NCMA World Congress 2006

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(No Transcript)
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N a t i o n a l I n s t i t u t e s o f H e
a l t h
Diane J. Frasier Acting Associate Director for
Administration National Institutes of
Health Achieving High Performance Through
Leadership Leadership During a Time of an Aging
and Changing Workforce April 10, 2006 900
a.m. 1000 a.m.
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National Institutes of Health Mission

• NIH is the steward of medical and behavioral
  research for the nation. Its mission is science
  in pursuit of fundamental knowledge about the
  nature and behavior of living systems and the
  application of that knowledge to extend healthy
  life and reduce the burdens of illness and
  disability.
• NIH Budget 28,461,417,000

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Aging Population

• The United States population aged 65 and over is
  expected to double in size within the next 25
  years. By 2030, almost 1 out of every 5 Americans
  -- some 72 million people -- will be 65 years or
  older. The age group 85 and older is now the
  fastest growing segment of the U.S. population.

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Changing Workforce

• The face of aging in the United States is
  changing dramaticallyand rapidly
• By 2020, people aged 55 and over are expected to
  make up 20.3 percent of the labor force, up from
  15.1 percent in 2003
• Source U.S. Census Bureau

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NIHs Declining Budget Appropriations
NIH Congressional Appropriations 2000
2006 (Dollars in thousands)
2002
2003
2004
2006
2005
2000
2001
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NIH Fiscal Year 2005 Acquisitions4.9 Billion
BY TYPE OF ACQUISITION
Includes all acquisitions FY 2005 funds obligated
by NIH organizations.
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FY 2005 Obligations for NIH Information
Technology Acquisition and Assessment Center
(NITAAC)

• NITAAC is the organizational focal point for the
  NIH Government-wide, multi-agency and multiple
  award task and delivery order contracting for
  DHHS components and other Federal agencies.
• NITAAC excels in providing the NIH and other
  Federal Government agencies with quality IT
  products and services.
• 12 billion in sales
• 3 GWACs
• Chief Information Officer-Solutions 19.5 B and
  Partners 2 Innovations (CIO-SP2i)
• Electronic Commodities Store III (ECS III) 6 B
• Image World2 New Dimensions (IW2nd) 15 B

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FY 2005 Obligations for NITAAC
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The Aging and Changing Acquisition Workforce
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Age Structure of the Civilian Labor Force

• The age structure of the labor force changes over
  time
• In 1950, people aged 55 to 64 represented 12.3
  percent of the labor force and people 65 years
  and older accounted for 4.9 percent
• In 2003, the labor force was younger people in
  the workforce aged 65 and older declined to 3.3
  percent
• Source U.S. Census Bureau

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Percent Distribution of Labor Force by Age
1950, 2000, 2003, and 2020
Note The reference population for this data is
the civilian noninstitutionalized
population. Sources 1950, 2000, and 2020,
Toossi, 2002, Table 5 2003, Bureau of Labor
Statistics.
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Civilian LaborMedian Age Trends as Indicators of
the Workforce

• Viewing median age workforce trends help us to
  identify future workforce challenges
• In 1962, the median age of the labor force was
  40.5the highest level attained before the baby
  boomers joined the labor force
• It dropped steadily until 1980 and has since been
  rising to 39.3 percent in 2000
• The median age is expected to return to its 1962
  level, 40.6 years, in 2010
• Source Fullerton, Howard N., Jr. and Mitra
  Toossi, 2001, Labor Force Projections to 2010
  Steady Grown and Changing Composition, Monthly
  Labor Review, Bureau of Labor Statistics,
  November, Vol. 124, No. 11, pp.21-38 See also
  65in the United States, U.S. Census Bureau, 2005.

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Civilian Labor Force by Age
2003 and 2010 (in millions)
Note The reference population for these data is
the civilian noninstitutionalized
population. Sources 2003, Bureau of Labor
Statistics (BLS), 2004a 2010, BLS 2003a.
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NIH Acquisition Workforce
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Age of NIH 1102s 2004
Number of 1102s in each Age Bracket
Age of NIH 1102s
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Age of NIH 1102s 2006
Number of 1102s in each Age Bracket
Age of NIH 1102s
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NIH A Mature Workforce

• 38 are over 50 years old
• 70 are over 40 years old
• 63 of SES is eligible to retire
• 23 of people in the most populous occupations
  will be eligible to retire in the upcoming 3
  years
• Of 940 eligible to retire in 2005, 46.5 retired
  in 2005

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NIH A Mature 1102 Workforce

• 22 are over 55
• 37 are over 50 years old
• 76 are over 40 years old
• 0 of SES is eligible to retire

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Challenges Presented By an Aging and Changing
Acquisition Workforce

• Seasoned staff may retire or change careers at a
  time when they are needed most because
  contracting is becoming more complex
• Increased scrutiny of Federal Government
  acquisition activity creates demand for expertise
• Inexperienced staff need assistance from seasoned
  professionals, adversely affecting veteran 1102s
  productivity
• Increased hiring controls and declining NIH
  appropriations make it difficult to fill gaps as
  experienced staff leave
• Younger staff have different motivational drivers
  than their more seasoned counterparts

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Challenges Presented By an Aging and Changing
Acquisition Workforce (cont.)

• Baby Boomer Challenges (born 1946 1964)
• Paid their dues, climbed the ladder under the old
  rules, and now find themselves operating amidst
  constant downsizing, declining budgets,
  restructuring, and reengineering
• Pride themselves on their ability to survive
  sink or swim management

Source Bruce Tulgans Winning the Talent Wars,
Managing the Generation Mix Part II,
Dr. Carolyn Martin Bruce Tulgan, February 19,
2002.
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Generations X and Y in the Workforce

• As the Baby Boomer workforce ages, understanding
  the new workforceGeneration X (born 1965-1977)
  and Generation Y (born 1978-1986)is key to
  maintaining a high performing workforce
• 45 percent of todays civilian workforce is made
  up of Generations X and Y
• Generation X and Generation Y are different from
  each other and previous generations
• Act differently
• Dress differently
• Take differently
• Are motivated by different things

Source Bruce Tulgan, Author, Managing Generation
X and Managing Generation Y
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Generation X and Y in the Workforce(cont.)

• Generation X (born 1965 1977)
• Early work experience impacted by the recession
  of the 1990s
• Know their security rests on remaining cutting
  edge
• Career thinking is transactional, short-term
• Talent continues to job-hop
• Entrepreneurial, individualistic
• Break the rules mentality to succeed

• Generation Y (born 1978 1986)
• Baby boomers children
• Younger siblings of Generation X
• Optimistic, savvy and capable
• Used to having knowledge at their fingertips
• Eye on the corner office from day one
• Dont want to wait long to be successful

Source Bruce Tulgans Winning the Talent Wars,
Managing the Generation Mix Part II,
Dr. Carolyn Martin Bruce Tulgan, February 19,
2002.
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How Baby Boomers Can Impact Generations X and Y

• Baby Boomers should coach/facilitate Generations
  X and Y to become leaders
• Serve as a model for Generations X and Y by
  continuing to challenge themselves and keep
  growing
• Tips for managing Generation X
• Push them to keep learning just-in-time for every
  new mission
• Provide feedback and credit for results
• Tips for managing Generation Y
• Keep them focused with speed, customization and
  interactivity
• Put them in roles that push their limits

Source Bruce Tulgans Winning the Talent Wars,
Managing the Generation Mix Part II, Dr.
Carolyn Martin Bruce Tulgan, February 19, 2002.
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• Meeting the Challenges through Leadership
• An Opportunity to Excel

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ffective leadership is not about making speeches
or being liked leadership is defined by
results, not attributes.
E
Peter Drucker
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Empower Employees Through Professional
Development

• Promote acquisition training
• NIH acquisition trainingLast Year
• All courses required for certification provided
  by HHS University through a centrally-funded
  system. 
• Classes are free to offices
• Enrollment is through online system

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Empower Employees Through Professional
Development (cont.)

• NIH Acquisition TrainingThis Year
• HHS University training available for a fee
• GSA training available for free
• DAU online classes available for free
• Running two sets of courses
• Provide challenging opportunities
• Provide employees the tools to succeed

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Workforce Planning

• Develop a workforce plan
• Find creative ways to augment the 1102 staff
• HHS Emerging Leaders Program
• Presidential Management Fellows Program
• Promote mentoring
• Corporate announcements
• Seek direct hire authority

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Conclusion
There is no magic or crystal ball in meeting
the workforce challenges facing the 1102
community.
Leadership and empowerment are the answers.