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Administrative

Strategic
Planning and
Change
Management

Presented to the Acquisition Management Community


November 17, 2008

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

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

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


Environment
al
Factors

Evaluation and
Accountability

Assess resource utilization


Benchmarking Best Practices
Monthly performance reviews
Employee Performance
Reviews (PMAP)

Strategic Planning

Data collection and analysis


Solicit community inputs
Develop strategic plan
- Set/modify organizations
mission, vision,
goals, and
objectives

Tactical Planning

NIH
Community

Program and Budget


Execution

Implement programs, administrative


strategies, and change management
initiatives

Develop annual budget and


performance targets
Develop tactical plans for
programs and functional areas
Develop Individual Performance
Plans (PMAP)

Shared
Ownership &
Communicati
ons
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Strategic Planning Process


Data Collection &
Analysis
Planning Sessions
with Community
Input
Strategic Plan
Planning Teams

Implementation Strategies and Change Initiatives

Communicatio
n Plan

Key
Measures

Accountability
for Projects and
Change
Initiatives

Strategic Outcomes

Monthly
Tracking

Data
Collection
&
Interview OM Directors and SAMPC members
Analysis
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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Planning
Sessions
Solicit communityw/
input via goal planning sessions
with OM Goal Owners, SAMPC representatives, and
Community
subject matter experts to:
Develop strategic
Input
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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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

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

Goal Teams: 4 goal teams based on 4 strategic goals

Objective Owners:

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
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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Implementati
on 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
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Implementati
on 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
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Strategic Planning
Schedule

Activity

Timeline

Status

Review background materials (previous reports,


presentations, minutes)

2 weeks

Completed

SAMPC process review

September
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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 weeks
MidNovember

All planning
sessions
scheduled/initiated

Develop communications plan for EOs, 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 weeks
October 27

Completed

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


review period)

10 Weeks
Mid November

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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@nih.hhs.gov

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QUESTIONS?

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