Administrative Strategic Planning and Change Management

1. Administrative Strategic Planning and Change Management Presented to the Acquisition Management Community November 17, 2008

2. 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

3. Presentation Purpose Provide an overview of the administrative strategic planning and change management initiative

4. 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

5. 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

6. 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.

7. 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

8. Environmental Factors Shared Ownership & Communications The Strategic Planning Model • Strategic Planning • Data collection and analysis • Solicit community inputs • Develop strategic plan • - Set/modify organization’s mission, vision, goals, and • objectives • 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) NIH Community • Program and Budget Execution • Implement programs, administrative strategies, and change management initiatives

9. Strategic Planning Process Data Collection & Analysis Planning Sessions with Community Input Strategic Plan Planning Teams Implementation Strategies and Change Initiatives Communication Plan Key Measures Accountability for Projects and Change Initiatives Monthly Tracking Strategic Outcomes

10. Data Collection & Analysis Interview OM Directors and SAMPC members Review previously completed OM and EO surveys, planning sessionresults, 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

11. Planning Sessions w/ Community Input • Solicit community input via goal planning sessions with OM Goal Owners, SAMPC representatives, and subject matter expertsto: • 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

12. Strategic Plan • Initial plan will include 4 strategic goals: • Improving human capital planning and management • Enhancing decision making through increased use of data • Employing proactive risk management to enhance program performance • Enhancing internal communications

13. SAMPC Representation on Goal Teams Data/Decision Making • Colleen Barros • Janet Dudrick • Don Christoferson • Gahan Breithaupt • Dan Wheeland Communications • (Entire SAMPC) Human Capital • Chris Major • Maureen Gormley • JJ McGowan • Gary Steinberg Risk Management • Suzanne Servis • Mary Affeldt • Melanie Keller • Lynn Hellinger

14. 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.

15. 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

16. Planning Teams Goal Teams Objective Owners SAMPC (Oversight) Project Teams

17. Planning Teams • 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

18. Implementation Strategies 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

19. Implementation Strategies 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

20. Strategic Planning Schedule

21. 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 Plan • This should be accomplished in a collaborative manner under OALM’s leadership

22. Point of Contact • Gary Steinberg • Office: (301) 594 – 0490 • Email: gary.steinberg@nih.hhs.gov

23. QUESTIONS?