NSF Strategic Plan Craig Robinson BFABD for ACBO

NSF Strategic Plan Craig Robinson (BFA/BD) for AC/B&O November 17, 2005 1

Strategic Outcome Goals “The most effective means of evaluating federally funded research programs is expert review. ” (“Implementing the Government Performance and Results Act for Research: A Status Report” (2001) National Academies Committee on Science, Engineering, and Public Policy) 2

Objectives Evaluated by Advisory Committee for GPRA Performance Assessment 3

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History of NSF Goals (not comprehensive) 1950 s/1960 s · · · 1980 s Advancement of Science (Ideas) · Development of Individual Scientists (People) · Strengthening of Institutions (Tools) · · 1970 s · People (People) · Knowledge (Ideas/People) · Academic Institutions (Tools) · Enhance Return Identify and Recommend National Policies · Maintain and Improve Agency Effectiveness and Responsiveness (Organizational Excellence) Ideas Tools New Initiatives and Opportunities 1995 · Leadership · Knowledge (Ideas/People) · Education 1979 · Support Research (Ideas/Tools) · · Economic Competitiveness Infrastructure (Tools) Fairness Response to Changing Culture People 1999 · Results · Investment Process · Management (Organizational Excellence) 5 Organizational Excellence

NSF Strategic Plan http: //www. nsf. gov/pubs/2004/nsf 04201/FY 2003 -2008. doc Need to develop new plan for FY 2006 – 2011 by September 2006 Dr. Olsen leads this effort. 6

DRAFT 7

Plan Update Process Communication with NSF Staff Current Strategic Plan Staff Survey Staff Interviews AC/GPA Recommend OMB Examiner Strategic Planning Group Spring Focus Groups reports to created NSF Leadership + NSB, Congress, ACs, Staff Website, DD Roundtable, Focus Groups, OMB, Public Plan Writing Subgroup Add’l Documents 8

Evolving Strategic Planning Process -Recommendations from internal focus group… Use an OPEN Process Keep Add/Change • Use expert evaluation of long-term goals (GPRA alternative format) • Keep strategic plan assessment of goals at agency level and keep goals as consistent as possible • Examine roles, responsibilities and processes for major components used in the evaluation of the strategic plan (including COVs, Advisory Committees, Staff) • Identify a few key priorities over plan duration (FY 06 -11) • Ensure strategic plan objectives can be evaluated and that they are meaningful Eliminate • Review usefulness of investment categories 9

Strategic Plan Required Components (per OMB Circular A-11) 1. 2. 3. 4. 5. 6. 7. Agency mission statement. One or more strategic goals. Means and strategies. Relationship between annual performance goals and strategic goal framework. Identification of key factors that could affect achievement of the strategic goals. A description of program evaluations. Your plan should outline the process for communicating goals and strategies throughout the agency, and for assigning accountability to managers and staff for goal achievement. 10

What should the basic attributes of the future NSF Strategic Plan be? Current Strategic Plan Focus Group Recommendations Draf Content • Articulates NSF’s roles in • Broad, “ 100 -year” supporting mission goals and objectives • Defines long-term goals • Required objectives and actionable priorities be evaluated each with a 3 -5 year time year horizon Integration • Developed at NSF • Integrates and drives level with limited to cross-Directorate goals no Directorate and objectives linkages Development Process • Limited staff input Stakeholder/ Audience • External/regulatory • External and internal stakeholders (OMB/Congress) • Open and inclusive development process t NSB Vision Statement The National Science Foundation ensures that the Nation maintains a position of eminence in global science, technology and knowledge development, through leadership in transformational research and excellence in science education, thus driving economic vitality, an improved quality of life, and national security. 11

DRAFT Discussion frameworks… Stovepipes (disconnected) Hub and Spoke (Contribution to Center) Puzzle Pieces (from NSB Vision) Organizational Excellence People Tools Ideas BIO OPP/ OISE SBE Infrastructure CISE Inter. Disciplinary MPS EHR Transformative S&E Engaging Workforce Public ENG GEO Discovery Linked Process (NSF Vision Statement) OE OE People Innovation Priorities Tools Learning Ideas Excellence Ideas Tools People Priorities Matrix (Overlapping) Venn Diagram (Overlapping Relationships) 12

Discussion frameworks… O/D BIO BFA/IRM/ OEOP/OGC/ OLPA CISE Ideas OPP/OIA/ OCI/OLPA EHR Tools People SBE Organizational Excellence ENG MPS GEO 13

Possible Strategic Planning Model (DRAFT) Mission Vision Strategic Plan • Strategic Goals • Objectives • Priorities Operational Plans and Goals 14

DRAFT Cross-Cutting Strategies Mission and Vision Mission defines basic purpose (required) Strategic Goals Vision is a guiding image of success normally with respect to society Strategic Goal #1 Strategic Goal #2 Strategic Goal #3 Strategic Goal #4 NSF Investment Strategies (or Priorities) • Can cross multiple Strategic Goals and Directorates/Offices • Used to guide resource allocation (e. g. NSF-wide budget formulation) • Helps define appropriate performance goals and the means to achieve them 15

Cross-Cutting Strategies DRAFT FY 2001 – 2006 Strategic Plan Core Strategies Five-Year Strategies (1) Develop Intellectual Capital (1) Research along broad and expanding frontier (2) Integrate Research and Education (3) Emerging opportunities (IT, BE, Nano, Workforce) (3) Promote Partnerships (2) “Unmet opportunities” (4) Broaden participation and enhance diversity NSF Investment Priorities (or Strategies) • Can cross multiple Strategic Goals and Directorates/Offices • Used to guide resource allocation (e. g. NSF-wide budget formulation) • Helps define appropriate performance goals and the means to achieve them 16

Cross-Cutting Strategies DRAFT FY 2003 – 2009 Strategic Plan Core Strategies Investment Strategies (1) Develop Intellectual Capital (2) Integrate Research and Education (1) Priority Areas (BE, HSD, ITR, Math, Nano) (2) Federal Cross-Cutting Activities (NITRD, etc. ) (3) Promote Partnerships NSF Investment Priorities (or Strategies) • Can cross multiple Strategic Goals and Directorates/Offices • Used to guide resource allocation (e. g. NSF-wide budget formulation) • Helps define appropriate performance goals and the means to achieve them 17

DRAFT Following the FY 2001 -2006 Model NSF Strategic Plan Directorate/ Office Plan #1 Increase Outreach Visits Directorate/ Office Plan #2 Hold Workshop Directorate/ NSF Priority/Strategy: Enhance Diversity Office Plan #3 Annual Goal: Increase Participation by Institutions Outside Top 100 Link Researchers 18

How Should We Think of Organizational Excellence? Organizational Excellence n tio y a orm olog f n I n ch e T n ma l u a H pit a C ss e n si es Bu cess Pro • Organizational Excellence currently broken into IT, Human Capital and Business Process • COVs tend to leave Organizational Excellence response blank 19

DRAFT How Should We Think of Organizational Excellence? Organizational Excellence Principal Investigators • – – – ACs/COVs • Staff • Awardee Institutions Reviewers/ Panelists Focus on outcomes across business components Better proposals through improved feedback to PIs Broaden reviewer base Enhance their selection, work with awardee institutions on AM&O More closely links OE to activities in program offices (OE is not something only for BFA and IRM) More closely links OE to COV activities 20

Advisory Committee for GPRA Performance Assessment Meets Annually Business & Operations Advisory Committee Quantitative Data Using Strategic Plan Objectives… Significant Achievement? • High Risk/ High Reward • Quality • Relevance Organizational Excellence AC/GPA Report Made public PAR/ PART http: //nsf. gov/pubs/2005/nsf 05210. pdf 21

Should NSF Evaluate the NSF Portfolio Every Year Against the Strategic Goal Objectives? 22

AC/GPA and B&O Evaluate Performance Against Strategic Goals and Provide Input to Development of Next Strategic Plan Community Feedback as Input to Planning Performance Plan Year 2 and Directorate Plans Strategic Plan Development AC/GPA Meets Annually to Concentrate a Key Issue(s) Performance Plan Year 1 and Align Directorate Plans DRAFT 23

DRAFT 24

• Ideas • Tools • People • Organizational Excellence ? 25