Strategic Planning and Change

8/18/2019 Strategic Planning and Change

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Administrative

StrategicPlanning and

ChangeManagementPresented to the Acquisition Management CommunityNovember 17, 2008


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Why is StrategicPlanning Critical?

“n this vo!ati!e business o" ours, #e cani!! a$ord to rest on our !aure!s, to %ause

in retros%ect& 'imes and conditionschange so ra%id!y that #e must (ee%our aim constant!y "ocused on the"uture&)

* +a!t isney


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Presentation Purpose

Provide an overvie# o" the

administrative strategic%!anning and changemanagement initiative


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Background Administrative strategic %!anning and change management

%rocesses #ere initiated in res%onse to strong desires o" theN- administrative management community

Process and "ocus o" the %!an incor%orates strategic %!anning,communications, and change management recommendations"rom ./ and /M retreats and #or(ing grou% activities

.stab!ished the trategic Administrative Management P!anningCommittee AMPC com%osed o" the e%uty irector "orManagement, 7 ./s and 2 /3ce o" Management irectors toserve as an advisory grou% and communications resource onmatters re!ated to trans*N- administrative strategic %!anning

.stab!ishing the /3ce o" trategic P!anning "or Administration tocoordinate the deve!o%ment and im%!ementation o" this strategic%!an and administrative change management


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What is StrategicPlanning? A management too!4roadma% to the "uture used to he!%

an organi5ation do a better 6ob 'o set %riorities 'o "ocus its energy and resources

'o ensure management and sta$ are #or(ing to#ard commongoa!s #ith c!ear e%ectations and accountabi!ity 'o ensure agreement #ith the intended outcomes4resu!ts o"

their e$orts 'o assess and ad6ust the organi5ations direction in res%onse to

a changing environment

A disci%!ined e$ort that %roduces "undamenta! decisionsand actions that sha%e and guide #hat an organi5ation is,#ho it serves, #hat it does, and #hy it does it, #ith a"ocus on the "uture


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What is ChangeManagement? A structured a%%roach "or managing change at an

organi5ationa! !eve!& t inc!udes9 Readiness Assessments – a strategy that creates data and

ana!ytics& 'his inc!udes de:nition o" the “as is condition) and the“go to condition&)

Sponsorship - engaging senior managers as change

!eaders4agents Communications * bui!ding a#areness o" the need "or change Education and raining * deve!o%ing com%etencies and

(no#!edge to su%%ort the change Coaching !y Managers * he!%ing em%!oyees move through the

transition Measurement Systems" Re#ards and Rein$orcement *

methods to sustain the change

An array o" too!s that inc!udes continuous %rocessim%rovement, benchmar(ing and the identi:cationo" best %ractices, %rocess ma%%ing, statistica!%rocess contro!, and business %rocess reengineering&


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Bene%ts o$ Strategic Planning andChange Management .nhance communication, co!!aboration, and trust in /M4./ communities

via an inc!usive, %artici%atory, and systematic %rocess that #i!! increasethe e$ectiveness, e3ciency, and qua!ity o" N- administrativemanagement services&

Provide a %rocess "or an ob6ective revie# o" N-s crosscuttingadministrative "unctions no# and in "uture to a!!o# better %!anning,resource a!!ocation, coordination, action, and assessment

;ui!d a


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The Strategic Planning Model

&'(&'(

CommunityCommunity

Program and BudgetE)ecution

>m%!ement %rograms, administrativestrategies, and change managementinitiatives

E*aluation andAccounta!ility>Assess resource uti!i5ation>;enchmar(ing ? ;est Practices>Month!y %er"ormance revie#s>.m%!oyee Per"ormanceeve!o% annua! budget and%er"ormance targets

>eve!o% tactica! %!ans "or%rograms and "unctiona! areas>eve!o% ndividua! Per"ormanceP!ans PMAP

Strategic Planning>ata co!!ection and ana!ysis>o!icit community in%uts>eve!o% strategic %!an

* et4modi"y organi5ationsmission, vision,

goa!s, andob6ectives

En*ironmental

+actors

Shared,#nership Communicati

ons


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Strategic Planning Process.ata Collection

Analysis

Planning Sessions#ith Community

'nput

Strategic Plan

Planning eams

'mplementation Strategies and Change 'nitiati*es

Communication P!an

@eyMeasures

Accountabi!ity"or Pro6ects and

Changenitiatives

Month!y 'rac(ing

Strategic ,utcomes


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ntervie# /M irectors and AMPC members


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o!icit community in%ut via goa! %!anning sessions#ith /M oa! /#ners, AMPC re%resentatives, and

sub6ect matter e%erts to9eve!o% strategic goa! and ob6ective !anguage

+hat is to be achieved and #hy is it necessaryB

denti"y associated strategies4actions and mi!estones

-o# and #hen #i!! resu!ts be achievedB denti"y quantitative qua!itative %er"ormance

measures and targets .stab!ish our %er"ormance e%ectations by de:ning

ho# #e #i!! measure our %rogress and resu!ts

Planning

Sessions#/

Community

'nput


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nitia! %!an #i!! inc!ude D strategic

goa!s9 m%roving human ca%ita! %!anning and

management

.nhancing decision ma(ing through

increased use o" data.m%!oying %roactive ris( management to

enhance %rogram %er"ormance

.nhancing interna! communications

Strategic

Plan


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SAMPC Representation on Goal Teams

Human Capital Chris Major Maureen Gormley

JJ McGowan Gary Steinberg

Risk Management Suanne Servis

Mary A!!eldt Melanie "eller #ynn $ellinger

Data/Decision Making Colleen %arros Janet &udric'

&on Christo!erson Gahan %reithaupt &an (heeland

Communications )*ntire SAMPC+


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Human Resources (Example)oal! Recruit" hire" de#elop and deplo$ a talented and di#erse %ork&orce that has the competencies to

success&ull$ achie#e 'Hs mission and goals

Strategic *utcomes! 'H is a+le to attract and retain top talent in all mission critical occupations necessar$ to achie#e its

science and research mission Prospecti#e emplo$ees ha#e a clear understanding o& the o& the re,uirements o& the position and

competencies the$ %ill need to success&ull$ per&orm in the -o+s &or %hich the$ appl$ 'H is a+le to &ill positions in a more e&&ecti#e manner and a+le to hire the top applicants 'H has a %ork&orce that is +etter prepared to deal %ith the demands o& their %ork and meet the mission

o& the 'H. 'H has a sustained pool o& high potential and highl$ ,uali&ied 'H candidates &or leadership positions

as the$ +ecome #acant.

*+-ecti#es!

! 0ttract top talent through impro#ed planning" sourcing" outreach" and marketing strategies

1! ntegrate competencies into the recruiting and hiring process so prospecti#e emplo$ees ha#e a clearunderstanding o& the scope and re,uirements o& the positions the$ appl$ &or and selecting o&&icials are+etter a+le to e#aluate the experience" skills" and a+ilities o& candidates to success&ul per&orm their %ork

2! Strengthen the recruiting and hiring process to ena+le 'H to &ill position in a more e&&ecti#e manner andhire the top applicants

3! Enhance the 'H %ork&orce through the use o& a competenc$ +ased de#elopment model.

4! 5uild a communit$ o& leaders &or the &uture +$ pro#iding +oth leadership de#elopment programs andguidance on leadership acti#ities.


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Communications (Example)

oal! Enhance the e&&ecti#eness" e&&icienc$" and timeliness o& internal 'H administrati#e

communications to impro#e t%o6%a$ in&ormation exchange +et%een and %ithin the*M and the Cs

Strategic *utcomes! ood (accurate" complete" timel$ and consistent) in&ormation comes &rom and goes to

the appropriate indi#iduals &or triage and action Clear direction and the context &or ho% in&ormation is to +e used is pro#ided" so

appropriate indi#iduals are a+le to act mpro#ed communication up" do%n and across the entire organi7ation

*+-ecti#es!

! Esta+lish a communications coordination &unction that %ill seek to enhance the ,ualit$"timeliness and prioriti7ation o& communications. This &unction %ill ensure that actionsare clear and redundant re,uests &or in&ormation are minimi7ed/eliminated.

1! Esta+lish processes that &acilitate clear" concise and timel$ internal communications o&administrati#e initiati#es" changes" data calls" and general in&ormation

2! De#elop a centrali7ed data archi#e/repositor$ that %ill support the timel$ collection"anal$sis" and sharing o& in&ormation


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0oaleams

,!1ecti*e

,#nersPro1ecteams

SAMPC 2,*ersight3

Planning eams


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0oal eams4 D goa! teams based on D strategic goa!s =ed by /M ;usiness /#ner and inc!ude C AMPC re%resentatives,

#or(ing !eve! sub6ect matter e%erts

eve!o% and oversee im%!ementation o" the ob6ectives under eachgoa!

,!1ecti*e ,#ners4 %eci:c individua! res%onsib!e "or each ob6ective under a goa!

Monitor and re%ort on %rogress to the a%%!icab!e oa! 'eam

Pro1ect eams4 'eam inc!udes sta$ "rom the /M irector and may inc!ude the Cs

sub6ect matter e%erts

Coordinate im%!ementation o" the strategic actions and changeinitiatives associated #ith o" each ob6ective and re%orts to /b6ective

/#ner

Planning eams


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Communication Plan4

ncor%orates recommendations "rom the /M4./ +or(ingrou%s, such as obtaining ear!y in%ut, deve!o%ing c!ear

communications, /M and C "eedbac( and regu!ar u%dates& Phase 19 n"ormation about strategic %!anning %rocess

Phase 29 nitia! strategies and change management initiatives ?#hat is going to be done, #hy, the bene:ts, #ho is im%acted, etc&

Phase E9 hare regu!ar %rogress resu!ts #ith AMPC, ./s, /M, C

irectors, and em%!oyees5ey Measures4

Change "rom a "ocus on o%erationa! measures to aninterre!ated set o" (ey %er"ormance measures that !oo( atcause and e$ect

'mplementati

on Strategies


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Accounta!ility $or Pro1ects 'nitiati*es4 Pro6ect 'eams #i!! be accountab!e "or de!ivering %rograms and

services Carry*out strategies

m%!ement change initiatives

Monthly SAMPC racking4


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Strategic PlanningSchedule

Acti*ity imeline Status


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,e-t Steps !or AMC

Align AMC planning and projects with the

Administrative Management Strategic Plan

%egin to discuss an ac.uisition managementgoal !or inclusion in the ne-t update o! the

Administrative Management Strategic Plan

This should be accomplished in a collaborativemanner under /A#M0s leadership


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Point o$ Contact

0ary Stein!erg/3ce9 E01 FGD ? 0DG0

.mai!9 gary&steinbergHnih&hhs&gov

mailto:[email protected]:[email protected]


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9:ES',&S?

Documents

Strategic Planning and Change