OIM
PUL SE Volume 7, Issue 1 | December 2017
12/2011: The first issue, announcing arrival of Drs. Harbison and Hogg
03/2012:
OIM moves from Building 10 to Building 3
12/2013:
DIR implements iLab core management software
12/2012:
Martha Vaughan & Maurice Burg appointed to Scientist Emeritus
03/2014:
OIM Space + Design Branch setup REES Scientific monitoring system in Building 50
06/2015:
OIM kicks off a Senior Support Staff Development Program
12/2015:
OIM kicks off the Info Fest
03/2016:
OIM Information Services Branch and Space + Design Branch team up to implement the software Planon
12/2016:
09/2017:
OIM Information Services Branch and General Administration Branch team up to create a Travel Voucher Log on SharePoint
12/2017:
The 25th and final issue
OIM creates a new brand!
2012
2013
2014
2015
2016
2017
OIM
2016
20,558 acquisitions;
89%
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1,116 personnel packages
space alterations
3,534
1,283
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1,317
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customer satisfaction rate
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National Heart, Lung, and Blood Institute Division of Intramural Research
Office of Intramural Management
Strategic Plan 2017-2019
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Po s • ition B ran s • D ep ch C • uty hie C h • f Se ief of Branc nio S hC • Man r Pro taff hie f Re age gra sea m r S pe r • c ch • Busin ialist Supp ort e Hu m ss Stra an Ana teg Cap lyst ist ita l
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Recruitment • • •
Assess vacancies across the DIR; collaborate with staff to GHYHORS VWUDWHJLHV DQG SODQV WR ÀOO YDFDQW SRVLWLRQV Coordinate senior-level scientist and clinician recruitments Maintain relationships with local colleges and universities
Executive Support of OIM Director • • • • •
Perform schedule and meeting management 3UHSDUH EULHÀQJ PDWHULDOV 6HUYH DV OLDLVRQ EHWZHHQ WKH 2,0 'LUHFWRU DQG H[WHUQDO RIÀFHV Serve as alternate to OIM Director Develop and implement DIR initiatives and policies
Budget • •
Oversee the DIR budget formulation, presentation, and execution Manage user-fee development, implementation, and bi-annual review for DIR core facilities
Business Services • •
•
Manage DIR Memorandums of Understanding (MOUs) for both intra-agency and external organizations Assist DIR staff with the administrative review and submission of extramural grant applications via grants.gov and NIH eRA (Electronic Research Administration) Commons Centrally manage Kelly Services contract staff VFLHQWLÀF DQG RSHUDWLRQDO ZLWKLQ WKH ',5
Professional Development, Training, and Organizational Consulting • • • •
Manage the Senior Support Staff Professional Development and Training Program Identify and deploy employee assessment tools Oversee OIM job shadowing, mentorship, and detail programs Execute DIR administrative workload analyses for workforce and succession planning
Communications •
• • •
Publish the OIM Pulse, a quarterly publication written by OIM staff as a news source for administrative happenings that impact the DIR Lead strategic communication efforts surrounding organizational changes impacting the DIR Inform the DIR on programmatic updates Manage communications on OIM initiatives, policies, and programs
Introduction
Process
Strategic Plan
Action Plan
Appendix
9
*HQHUDO $GPLQLVWUDWLRQ %UDQFK Personnel • • • •
Provide overall support and management of DIR recruitments, hiring, renewals, and terminations Provide general policy guidance on hiring mechanisms, salaries, and other inquiries Track and ensure the on-time submission of appointment, renewal, and termination paperwork Manage the various administrative systems for all appointment types (including the NIH Enterprise Directory (NED) and the Integrated Time and Attendance System (ITAS))
Budget • •
• •
3URYLGH ÀQDQFLDO VXSSRUW DQG JXLGDQFH LQ WKUHH SULPDU\ F\FOHV PRQWKO\ EXGJHW UHSRUWV IRUPXODWLRQ DQG ÀVFDO \HDU FORVHRXW 3URYLGH ÀQDQFLDO DQG EXGJHW PDQDJHPHQW VHUYLFHV prepare monthly budget reports for assigned Branches and Centers; coordinate and develop budget request for XSFRPLQJ ÀVFDO \HDU FORVHRXW FXUUHQW ÀVFDO \HDU EXGJHW Assist in budget forecasting and research project planning Coordinate all internal and external funding sources in collaboration with the other OIM branches, through the management of Cooperative Research and Development Agreements (CRADAs), MOUs, and other funding sources
Travel • • • • •
Provide overall support and management of DIR travel Provide general policy guidance for domestic, sponsored, and foreign travel Conduct quality review of submitted travel requests Provide system assistance and logistics Process travel requests
Program Communication • • • •
10
Advise the NHLBI Branches and Centers on various management topics Provide consistent (at least monthly) administrative updates to Branch chiefs and Center directors Triage support questions on various policy requirements Communicate to the DIR community regarding personnel, travel, and budget policy changes
Positions • Branch Chief • Deputy Branch Chief • Administrative 2IÀFHUV • Administrative Technicians
The General Administration Branch (GenAdmin) serves as experts and advisors to the community in four functional areas: Personnel, Budget, Travel, and Program Communication. GenAdmin supports the DIR as program managers and supports DIR staff by serving as a liaison, facilitator, and coordinator EHWZHHQ RIÀFHV DQG SURYLGLQJ GLUHFW EXGJHW travel, and personnel support to our end users. In addition, GenAdmin communicates with DIR staff, coordinates data calls and required reporting to WKH 1,+ DQG IDFLOLWDWHV UHTXHVWV WR RWKHU 1,+ RIÀFHV LQFOXGLQJ WKH 2IÀFH RI +XPDQ 5HVRXUFHV 2+5 and the Division of International Services (DIS).
Introduction
Process
Strategic Plan
Action Plan
Appendix
11
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Purchasing • •
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7KH $FTXLVLWLRQV /RJLVWLFV %UDQFK H[HFXWHV DOO SXUFKDVHV RI JRRGV DQG VHUYLFHV DQG SURYLGHV FUDGOH WR JUDYH logistical support for contracts and the management of IT DQG VFLHQWLÀF HTXLSPHQW
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6HUYH DV 1+/%,·V ÀUVW SRLQW RI contact for all purchases Purchase a wide variety of services, supplies, and equipment to meet the unique requirements of NHLBI staff (an average of 22,000 orders per year) Ensure each unique purchase upholds federal acquisition regulations and other NIH procurement policies Conduct market research and negotiate with external vendors to ensure optimal value for NHLBI Assist with purchasing quality control measures by collecting, analyzing, and summarizing data and trends
Business Services •
•
• • • •
)XQFWLRQ DV WKH SURMHFW RIÀFHU FRQWUDFWLQJ RIÀFHU·V UHSUHVHQWDWLYH RQ all DIR contracts (R&D and non-R&D) Work with OFM to ensure timely payment of invoices and resolve accounting issues Advocate for DIR’s needs on NIHwide acquisitions committees Serve as liaisons for the DIR community DQG WKH 1+/%, RIÀFH RI DFTXLVLWLRQV Ensure contractor compliance on OIMPDQDJHG SXUFKDVH RUGHUV FRQWUDFWV Liaise between NHLBI scientists and staff and the external inventory team (New Year Tech) to facilitate an annual audit of property
Logistical Management • •
•
• •
•
Positions • Branch Chief • Deputy Branch Chief • Contracts Administrator • Lead Purchasing Agents • Purchasing Agents • 3URSHUW\ 2IÀFHUV
Manage the full lifecycle of sensitive DQG VFLHQWLÀF DFFRXQWDEOH SURSHUW\ Receive all IT products and ensure they are processed by the information technology and applications center (ITAC) Operate the NHLBI DIR ReUse program to reallocate functional accountable property Maintain items on property pass Process and preserve documentation for property loans, trade-ins, and exchanges Monitor depreciation values and facilitate the 342 process to remove accountable items from NIH’s assets
Introduction
Process
Strategic Plan
Action Plan
Appendix
Space + Design %UDQFK
Space Planning and Assessments • •
Evaluate existing space layout and utilization rates 'HVLJQ SURSRVDOV IRU PRUH HIÀFLHQW VSDFH FRQÀJXUDWLRQV
/DE DQG 2IÀFH 0RGLÀFDWLRQ 3ODQQLQJ • • • • • •
5HFRQÀJXUH IXUQLWXUH Relocate equipment Finish repairs 3HUIRUP PLQRU SOXPELQJ DQG HOHFWULFDO PRGLÀFDWLRQV Coordinate cabling Perform installations such as shelving, signage, lab equipment, whiteboards, and wall-mounted monitors
Design and Construction Management • •
Provide oversight and project management of major renovation design and construction activities Move people in and get spaces up and running after renovations
Personnel Move Coordination • • •
Process telephone and computer move requests Coordinate moving-crate delivery Relocate furniture
Access Request Processing • •
Process locksmith and badge access requests Install card readers
REES Monitor Installation & Training • • • 14
Install new REES equipment monitoring probes Troubleshoot REES monitoring system Train new REES users
Positions • Branch Chief • Deputy Branch Chief • Project Architects • Assistant Project Architects
Introduction
Process
7KH 6SDFH 'HVLJQ %UDQFK VHUYLFHV WKH VSDFH QHHGV RI WKH ',5 DQG WKH 2IÀFH RI WKH 'LUHFWRU ([WUDPXUDO 2'([W including space management, PDMRU UHQRYDWLRQV PLQRU DOWHUDWLRQV 5((6 HTXLSPHQW PRQLWRULQJ PRYH FRRUGLQDWLRQ DQG DFFHVV UHTXHVW SURFHVVLQJ Our mission is to ensure that ZH SURYLGH WKH EHVW DQG PRVW HIÀFLHQW VSDFHV WR VXSSRUW RXU VFLHQWLVWV DQG WKHLU QHHGV
Strategic Plan
Action Plan
Appendix
,QIRUPDWLRQ 6HUYLFHV %UDQFK Software Development • •
Implement new software applications that serve OIM DQG RU RYHUDOO 1+/%, Develop and maintain the SharePoint site for OIM and DIR Program staff
System Administration • • • •
Provide system administration support for DIR's and where applicable NHLBI's administrative application portfolio Perform periodic software upgrades and system maintenance Conduct training sessions for NHLBI and OIM Staff on new business processes for existing and new systems
Reporting and Analytics •
Develop reporting and analytical solutions that allow users to perform data analysis, monitor business performance and generate reports to support better decision making at all levels of the organization
Process Improvement •
•
Evaluate current business, operational and technical processes, recommend and implement continuous process improvement efforts promoting automation and streamlining ,QWHJUDWLRQ RI LQIRUPDWLRQ GDWD DFURVV YDULRXV HQWHUSULVH V\VWHPV WR VXSSRUW HIIHFWLYH DQG HIÀFLHQW RSHUDWLRQV DQG RYHUVLJKW
Collaboration •
• •
3DUWQHU ZLWK ,7$& &,7 6,2 WR SURDFWLYHO\ DVVHVV FXVWRPHU QHHGV DQG PLWLJDWH ULVNV LVVXHV GXULQJ WKH LPSOHPHQWDWLRQ of NHLBI-wide initiatives that impact the DIR community Facilitate cross-IC collaboration to leverage resources and bring enhanced IT capabilities to the DIR Serve as liaison on DIR IT Steering Committee to identify overall intramural IT issues, propose solutions, and make the servicing resources accountable
Positions • Branch Chief • Deputy Branch Chief • System Analyst • Senior Application Developer • Application Developer
7KH ,QIRUPDWLRQ 6HUYLFHV %UDQFK ,6% LV D WHDP RI ,QIRUPDWLRQ 7HFKQRORJ\ ,7 SURIHVVLRQDOV ZLWKLQ WKH 2,0 ,6% VWDII PHPEHUV VSHFLDOL]H LQ WKH GHYHORSPHQW DQG GHOLYHU\ RI VRIWZDUH DSSOLFDWLRQV LQ VXSSRUW RI WKH YDULRXV EXVLQHVV IXQFWLRQV ZLWKLQ 2,0 DQG DFURVV 1+/%, ,6% VWDII FDQ VHUYH LQ WKH IROORZLQJ UROHV DV QHHGHG V\VWHP DGPLQLVWUDWRU DSSOLFDWLRQ GHYHORSHU V\VWHPV DQDO\VW SURMHFW manager, liaison, trainer, and WHFKQLFDO DGYLVRU
Introduction
Process
Strategic Plan
Action Plan
Appendix
17
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2EMHFWLYH 5HVRXUFH )RUFH Resurrect and maintain the Resource Force. The product of a previous strategic plan, the Resource Force was created to improve OIM’s outreach to customers through cross-branch collaboration. It assigned teams of members from each branch to address together the unique needs of a particular group of customers. This objective seeks to further develop the Resource Force concept and create D PRUH XQLÀHG IURQW IRU 2,0·V FXVWRPHUV
2EMHFWLYH 0RUDOH Increase OIM morale through thoughtful and inclusive activities throughout each year, while also working to identify and address workload concerns, solutions, and impacts on staff effectiveness. The combination of high performance standards and heavy workloads can result in high stress levels in the office. Although having challenging work is healthy, too much stress can have devastating effects on employee morale and performance. Therefore, it is crucial for OIM to continue to monitor employee morale and offer responsible and effective solutions.
2YHU WKH \HDUV 2,0 KDV LQFUHDVHG WKH OHYHO RI DGPLQLVWUDWLYH VXSSRUW LW SURYLGHV WR LWV FXVWRPHUV :LWK WKLV LQFUHDVHG VXSSRUW KDV FRPH DGGLWLRQDO VWDII DQG WKH FUHDWLRQ RI QHZ EUDQFKHV 6XGGHQO\ coordinating efforts across the OIM and maintaining high performance DQG PRUDOH KDV EHFRPH D PXFK ODUJHU HQGHDYRU ,W·V PRUH FUXFLDO QRZ WKDQ HYHU EHIRUH IRU 2,0 EUDQFKHV WR UHILQH WKHLU VWDQGDUG SURFHGXUHV DQG HIIHFWLYHO\ FRPPXQLFDWH ZLWK HDFK RWKHU 7KH UHVXOW RI JUHDWHU FRQVLVWHQF\ DQG LQWHUQDO FRPPXQLFDWLRQ ZLOO EH DQ HQKDQFHG H[SHULHQFH IRU 2,0 PHPEHUV DQG WKHLU FXVWRPHUV
2EMHFWLYH 6WUDWHJLF 2YHUVLJKW Effectively manage the OIM Strategic Plan to ensure completion of all established goals, objectives, and tasks. An effective strategic plan requires oversight and evaluation to ensure our key objectives are met. We intend to maintain constant accountability to OIM’s strategic plan to make sure that the efforts of each team are applied appropriately to allow us to reach our goals.
Introduction
Process
Strategic Plan
Action Plan
Appendix
27
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2EMHFWLYH &XVWRPHU 6HUYLFH $JUHHPHQWV Improve customer partnerships by streamlining administrative actions and customer service. It is important that what our customers expect of us matches what we expect of ourselves. Any discrepancy between the two expectations will result in poor customer service. The establishment of expectations requires an awareness of industry best practices as well as a solid understanding of the unique needs of the customer. We should work with our customers to develop appropriate expectations and then devise metrics that adequately UHÁHFW WKRVH H[SHFWDWLRQV WR DVVLVW LQ RXU UHSRUWLQJ out to our customers.
2EMHFWLYH 4XDOLW\ ,QWHUDFWLRQV Maintain and increase the quality of interactions with customers to support continuity of service and foster an understanding of customer needs. As previously mentioned, it is important for us to maintain regular contact with our customers. Regular contact with our customers helps us better understand their needs. It also allows us to inform our customers of the services that we provide. Overall, regular communication improves customer relationships. Therefore, we should explore opportunities to engage our customers that facilitate positive and proactive communication of expectations, ideas, and goals.
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Objective 2.3: NIH Administrative Partners 6WUHQJWKHQ UHODWLRQVKLSV ZLWK .H\ 3DUWQHU 2IÀFHV .32 DFURVV WKH 1,+ WR DOORZ IRU WKH SURDFWLYH H[FKDQJH RI LQIRUPDWLRQ SROLF\ VKLIWV ZRUNORDG DQG OHDG WLPHV LQ UHODWLRQ WR WKH FRUH EXVLQHVV DFWLYLWLHV RI WKH 2,0 :H FDQ·W GR HYHU\WKLQJ RQ RXU RZQ 2XU HQYLURQPHQW UHTXLUHV XV WR UHO\ RQ RWKHU DGPLQLVWUDWLYH RIÀFHV VXFK DV 25) ([HFXWLYH 2IILFH (2 2+5 2IILFH RI 0DQDJHPHQW 20 &2$& DQG ,7$& WR JHW ZKDW RXU FXVWRPHUV QHHG ZKHQ WKH\ QHHG LW 7KHUHIRUH LW EHQHÀWV XV WR FRQ WLQXDOO\ HQJDJH NH\ SDUWQHU RIÀFHV LQ GLVFXVVLRQV DERXW RXU FXVWRPHUV· QHHGV DQG KRZ RXU RIÀFHV FDQ EHWWHU ZRUN WRJHWKHU WR PHHW WKHLU QHHGV
Objective 2.4: Marketing Communications )XU WKHU GHYHORS FRQVLVWHQW FRPPXQLFDWLRQV DQG WDLORU WKHP WR HDFK DXGLHQFH ,I ZH ZDQW WR SURYLGH RXU FXVWRPHUV ZLWK XQSDUDOOHOHG VXSSRUW WKHQ ZH PXVW LQIRUP WKHP DERXW WKH VHUYLFHV ZH RIIHU
Introduction
Process
Strategic Plan
Action Plan
Appendix
29
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Objective 3.1: Culture Promote an engaging OIM culture by incorporating values and positive accountability through key processes and actions. Simply having a list of core organizational values is not enough. The main reason for having core values is so that those values LQÁXHQFH HYHU\ GHFLVLRQ LQ WKH RIÀFH ,Q RUGHU WR EH effective, they must be implemented both on an organizational level as well as an individual level. 7KH UHVXOW RI VXFFHVVIXO LPSOHPHQWDWLRQ LV D XQLÀHG and consistent workforce.
Objective 3.2: Institutional Learning Fully understand the OIM’s place within the NIH and among other intramural management organizations in other Institutes and Centers (ICs) and translate into ongoing performance excellence. OIM has experienced great success over the years. Much of this success can be attributed to OIM’s drive to be the best. This drive consists of continuously asking ourselves, “What can we do better?” This objective seeks ways to answer this question. Through providing staff with training opportunities, promoting creativity in the workplace, and benchma r k ing against outside RUJDQL]DWLRQV ZH DUH VXUH WR ÀQG ZD\V WR FRQWLQXH to build upon OIM’s success.
,Q DFKLHYLQJ 2,0·V PLVVLRQ RI SURYLGLQJ LQQRYDWLYH VXSSRUW IRU JURXQG EUHDNLQJ UHVHDUFK ZH DV DQ RUJDQL]DWLRQ QHHG WR HPERG\ D VHW RI VKDUHG YDOXHV WR SURPRWH LQWHUGHSHQGHQF\ DPRQJ RXU FROOHDJXHV DQG FXVWRPHUV %\ IRVWHULQJ SURIHVVLRQDO JURZWK DQG GHYHORSPHQW FRPPLWWLQJ WR ZRUNLQJ ZLWK RSWLPLVP DQG HQHUJ\ DQG E\ KROGLQJ RXUVHOYHV LQGLYLGXDOO\ DFFRXQWDEOH ZH ZLOO FUHDWH D FRKHVLYH FXOWXUH WKDW LV FRQVLVWHQW ZLWK RXU VKDUHG YDOXHV DQG UHSUHVHQWHG LQ RXU GDLO\ EXVLQHVV SUDFWLFHV
Objective 3.3: Technological Competence Develop a talent pool of personnel who are wellversed in technology and understand how, when, and where to apply those technology skills to solve business problems with a progressive mindset. Technology has the power to revolutionize and streamline OIM’s administrative processes. The 2,0 KDV PDQ\ XVHIXO WHFKQRORJLHV DW LWV ÀQJHUWLSV already. However, some of these technologies are being underutilized simply because staff either do QRW NQRZ WKH\ H[LVW RU DUH QRW VXIÀFLHQWO\ WUDLQHG to use them to their fullest extent. By simply training staff to use existing technologies, OIM can dramatically streamline its processes and thereby improve the services it provides its customers.
Introduction
Process
Strategic Plan
Action Plan
Appendix
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2EMHFWLYH Change Management Develop an enduring change management program designed to predict, evaluate, and respond to organizational change. Our environment is in constant flux, so it is important to be proactive and work to categorize and build plans around many of the major organizational shocks we may face. Our development of a change management system will include regular review and communication plans to ensure we are doing all we can to mitigate the service disruptions that may result from potential unknowns.
2EMHFWLYH 6WDII 'HYHORSPHQW DQG *URZWK Provide the structure and space for employee development and growth within and outside the 2,0 FRPPXQLW\ (PSOR\HH GHYHORSPHQW EHQHÀWV an organization in a number of ways. It ensures a competent and capable workforce and improves morale. While many opportunities exist for professional development, there is always room for improvement. This objective seeks to ensure that all OIM employees have equal opportunities for success in their current position and for professional growth.
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2EMHFWLYH :RUNIRUFH 'DWD Encourage proactive communication across the OIM in terms of overall staff effectiveness, team strengths, customer focus, and creativity. The OIM KDV WURYHV RI GDWD DW LWV ÀQJHUWLSV 6XFK GDWD KDYH WKH SRZHU WR LQÁXHQFH PDMRU EXVLQHVV GHFLVLRQV $V powerful as data can be, it must be managed and leveraged responsibly. It is for this reason that OIM must make a concerted effort to ensure not only that its data is accurate but also that the metrics WKH GDWD VXSSRUW DFFXUDWHO\ UHÁHFW 2,0·V YDOXHV
2EMHFWLYH 6WDII 7UDQVLWLRQV Establish staff transitions as a core OIM function, allowing for the tracking, anticipation, and accommodation of promotions, turnover, bringing new employees up to speed, and organizational growth. Staff transitions are some of the most difficult situations for organizations to navigate. Whether expected or unexpected, the transition of staff has the potential to seriously disrupt an organization’s operations. But with the right systems in place, organizations can maintain high performance amid transitions. It is with this mentality that OIM seeks to develop solid succession plans and forecasting to prevent major disruptions resulting from staff transitions.
Introduction
Process
Strategic Plan
Action Plan
Appendix
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Objective 5.1: Business Process Improvement Adopt business analysis and process improvement methodologies across the OIM. A business process is a collection of linked tasks that, once completed, achieves an organizational goal. One could argue, therefore, that an organization is only as effective as its business processes. For this reason, OIM should be constantly engaged in process evaluation and improvement. This will promote operational excellence and ensure that OIM never falls into the trap of doing things a certain way just because “we’ve always done it that way.”
Objective 5.2: Branch Process Standardization Create consistent processes and procedures that apply to all branches. As an organization grows, so does its dependence on sound standard processes. In OIM’s case, there is a need to HVWDEOLVK QHZ DQG UHÀQH H[LVWLQJ RIÀFH ZLGH DQG branch-specific procedures. The establishment and adherence to sound procedures has the SRWHQWLDO WR LPSURYH LQWUD RIÀFH FRPPXQLFDWLRQ and assist branches in exploring ways in which they can combine efforts to create a seamless experience for their customers.
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2EMHFWLYH 7HFKQRORJ\ ,QQRYDWLRQ Create partnerships to drive technology adoption and deliver high quality IT services to end users that enable innovative problem solving. OIM will establish a strong partnership with internal and external IT organizations, stakeholders, and customers to drive technology innovation across NHLBI. Through WKLV XQLÀHG HIIRUW ZH FDQ SURYLGH HQKDQFHG KLJK quality IT services; improve end user experience by extending these services to mobile devices; and facilitate customer engagement through collaboration tools.
2EMHFWLYH 6\VWHPV DQG 6HUYLFHV ,QQRYDWLRQ Enable business process improvement through automation, integration, and the standardization of data, processes, and systems. OIM will identify, analyze, and redesign key business processes within and across the branches through automation of manual processes, integration of disparate systems, and standardization of data. This will result in optimization of end-to-end processes and enhanced systems. It will also reduce redundanFLHV DQG XQQHFHVVDU\ OLPLWDWLRQV WR DJLOLW\ ÁH[LELOLW\ and resilience while improving productivity and promoting effective, timely, and informed decision-making across the organization.
Introduction
Process
Strategic Plan
Action Plan
Appendix