# Presentation: 207869

## NIH Management Initiatives

- Ms. Colleen Barros
- Deputy Director for Management
- Acquisition Symposium
- November 10, 2004

## Overview

- Overview of total NIH restructuring effort

-  Principles and Management/Governance Framework

-  Status report

## Overview – NIH Change Initiatives

- _Government-wide_

- _DHHS-wide_

- _NIH-ARAC_

-  E-Gov
-  25 known initiatives
-  Largest impact is e-Travel.
-  GSA announced requirement to begin installing of new system.
-  DHHS has selected Gelco-based system thru Northrup Grumman.
-  DHHS calling for NIH implementation in FY 2005.

-   A-76
-  Successful NIH bids for Grants and Real Property.
-  12 studies underway/completed for FY 2004.
-  Preplanning for 9 studies in FY05

-  Accounting Initiatives

-  System - all Agencies run accounting operations on single software configuration maintained by DHHS.

-  Operations – Workgroups, studies exploring use of Shared Services.

-   Procurement Initiatives
-  DHHS-wide workgroups standardizing elements of the  procurement systems;
-  Decisions to date include use of  standard software.

-  Budget – Continue decentralized services; centralize limited functions.
-  Finance – Continue centralized services but within the context of a new financial system and DHHS centralization efforts.
-  HR – Centralize all operations.
-  Facilities – Restructure centralized functions.
-  Acquisitions – Continue decentralized model but with fewer decentralized acquisitions offices.
-  EEO – Centralize all operations.
-  IT – Centralize selected functions
-  Grants Management – Service Centers for non-IC-specific functions.

-  Undertake administrative change that enhances the NIH research mission.

-  Assume ARAC report represents policy direction; implementation groups have flexibility in defining optimal approach.

-  Achieve efficient use of FTE’s w/o diminution of service.

-  Actively involve community, including customers, in implementation planning.

-  Create customer service advisory boards for services to be centralized.

-  Undertake comprehensive change management including communication and training.

-  Promote “best practices” through benchmarking and performance standards, and sequence efforts with IT initiatives to assure that reengineered business processes are incorporated into system development.

-  Achieve standard business processes.

-  Assure governance through Working Groups and Steering Committee.

- Principles to Guide Program of Change

-  Coordinate, as appropriate with DHHS to maximize efficiencies.

## ARAC Implementation - NIH Management Framework

-  DDM
-  Overall responsibility for the management of the program of change on behalf of NIH Director.
-  Assures presentation of policy issues through the NIH Governance structure
-  Assures that individual initiatives are coordinated with other NIH initiatives.

-  Functional Managers
-  Overall responsibility for managing the development and implementation of an individual change initiative.
-  Responsible for assuring that the change initiative is managed consistent with NIH/DHHS policy and the principles established by the NIH Steering Committee.
-  Raise cross-cutting issues to DDM if cannot be resolved.

-  ARAC Implementation Groups
-  Assist the Functional Manager in developing and executing the implementation plan.
-  Provide advice on procedural and policy issues that emerge.

-  National Academy of Public Administration – Contracted by NIH to assist in the implementation of ARAC initiatives.

## Management/Governance Framework

-  NIH Working Groups
-  Approve implementation plans or modifications to plans for initiatives within its purview.
-  Resolve policy issues that fall exclusively within its purview.
-  Make recommendations to the Steering Committee on cross-cutting or policy issues that have NIH-wide corporate consequences.
-  Keep abreast of overall progress in formulating and executing the initiative and that it is consistent with NIH/DHHS policies and the principles approved by the NIH Steering Committee.

-  NIH Steering Committee
-  Approves principles that guide NIH change initiatives.
-  Provides overall oversight for the development and execution of the total program of change.
-  Resolves cross-cutting or policy issues that have NIH-wide corporate consequences.

## NIH Governance Structure

**Dr. Elias Zerhouni, Chair**
**Steering Committee**
**Ten IC Directors**

**Facilities**
** ****Working Group**

**Management**
**&**
**Budget **
**Working Group**

**Information Technology**
**Working Group**

**Intramural Activities**
**Working Group**

**Extramural Activities**
**Working Group**

## Working Groups and ARAC Initiatives

| Management & Budget | Information Technology | Facilities | Intramural Activities | Extramural Activities |
| --- | --- | --- | --- | --- |
| Acquisitions | IT | Facilities |  | Grants |
| Finance |  |  |  |  |
| Budget |  |  |  |  |
| HR |  |  |  |  |
| EEO |  |  |  |  |

## ARAC Status Report - NIH Governance

-  All Managers must present Implementation Plan to their Working Group and to the Steering Committee

-  Purpose is to assure:
-  NIH leadership agreement with Implementation Plan;
-  Consistency with the principles approved by Steering Committee
-  Reasonableness of proposed timelines.

-  All initiatives have been presented to their respective Working Group – Acquisitions presented to the Management and Budget Working Group.

-  Presentations to the Steering Committee are in progress – Acquisitions to be presented to the Steering Committee shortly.

## ARAC Status Report – NAPA Panel

-  All ARAC initiatives have been presented to a Panel convened by the National Academy of Public Administration
-  Distinguished executives who oversee the NAPA staff effort.
-  Primary emphasis of Panel has been to assure benchmarking, performance indicators, customer input and change management.

-  Acquisitions initiative presented to NAPA Panel on November 5.

## Status of Initiatives

- EEO
- NIH-wide implementation of EEO consolidation planned for October 2004.
- Organizational structure and function definitions established.
- FTE and dollar transfers occurred Oct 3, 2004.
- Implementation plan approved and one-year transition period has begun.
- Benchmarking and best practices development underway.

## Status of Initiatives

- IT
- FY2003 Accomplishments:  have completed consolidation of 25 Help Desks to 1; 14 e-mail systems to the NIH Central System; and 21 wireless networks.
- FY2004 Initiatives completed by October 31, include:
- Establishing a single active directory to manage user identities in lieu of 18 domains--have completed 7 migrations.
- Consolidating network monitoring and problem detection/notification; remote access to the NIH Network; and network construction and management in new/renovated buildings. Network monitoring transition schedule for ICs has been developed and reconfigurations began in July.
- Restructuring videoconferencing between CIT and ORS.  Consolidation objectives will be achieved with completion of Medical Visual Arts competitive sourcing.
- Restructuring lines of authority--IC CIOs to be accountable to NIH CIO for IT infrastructure. Proposed approach presented to ITWG and EOs.

## Status of Initiatives

**Grants Management**
- Consolidate training of grants management staff with coordination by the Office of Extramural Research.  Two modules have been developed and approved by GMAC – will be initiated in FY 2005.
- Consolidate non-IC specific grants management functions.
- Two activities -- grants close out and NRSA appointments and terminations -- will be consolidated with the establishment of the Division of Extramural Activities Support.
- Receipt and imaging of non-competing applications centralized October 2004.
- Develop uniform core business practices to assure consistency of procedures across ICs.  A set of standard  award terms have been developed and will be approved by GMAC for mandatory use.
- Pilot benchmarks for determining appropriate staffing levels.  Metrics for grants weight factors have been prepared, refined, and approved by GMAC.  They will be applied across all ICs for comparison, and then used to formulate recommendations for next steps to take in 2005.

## Status of Initiatives

**Human Resources**
- Have undertaken a comprehensive assessment by HR customers of service needs.
- Based on assessment, have developed an HR Strategic Business Plan with 15 initiatives that focus on customers, stakeholders, internal practices, and competency development.
- Business plan was presented to MBWG in July.
- Have established a HR Strategic Advisory Committee – first meeting occurred in September.
**Budget**
- Workgroup has been established to:
- Identify common functions that could be consolidated centrally, and
- Strengthen the linkage between the central budget office and IC budget offices.
- An implementation plan has been developed.
- Staffing data has been collected and approaches to formalize the sharing of best practices among the budget community are being examined.

## Facilities
Functions from regional facilities at NIEHS, RML, Phoenix, and Baltimore centralized October 1, 2004. 
NIH has competed successfully as the Most Efficient Organization for real property functions but the final outcome is awaiting an independent review to identify any needed adjustments to the government’s bid.  
A plan for consolidating conference room management for rooms with capacity greater than 50 is being developed.
Finance
An implementation group has been formed and activities currently focus on addressing issues related to the merger of the NBS and UFMS. 
NAPA is performing an organizational and business process review for determining the best organizational option for the future.

- Functions from regional facilities at NIEHS, RML, Phoenix, and Baltimore centralized October 1, 2004.
- NIH has competed successfully as the Most Efficient Organization for real property functions but the final outcome is awaiting an independent review to identify any needed adjustments to the government’s bid.
- A plan for consolidating conference room management for rooms with capacity greater than 50 is being developed.
- Finance
- An implementation group has been formed and activities currently focus on addressing issues related to the merger of the NBS and UFMS.
- NAPA is performing an organizational and business process review for determining the best organizational option for the future.

- Status of Initiatives

## Status of Initiatives

- Acquisitions –
- Consolidation of NIH Acquisitions, including R&D Contracting, into 6 Service Centers.
- Project schedule drafted and being aligned with NBS deployment schedule for acquisitions.
- Alternative organizational configurations being assessed.
- Methodology being developed to determine optimal workload and staffing allocation.
- NAPA undertaking benchmarking with non-NIH Federal and University organizations.

## For the Future

- Continue to balance all change initiatives
- Emphasis on appropriate synchronization
- Must maintain continuity in supporting the mission

-  Continuously evaluate
-  Strengthen data analysis and oversight capability
-  Customer Service Boards
-  Create risk assessment capability