorporate recommendations into the planning process

Conduct and develop abbreviated SWOT (strengths, weaknesses, opportunities, threats) analyses

Confirm and define the initial goals and objectives

Data Collection

& Analysis

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Solicit community input via goal planning sessions with OM Goal Owners, SAMPC representatives, and subject matter experts to: Develop strategic goal and objective language

What is to be achieved and why is it necessary? Identify associated strategies/actions and milestones

How and when will results be achieved? Identify quantitative & qualitative performance

measures and targets Establish our performance expectations by defining

how we will measure our progress and results

Planning Sessions

w/ Community

Input

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Initial plan will include 4 strategic goals: Improving human capital planning and

managementEnhancing decision making through

increased use of dataEmploying proactive risk management to

enhance program performanceEnhancing internal communications

StrategicPlan

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SAMPC Representation on Goal Teams

Human Capital Chris Major Maureen Gormley JJ McGowan Gary Steinberg

Risk Management Suzanne Servis Mary Affeldt Melanie Keller Lynn Hellinger

Data/Decision Making Colleen Barros Janet Dudrick Don Christoferson Gahan Breithaupt Dan Wheeland

Communications (Entire SAMPC)

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Human Resources (Example)Goal: Recruit, hire, develop and deploy a talented and diverse workforce that has the competencies to

successfully achieve NIH’s mission and goals

Strategic Outcomes: NIH is able to attract and retain top talent in all mission critical occupations necessary to achieve its

science and research mission Prospective employees have a clear understanding of the of the requirements of the position and

competencies they will need to successfully perform in the jobs for which they apply NIH is able to fill positions in a more effective manner and able to hire the top applicants NIH has a workforce that is better prepared to deal with the demands of their work and meet the

mission of the NIH. NIH has a sustained pool of high potential and highly qualified NIH candidates for leadership

positions as they become vacant.

Objectives:1: Attract top talent through improved planning, sourcing, outreach, and marketing strategies

2: Integrate competencies into the recruiting and hiring process so prospective employees have a clear understanding of the scope and requirements of the positions they apply for and selecting officials are better able to evaluate the experience, skills, and abilities of candidates to successful perform their work

3: Strengthen the recruiting and hiring process to enable NIH to fill position in a more effective manner and hire the top applicants

4: Enhance the NIH workforce through the use of a competency based development model.

5: Build a community of leaders for the future by providing both leadership development programs and guidance on leadership activities.

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Communications (Example)Goal: Enhance the effectiveness, efficiency, and timeliness of internal NIH administrative

communications to improve two-way information exchange between and within the OM and the ICs

Strategic Outcomes: Good (accurate, complete, timely and consistent) information comes from and goes to

the appropriate individuals for triage and action Clear direction and the context for how information is to be used is provided, so

appropriate individuals are able to act Improved communication up, down and across the entire organization

Objectives:1: Establish a communications coordination function that will seek to enhance the quality,

timeliness and prioritization of communications. This function will ensure that actions are clear and redundant requests for information are minimized/eliminated.

2: Establish processes that facilitate clear, concise and timely internal communications of administrative initiatives, changes, data calls, and general information

3: Develop a centralized data archive/repository that will support the timely collection, analysis, and sharing of information

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GoalTeams

ObjectiveOwnersProjectTeams

SAMPC (Oversight)

Planning Teams

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Goal Teams: 4 goal teams based on 4 strategic goals Led by OM Business Owner and include IC (SAMPC) representatives,

working level subject matter experts Develop and oversee implementation of the objectives under each

goal Objective Owners:

Specific individual responsible for each objective under a goal Monitor and report on progress to the applicable Goal Team

Project Teams: Team includes staff from the OM Director and may include the IC’s

subject matter experts Coordinate implementation of the strategic actions and change

initiatives associated with of each objective and reports to Objective Owner

Planning Teams

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Communication Plan: Incorporates recommendations from the OM/EO Working

Groups, such as obtaining early input, developing clear communications, OM and IC feedback and regular updates. Phase 1: Information about strategic planning process Phase 2: Initial strategies and change management initiatives –

what is going to be done, why, the benefits, who is impacted, etc.

Phase 3: Share regular progress results with SAMPC, EOs, OM, IC Directors, and employees

Key Measures: Change from a focus on operational measures to an

interrelated set of key performance measures that look at cause and effect

Implementation Strategies

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Accountability for Projects & Initiatives: Project Teams will be accountable for delivering programs and

services Carry-out strategies Implement change initiatives

Monthly SAMPC Tracking: Receive presentations from Goals Owners and Project Teams Assess measures Review progress associated with the strategic plan Discuss corrective actions, if needed

Implementation Strategies

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Strategic Planning Schedule

Activity Timeline Status

Review background materials (previous reports, presentations, minutes)

2 weeks Completed

SAMPC process reviewSeptember 24

Completed

Interview OM Directors and SAMPC members (SWOT analysis)

3 weeks Completed

Review scientific plan (roadmap) to establish alignment of administrative objectives

4 weeks Completed

Complete plan template, SWOT analysis and interview summary

4 Weeks Completed

Conduct planning sessions (with goal teams, including subject matter experts)

4 – 10 weeksMid- November

All planning sessions

scheduled/initiated

Develop communications plan for EO’s, IC Directors, etc. (talking points 1-pager, PowerPoint presentation)

4 - 12 weeks Ongoing

Planning meeting with the EO/OM communities (review methodology and timeline)

8 weeksOctober 27

Completed

Provide draft Plan to EO Community for Review (2-week review period)

10 WeeksMid - November

Alignment meetings with selected IC Directors 11 weeks

Complete initial strategic plan12 weeksDecember

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Next Steps for AMC

Align AMC planning and projects with the Administrative Management Strategic Plan

Begin to discuss an acquisition management goal for inclusion in the next update of the Administrative Management Strategic PlanThis should be accomplished in a collaborative

manner under OALM’s leadership

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Point of Contact

Gary SteinbergOffice: (301) 594 – 0490Email: gary.steinberg@nih.hhs.gov

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QUESTIONS?