Administrative Strategic Planning and Change Management

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Administrative Strategic Planning and
Change Management
Presented 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 organizations 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
  NIHs 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

• Strategic Planning
• Data collection and analysis
• Solicit community inputs
• Develop strategic plan
• - Set/modify organizations 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
  

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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
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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

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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
  

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• 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

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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 NIHs
  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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• 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 ICs subject matter experts
  
• Coordinate implementation of the strategic
  actions and change initiatives associated with of
  each objective and reports to Objective Owner
  

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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

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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

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Strategic Planning Schedule
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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 Plan
  
• This should be accomplished in a collaborative
  manner under OALMs leadership

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Point of Contact

• Gary Steinberg
• Office (301) 594 0490
• Email gary.steinberg_at_nih.hhs.gov

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• QUESTIONS?

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