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BVARI’S STRATEGIC PLAN. Nancy Watterson-Diorio, CEO 3 rd Annual Business Meeting August 12, 2011. Boston VA Research Institute, Inc. PLAN PARTICIPANTS. Marty Abramson (Strategic Planning Champion, BVARI Chairman) Nancy Watterson-Diorio (Increase Knowledge) Tom Flinn

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bvari s strategic plan

BVARI’S STRATEGIC PLAN

Nancy Watterson-Diorio, CEO

3rd Annual Business Meeting

August 12, 2011

Boston VA Research Institute, Inc.

plan participants
PLAN PARTICIPANTS
  • Marty Abramson (Strategic Planning Champion, BVARI Chairman)
  • Nancy Watterson-Diorio (Increase Knowledge)
  • Tom Flinn
  • Ivette Arias (Centralize Business Support Services)
  • Jeffrey Burd
  • Janyce Sarmaniote (Financial Reporting)
  • Paul Martin (Data Management)
  • Dan Burke
  • Others involved in process:

Hieu Le, Madelyn Sierra (Facilitators),

Christian Halmi (Meeting Enabler, Support), Ross Farley, Nicole Bourne, Jennifer Clark (Former Team Members),

Anne McKinney (Guest)

Boston VA Research Institute, Inc.

mission statement
MISSION STATEMENT

At the Boston VA Research Institute, Inc. (BVARI) our mission is

To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System.

Boston VA Research Institute, Inc.

how does bvari define serve
How Does BVARI define “serve?”

Boston VA Research Institute, Inc.

strategy
STRATEGY

To accomplish this mission, BVARI will concentrate on the core of the strategy with the purpose to:

  • Inform
  • Communicate
  • Guide
  • Develop and continually improve upon BVARI’s best practices.

Boston VA Research Institute, Inc.

core values
CORE VALUES

The Boston VA Research Institute, Inc. holds the following core values:

  • Good stewardship through the highest ethical standards.
  • Service through mutual respect and collaboration.
  • Excellence through quality, efficiency, and innovation.

Boston VA Research Institute, Inc.

envisioned future
ENVISIONED FUTURE

Working together to be a world-class research institute serving our veterans and to be the standard of excellence by which VA non-profit research corporations are measured.

Boston VA Research Institute, Inc.

slide9

STRENGTHS

  • BOD Support
  • Affiliation with VA
  • Research & Development Partnership with BVARI
  • Grants management expertise
  • Local presence at VA sites
  • Motivational mission
  • People (research and admin)
  • Customer service
  • Office morale/environment/supportive culture
  • Leadership
  • Financially sound (e.g. profitable)
  • Agility – skills to adapt to various grant environments
  • Hiring – ability to hire faster than other organizations
  • Strong word of mouth reputation among PI’s

Boston VA Research Institute, Inc.

slide10

WEAKNESSES

  • Transparency (both Internally: Within the functional departments,
  • BOD and management; and, Externally: (PIs, academic affiliates
  • and the Boston VA))
  • Space constraints
  • Limited data collection and analysis provides fewer opportunities for
  • fact-based decision making
  • Technology is not fully employed to extract efficiencies (e.g. website,
  • process automation, etc.)
  • Constraints on which types of grants can be pursued
  • Low profile/recognition amongst VA community

Boston VA Research Institute, Inc.

slide11

OPPORTUNITIES

  • Academic, corporate and nonprofit collaborations (e.g. other NPC’s)
  • Translation of research into effective medicine
  • Research growth (e.g. Increased demand for extramural grant
  • management if VA research funding is cut, subcontracts from
  • collaborative grants, diversification of funding sources)
  • VA volunteer usage
  • Increased customer engagement with new PI’s (e.g. market grant
  • opportunities based on areas of interest)
  • Leverage technology (e.g. website, streamline work processes)
  • Young workforce (under 40 years old)
  • Partner with VA on compliance process, strategic planning,
  • measurements, etc.
  • Exposure

Boston VA Research Institute, Inc.

slide12

THREATS

  • Dependence on VA resources
  • Regulatory oversight (e.g. changes in legislation)
  • Space constraints (VA)
  • State of economy and its effects on funding availability
  • Increased competition (e.g. leading NPC’s have better
  • infrastructure and expertise, losing big revenue generating
  • investigators or agencies, shifting research toward more time
  • intensive/less profitable clinical trials vs. federal grants)

Boston VA Research Institute, Inc.

slide13

BVARI STRATEGIC PLAN

2010-2015

MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System

STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VA Community.

VALUES

VISION

GOAL 1: Financial Reporting

GOAL 2: Increase Knowledge

GOAL 3: Centralize Business Support Services

GOAL 4: Data Management

Internal Control Objectives

goal 1 financial reporting
Goal 1: Financial Reporting

Create streamlined financial reporting processes through the use of technology to increase satisfaction among Principal Investigators (PI).

Boston VA Research Institute, Inc.

slide15

BVARI STRATEGIC PLAN – Goal 1: Financial Reporting

2010-2015

MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System

STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VABHS Community.

STRATEGIC OBJECTIVES

GOALS BY YEAR

PLAN METRICS

VALUES

VISION

Develop budgets to manage spend

Year 1 (2011): Develop communication tools

% increase / decrease in budget overruns

“Real time” financial data

Year 2 (2012): Internal budgets with “early adopters”

Reduce staff time to prepare reports by 50%

Increase staff efficiency

Year 3 (2013): Roll out to all PIs, quantify active grants

“Hits” on portal pages by PIs and administrators

Extend to all grants

Year 4-5 (2014-15): Monitor satisfaction and technology

Compare survey results for satisfaction levels

Internal Control Objectives

goal 1 ceo s ideal strategies
Goal 1: CEO’s IDEAL STRATEGIES

Develop and refine communication tools

Complete internal budgets

Create an early adopters group for sandbox testing

Refine burn rate and P&L reporting

Research new technology solutions

Survey and monitor effectiveness

Sustain/Measure/Improve

Boston VA Research Institute, Inc.

goal 2 increase knowledge
Goal 2: Increase Knowledge

Increase PI’s and research administrator’s knowledge of the research and grant submission process and research compliance requirements, thus improving performance while reducing BVARI staff time.

Boston VA Research Institute, Inc.

slide20

BVARI STRATEGIC PLAN – Goal 2: Increase Knowledge

2010-2015

MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System

STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VABHS Community.

STRATEGIC OBJECTIVES

GOALS BY YEAR

PLAN METRICS

VALUES

VISION

Support PIs with training modules

Year 1 (2011): Create best practices plan

% training modules completed

Outline BVARI best practices

# trained per quarter

Year 2 (2012): Research certificate program and create tools for training

Develop on-line grant tools

% submissions rejected for non-scientific reasons

Years 3-5 (2013-15): Implement education plan and record for continued learning

Institutionalize staff training

BVARI admin time spent on submissions

Internal Control Objectives

slide22

On-line

Grant and Training Tools

goal 2 ceo s ideal strategies
Goal 2CEO’s IDEAL STRATEGIES
  • Create training and educational modules
  • Follow up laboratories to reinforce learning
  • On line grant tools
  • Schedule trainings
  • Invite speakers
  • Certificate program
  • Research new technology solutions
  • Survey and monitor effectiveness
  • Sustain/Measure/Improve

Boston VA Research Institute, Inc.

goal 3 centralize business support services
Goal 3: Centralize Business Support Services

Centralize business support services to improve resource management and create a flow of consistent and up-to-date information for sustained growth and immediate, just-in-time information access.

Boston VA Research Institute, Inc.

slide28

BVARI STRATEGIC PLAN – Goal 3: Centralize Business Support Services

2010-2015

MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System

STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VABHS Community.

STRATEGIC OBJECTIVES

GOALS BY YEAR

PLAN METRICS

VALUES

VISION

Align support services to goals

Year 1 (2011): Create centralized portal for up-to-date resources

% business areas available on portals

Create centralized location for sustainable resources

Year 2 (2012): Continue portal development then deploy to all stakeholders

Reduce customer complaints due to old / incorrect info

Year 3 (2013): Roll out to all PIs, quantify active grants

% stakeholders covered on portals

Improve controls to modify ongoing services

Year 4-5 (2014-15): Monitor, review, and continue development

Reduce time for rework due to lack of transparency

Increase transparency to BVARI processes

Internal Control Objectives

goal 3 ceo s ideal strategies
Goal 3CEO’s Ideal Strategies

Create policies and work flows and test internal effectiveness

Create, Pilot and Test Portal for easy access to materials

Advertise and market tools

Solicit feedback

Sustain/Measure/Improve

Boston VA Research Institute, Inc.

goal 4 data management
Goal 4: Data Management

Establish a standard of information management that can support streamlined financial reporting, improved efficiency, grant submission effectiveness, and consistent flow of up-to-date information by implementing data and process modeling practices.

Boston VA Research Institute, Inc.

slide33

BVARI STRATEGIC PLAN – Goal 4: Data Management

2010-2015

MISSION: To serve veterans by advancing quality healthcare through inquiry, innovation, and continuous achievement in research and education at the VA Boston Healthcare System

STRATEGIC GOAL: To increase the number of Investigators served 25% by 2015 through offering quality cost-effective, full service support by actively partnering with the VABHS Community.

STRATEGIC OBJECTIVES

GOALS BY YEAR

PLAN METRICS

VALUES

VISION

Comprehensive data management platform

Year 1 (2011): Implement integrated data model

% reduction of manual reporting

Accessible data across departments

% stakeholder access to data systems

Year 2 (2012): Deploy data reporting and analysis across internal departments

Improve quality of data systems

% of GMLC performed on automated systems

Years 3-5 (2013-15): Integrate data systems with greater VA systems wherever possible

Standardize reporting for business planning

% of processes that can be monitored and measured

Internal Control Objectives

information of interest
Information of interest

Boston VA Research Institute, Inc.

comparative and historic
Comparative and Historic

Boston VA Research Institute, Inc.

analytic roll up drill down
Analytic – roll-up, drill-down

Boston VA Research Institute, Inc.

how do we get there
How do we get there?
  •     Data Requirements
  •     Data Definitions
  •    Data Dictionary
  •     Data Normalization
  •     Data Relationships

Boston VA Research Institute, Inc.

what are we doing to get there
What are we doing to get there?

Boston VA Research Institute, Inc.

what are we doing to get there1
What are we doing to get there?

Boston VA Research Institute, Inc.

tools
Tools

Data and dimensional modeling

Mind Mapping

Boston VA Research Institute, Inc.

habits
Habits
  •     Shine:  Dust it off
  •     Sort:  What are we using
  •    Set in Order:  Sequence and Develop Work Flows
  •     Standardize:  Build and Market the Process
  •     Sustain:  Create the Policy

Boston VA Research Institute, Inc.

goal 4 ceo s ideal strategies
Goal 4CEO’s IDEAL STRATEGIES

Identify data elements

Document requirements (fulfilling reporting requirements)

Develop data models and analyze for better performance

Deploy training and orientation to faculty and staff

Survey and monitor effectiveness

Sustain/Measure/Improve

Boston VA Research Institute, Inc.

habits1
Habits
  •     Shine:  Dust it off
  •     Sort:  What are we using
  •    Set in Order:  Sequence and Develop Work Flows
  •     Standardize:  Build and Market the Process
  •     Sustain:  Create the Policy

Boston VA Research Institute, Inc.

slide44

Suggestions, Edits, and/or Comments from the Executive Committee, BVARI Staff and Board of Directors

Boston VA Research Institute, Inc.