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BVARI’S STRATEGIC PLAN

BVARI’S STRATEGIC PLAN. Nancy Watterson-Diorio, CEO 3 rd Annual Business Meeting August 12, 2011. Boston VA Research Institute, Inc. PLAN PARTICIPANTS. Marty Abramson (Strategic Planning Champion, BVARI Chairman) Nancy Watterson-Diorio (Increase Knowledge) Tom Flinn

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BVARI’S STRATEGIC PLAN

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  1. BVARI’S STRATEGIC PLAN Nancy Watterson-Diorio, CEO 3rd Annual Business Meeting August 12, 2011 Boston VA Research Institute, Inc.

  2. PLAN PARTICIPANTS • Marty Abramson (Strategic Planning Champion, BVARI Chairman) • Nancy Watterson-Diorio (Increase Knowledge) • Tom Flinn • Ivette Arias (Centralize Business Support Services) • Jeffrey Burd • Janyce Sarmaniote (Financial Reporting) • Paul Martin (Data Management) • Dan Burke • Others involved in process: Hieu Le, Madelyn Sierra (Facilitators), Christian Halmi (Meeting Enabler, Support), Ross Farley, Nicole Bourne, Jennifer Clark (Former Team Members), Anne McKinney (Guest) Boston VA Research Institute, Inc.

  3. MISSION STATEMENT At the Boston VA Research Institute, Inc. (BVARI) our mission is To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System. Boston VA Research Institute, Inc.

  4. How Does BVARI define “serve?” Boston VA Research Institute, Inc.

  5. STRATEGY To accomplish this mission, BVARI will concentrate on the core of the strategy with the purpose to: • Inform • Communicate • Guide • Develop and continually improve upon BVARI’s best practices. Boston VA Research Institute, Inc.

  6. CORE VALUES The Boston VA Research Institute, Inc. holds the following core values: • Good stewardship through the highest ethical standards. • Service through mutual respect and collaboration. • Excellence through quality, efficiency, and innovation. Boston VA Research Institute, Inc.

  7. ENVISIONED FUTURE Working together to be a world-class research institute serving our veterans and to be the standard of excellence by which VA non-profit research corporations are measured. Boston VA Research Institute, Inc.

  8. STRENGTHS • BOD Support • Affiliation with VA • Research & Development Partnership with BVARI • Grants management expertise • Local presence at VA sites • Motivational mission • People (research and admin) • Customer service • Office morale/environment/supportive culture • Leadership • Financially sound (e.g. profitable) • Agility – skills to adapt to various grant environments • Hiring – ability to hire faster than other organizations • Strong word of mouth reputation among PI’s Boston VA Research Institute, Inc.

  9. WEAKNESSES • Transparency (both Internally: Within the functional departments, • BOD and management; and, Externally: (PIs, academic affiliates • and the Boston VA)) • Space constraints • Limited data collection and analysis provides fewer opportunities for • fact-based decision making • Technology is not fully employed to extract efficiencies (e.g. website, • process automation, etc.) • Constraints on which types of grants can be pursued • Low profile/recognition amongst VA community Boston VA Research Institute, Inc.

  10. OPPORTUNITIES • Academic, corporate and nonprofit collaborations (e.g. other NPC’s) • Translation of research into effective medicine • Research growth (e.g. Increased demand for extramural grant • management if VA research funding is cut, subcontracts from • collaborative grants, diversification of funding sources) • VA volunteer usage • Increased customer engagement with new PI’s (e.g. market grant • opportunities based on areas of interest) • Leverage technology (e.g. website, streamline work processes) • Young workforce (under 40 years old) • Partner with VA on compliance process, strategic planning, • measurements, etc. • Exposure Boston VA Research Institute, Inc.

  11. THREATS • Dependence on VA resources • Regulatory oversight (e.g. changes in legislation) • Space constraints (VA) • State of economy and its effects on funding availability • Increased competition (e.g. leading NPC’s have better • infrastructure and expertise, losing big revenue generating • investigators or agencies, shifting research toward more time • intensive/less profitable clinical trials vs. federal grants) Boston VA Research Institute, Inc.

  12. BVARI STRATEGIC PLAN 2010-2015 MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VA Community. VALUES VISION GOAL 1: Financial Reporting GOAL 2: Increase Knowledge GOAL 3: Centralize Business Support Services GOAL 4: Data Management Internal Control Objectives

  13. Goal 1: Financial Reporting Create streamlined financial reporting processes through the use of technology to increase satisfaction among Principal Investigators (PI). Boston VA Research Institute, Inc.

  14. BVARI STRATEGIC PLAN – Goal 1: Financial Reporting 2010-2015 MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VABHS Community. STRATEGIC OBJECTIVES GOALS BY YEAR PLAN METRICS VALUES VISION Develop budgets to manage spend Year 1 (2011): Develop communication tools % increase / decrease in budget overruns “Real time” financial data Year 2 (2012): Internal budgets with “early adopters” Reduce staff time to prepare reports by 50% Increase staff efficiency Year 3 (2013): Roll out to all PIs, quantify active grants “Hits” on portal pages by PIs and administrators Extend to all grants Year 4-5 (2014-15): Monitor satisfaction and technology Compare survey results for satisfaction levels Internal Control Objectives

  15. Goal 1: CEO’s IDEAL STRATEGIES Develop and refine communication tools Complete internal budgets Create an early adopters group for sandbox testing Refine burn rate and P&L reporting Research new technology solutions Survey and monitor effectiveness Sustain/Measure/Improve Boston VA Research Institute, Inc.

  16. Goal 2: Increase Knowledge Increase PI’s and research administrator’s knowledge of the research and grant submission process and research compliance requirements, thus improving performance while reducing BVARI staff time. Boston VA Research Institute, Inc.

  17. BVARI STRATEGIC PLAN – Goal 2: Increase Knowledge 2010-2015 MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VABHS Community. STRATEGIC OBJECTIVES GOALS BY YEAR PLAN METRICS VALUES VISION Support PIs with training modules Year 1 (2011): Create best practices plan % training modules completed Outline BVARI best practices # trained per quarter Year 2 (2012): Research certificate program and create tools for training Develop on-line grant tools % submissions rejected for non-scientific reasons Years 3-5 (2013-15): Implement education plan and record for continued learning Institutionalize staff training BVARI admin time spent on submissions Internal Control Objectives

  18. On-line Grant and Training Tools

  19. Goal 2CEO’s IDEAL STRATEGIES • Create training and educational modules • Follow up laboratories to reinforce learning • On line grant tools • Schedule trainings • Invite speakers • Certificate program • Research new technology solutions • Survey and monitor effectiveness • Sustain/Measure/Improve Boston VA Research Institute, Inc.

  20. Goal 3: Centralize Business Support Services Centralize business support services to improve resource management and create a flow of consistent and up-to-date information for sustained growth and immediate, just-in-time information access. Boston VA Research Institute, Inc.

  21. BVARI STRATEGIC PLAN – Goal 3: Centralize Business Support Services 2010-2015 MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VABHS Community. STRATEGIC OBJECTIVES GOALS BY YEAR PLAN METRICS VALUES VISION Align support services to goals Year 1 (2011): Create centralized portal for up-to-date resources % business areas available on portals Create centralized location for sustainable resources Year 2 (2012): Continue portal development then deploy to all stakeholders Reduce customer complaints due to old / incorrect info Year 3 (2013): Roll out to all PIs, quantify active grants % stakeholders covered on portals Improve controls to modify ongoing services Year 4-5 (2014-15): Monitor, review, and continue development Reduce time for rework due to lack of transparency Increase transparency to BVARI processes Internal Control Objectives

  22. Goal 3CEO’s Ideal Strategies Create policies and work flows and test internal effectiveness Create, Pilot and Test Portal for easy access to materials Advertise and market tools Solicit feedback Sustain/Measure/Improve Boston VA Research Institute, Inc.

  23. Goal 4: Data Management Establish a standard of information management that can support streamlined financial reporting, improved efficiency, grant submission effectiveness, and consistent flow of up-to-date information by implementing data and process modeling practices. Boston VA Research Institute, Inc.

  24. BVARI STRATEGIC PLAN – Goal 4: Data Management 2010-2015 MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VABHS Community. STRATEGIC OBJECTIVES GOALS BY YEAR PLAN METRICS VALUES VISION Comprehensive data management platform Year 1 (2011): Implement integrated data model % reduction of manual reporting Accessible data across departments % stakeholder access to data systems Year 2 (2012): Deploy data reporting and analysis across internal departments Improve quality of data systems % of GMLC performed on automated systems Years 3-5 (2013-15): Integrate data systems with greater VA systems wherever possible Standardize reporting for business planning % of processes that can be monitored and measured Internal Control Objectives

  25. Information of interest Boston VA Research Institute, Inc.

  26. Comparative and Historic Boston VA Research Institute, Inc.

  27. Analytic – roll-up, drill-down Boston VA Research Institute, Inc.

  28. How do we get there? •     Data Requirements •     Data Definitions •    Data Dictionary •     Data Normalization •     Data Relationships Boston VA Research Institute, Inc.

  29. What are we doing to get there? Boston VA Research Institute, Inc.

  30. What are we doing to get there? Boston VA Research Institute, Inc.

  31. Tools Data and dimensional modeling Mind Mapping Boston VA Research Institute, Inc.

  32. Habits •     Shine:  Dust it off •     Sort:  What are we using •    Set in Order:  Sequence and Develop Work Flows •     Standardize:  Build and Market the Process •     Sustain:  Create the Policy Boston VA Research Institute, Inc.

  33. Goal 4CEO’s IDEAL STRATEGIES Identify data elements Document requirements (fulfilling reporting requirements) Develop data models and analyze for better performance Deploy training and orientation to faculty and staff Survey and monitor effectiveness Sustain/Measure/Improve Boston VA Research Institute, Inc.

  34. Habits •     Shine:  Dust it off •     Sort:  What are we using •    Set in Order:  Sequence and Develop Work Flows •     Standardize:  Build and Market the Process •     Sustain:  Create the Policy Boston VA Research Institute, Inc.

  35. Suggestions, Edits, and/or Comments from the Executive Committee, BVARI Staff and Board of Directors Boston VA Research Institute, Inc.

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