1. Center for Veterinary Medicine Strategic Planning, 2002
David Grau, D.M.D., M.A.
FDA, Center for Veterinary Medicine

2. How did we begin the process?
Developed strategic goals and subgoals
Asked the following questions of the Senior Leadership Team:
Standing 3 – 5 years in the future and looking back, what would you want CVM to have accomplished over time period?
What do we want to accomplish over the next 3 – 5 years?
Used the McNellis Compression Planning process (

3. CVM Strategic Goals: Back to Basics
CVM Center Director: “Over the next 3 – 5 years we will focus on the Basics” [i.e., our core mission]-
Back to Basics
Drug Review
Compliance
Post Approval Monitoring
Animal Feed Safety
Became the context for the fleshing out of the strategic goals and subgoals

4. Organization Involvement
Senior Team met with middle level managers to roll out first draft of Strategic Goals
Received input from middle level managers and staff
Senior Team revises draft and asks for input on second draft
Final draft completed
June 3, 2002 Strategic Goals meeting to begin organization’s strategic planning process

5. Goal I. We will set priorities (reviewed annually) and say no to lower priority items, as evidenced by having--
Developed a process to prioritize core/basic functions/businesses
Developed criteria to identify and prioritize critical and emerging issues
Developed and implemented strategies for decision making

6. Goal II. We will improve and bring discipline to and through our business practices, as evidenced by having--
Managed our work
Established strategies and processes for educating employees and our stakeholders, when appropriate, on our business decisions
Developed information technology and management
Made more efficient use of our resources

7. Goal III. We will support and use good science in establishing solid regulatory policy, as evidenced by having--
Clearly defined processes for achieving sound scientific decisions
Established strategies and processes for educating stakeholders and employees on the science supporting our decisions

8. Goal IV. We will improve the capacity of the organization to meet current and future demands on the Center, as evidenced by having--
All employees developed competencies in the following areas: Team, Technical, Management, and Leadership
Implemented a comprehensive succession planning program
Created a work culture to maximize recruitment and retention of a high morale, highly performing workforce

9. Goal V. We will develop revenue enhancing programs for core services in the following areas, as evidenced by having--
Leveraged or otherwise enhanced CVM or stakeholder resources for achieving shared responsibilities
Increased funding for the NADA/INAD review processes via user fees and/or Congressional appropriations

10. CVM Goals Align with Goals of the President’s Management Agenda
Improved Financial Performance
Budget and Performance Integration
Expanded Electronic Government
Competitive Sourcing
Strategic Management of Human Capital

11. Strategies to Achieve Our Strategic Goals

12. Activity-Based Costing Contract
Evaluate the entire Center
Transform our budgeting and accounting to an Activity -Based Costing platform

13. Activity-Based Costing Contract
Phase 1 - Mapping Our As-Is Processes
Phase 2 - As-Is Cost Analysis
Serves as a baseline for where we are today
Sets the stage for measuring impact of future changes
Points to realistic opportunities for improvement

14. Activity-Based Costing Contract
Phase 3 - Recommendations to Improve Systems
Benchmarked with other organizations both inside and outside of government
Recommended process improvements
Provided ideas for novel ways to look at systems
Recommended Software options for Activity Time Reporting Systems

15. Strategic Plan Realization and INtegration Team (SPRINT)
Representative from each Office
Coordinates, on behalf of the Senior Team, the implementation of the Center’s strategic plan, including integration of Office projects and plans