BVARIS STRATEGIC PLAN Boston VA Research Institute, Inc. 1
Nancy Watterson-Diorio, CEO 3 rd Annual Business Meeting August 12,
2011
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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. 2
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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. 3
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How Does BVARI define serve? Boston VA Research Institute, Inc.
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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 BVARIs best practices.
Boston VA Research Institute, Inc. 6
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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. 7
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8 ENVISIONED FUTURE Boston VA Research Institute, Inc. 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.
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Boston VA Research Institute, Inc. 9 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 PIs
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Boston VA Research Institute, Inc. 10 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
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Boston VA Research Institute, Inc. 11 OPPORTUNITIES Academic,
corporate and nonprofit collaborations (e.g. other NPCs)
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 PIs (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
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Boston VA Research Institute, Inc. 12 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 NPCs 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)
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MISSION: To serve veterans by advancing quality healthcare
through inquiry, innovation, and continuous achievement in research
and education at the VA Boston Healthcare System VALUES 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. VISION Internal Control
Objectives GOAL 1: Financial Reporting GOAL 2: Increase Knowledge
GOAL 3: Centralize Business Support Services GOAL 4: Data
Management BVARI STRATEGIC PLAN 2010-2015
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Goal 1: Financial Reporting 14 Boston VA Research Institute,
Inc. Create streamlined financial reporting processes through the
use of technology to increase satisfaction among Principal
Investigators (PI).
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MISSION: To serve veterans by advancing quality healthcare
through inquiry, innovation, and continuous achievement in research
and education at the VA Boston Healthcare System VALUES 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. VISION Internal
Control Objectives BVARI STRATEGIC PLAN Goal 1: Financial Reporting
2010-2015 STRATEGIC OBJECTIVES Develop budgets to manage spend Real
time financial data Increase staff efficiency Extend to all grants
GOALS BY YEAR Year 1 (2011): Develop communication tools Year 2
(2012): Internal budgets with early adopters Year 3 (2013): Roll
out to all PIs, quantify active grants Year 4-5 (2014-15): Monitor
satisfaction and technology PLAN METRICS % increase / decrease in
budget overruns Reduce staff time to prepare reports by 50% Hits on
portal pages by PIs and administrators Compare survey results for
satisfaction levels
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Goal 1: CEOs IDEAL STRATEGIES 18 Boston VA Research Institute,
Inc. 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
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Goal 2: Increase Knowledge 19 Boston VA Research Institute,
Inc. Increase PIs and research administrators knowledge of the
research and grant submission process and research compliance
requirements, thus improving performance while reducing BVARI staff
time.
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MISSION: To serve veterans by advancing quality healthcare
through inquiry, innovation, and continuous achievement in research
and education at the VA Boston Healthcare System VALUES 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. VISION Internal
Control Objectives BVARI STRATEGIC PLAN Goal 2: Increase Knowledge
2010-2015 STRATEGIC OBJECTIVES Support PIs with training modules
Outline BVARI best practices Develop on-line grant tools
Institutionalize staff training GOALS BY YEAR Year 1 (2011): Create
best practices plan Year 2 (2012): Research certificate program and
create tools for training Years 3-5 (2013-15): Implement education
plan and record for continued learning PLAN METRICS % training
modules completed # trained per quarter % submissions rejected for
non- scientific reasons BVARI admin time spent on submissions
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22 On-line Grant and Training Tools
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Goal 2 CEOs IDEAL STRATEGIES 25 Boston VA Research Institute,
Inc. 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
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Goal 3: Centralize Business Support Services 27 Boston VA
Research Institute, Inc. 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.
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MISSION: To serve veterans by advancing quality healthcare
through inquiry, innovation, and continuous achievement in research
and education at the VA Boston Healthcare System VALUES 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. VISION Internal
Control Objectives BVARI STRATEGIC PLAN Goal 3: Centralize Business
Support Services 2010-2015 STRATEGIC OBJECTIVES Align support
services to goals Create centralized location for sustainable
resources Improve controls to modify ongoing services GOALS BY YEAR
Year 1 (2011): Create centralized portal for up-to- date resources
Year 2 (2012): Continue portal development then deploy to all
stakeholders Year 3 (2013): Roll out to all PIs, quantify active
grants Year 4-5 (2014-15): Monitor, review, and continue
development PLAN METRICS % business areas available on portals
Reduce customer complaints due to old / incorrect info %
stakeholders covered on portals Reduce time for rework due to lack
of transparency Increase transparency to BVARI processes
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Goal 3 CEOs Ideal Strategies 29 Boston VA Research Institute,
Inc. 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
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Goal 4: Data Management 32 Boston VA Research Institute, Inc.
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.
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MISSION: To serve veterans by advancing quality healthcare
through inquiry, innovation, and continuous achievement in research
and education at the VA Boston Healthcare System VALUES 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. VISION Internal
Control Objectives BVARI STRATEGIC PLAN Goal 4: Data Management
2010-2015 STRATEGIC OBJECTIVES Comprehensive data management
platform Accessible data across departments Improve quality of data
systems Standardize reporting for business planning GOALS BY YEAR
Year 1 (2011): Implement integrated data model Year 2 (2012):
Deploy data reporting and analysis across internal departments
Years 3-5 (2013-15): Integrate data systems with greater VA systems
wherever possible PLAN METRICS % reduction of manual reporting %
stakeholder access to data systems % of GMLC performed on automated
systems % of processes that can be monitored and measured
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Information of interest 34 Boston VA Research Institute,
Inc.
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Comparative and Historic 35 Boston VA Research Institute,
Inc.
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Analytic roll-up, drill- down 36 Boston VA Research Institute,
Inc.
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37 How do we get there? Boston VA Research Institute, Inc. Data
Requirements Data Definitions Data Dictionary Data Normalization
Data Relationships
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What are we doing to get there? 38 Boston VA Research
Institute, Inc.
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What are we doing to get there? 39 Boston VA Research
Institute, Inc.
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Tools 40 Boston VA Research Institute, Inc. Data and
dimensional modelingMind Mapping
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41 Habits Boston VA Research Institute, Inc. 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
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Goal 4 CEOs IDEAL STRATEGIES 42 Boston VA Research Institute,
Inc. 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
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43 Habits Boston VA Research Institute, Inc. 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
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Boston VA Research Institute, Inc. 44 Suggestions, Edits,
and/or Comments from the Executive Committee, BVARI Staff and Board
of Directors