Minnesota Council for Quality. Strategic Planning at the Carlson School Carolyn Chase, Assistant Dean January 5, 2012

Transcription

1 Minnesota Council for Quality Strategic Planning at the Carlson School Carolyn Chase, Assistant Dean January 5, 2012

2 Disclaimers Administrative Services is a unit within the Carlson School and should not be taken as representing the school as a whole Human Resources is no longer a part of Administrative Services The presentation today represents the work of many individuals within Carlson We ve been guided on our journey by our external consultant, Tom Walkington 2

3 Underlying Assumptions All work has value, and all employees should have an opportunity to grow Leadership is based on what you do and how you do it, not on title or power Risk is not always a bad thing Job descriptions are more general guidelines than rigid prescriptions If you can t pay people in cash, provide them with improved future prospects The journey is at least as important as the destination 3

4 Goals for Today Benefits of expanding your leadership team How to keep strategic planning vital and relevant The value of a self-facilitated planning process 4

5 Communicating Across Functions Information Technology Human Resources Building Services Financial Services Manager Cross functional team meets for 1 hour weekly to review major projects and upcoming events. Value: Creates shared understanding of workload and tasks Starts developing common vocabulary Increases personal connections between directors Expanding the Leadership Team 5

6 Expanding the Leadership Team Information Technology Human Resources Building Services Financial Services Supervisors Supervisor & Key Staff Manager Supervisor & Key Staff s and their direct reports meet monthly to review upcoming events. Creates shared understanding of workload and tasks Increases connections between directors and supervisors, even in different areas Starts to create an expanded leadership group that understands the relationships between the units on a tactical level Expanding the Leadership Team 6

7 Planning Within Functions Information Technology Human Resources Building Services Financial Services Manager Supervisors Supervisors Supervisors Staff Staff Staff Staff Each unit prepares an independent strategic plan, aligned with plans for the University and the Carlson School Value: Guides decision making within the unit Connects unit activities to school wide goals and strategies Engages all staff with unit goals and strategies Expanding the Leadership Team 7

8 Reporting Across Functions Information Technology Human Resources Building Services Financial Services Supervisors Supervisor & Key Staff Manager Supervisor & Key Staff Extended leadership group meets quarterly to report on progress towards individual unit strategic goals Provides accountability on progress towards strategic plans Requires reflection on alignment between activities and goals Engages extended leadership group in discussion of activities and strategies Expanding the Leadership Team 8

9 Building General Leadership Capacity Information Technology Human Resources Building Services Financial Services Supervisors Supervisor & Key Staff Manager Supervisor & Key Staff Extended leadership group participates in monthly and quarterly professional development on topics including Descriptive statistics The Toyota Way Group think Managing Risk Metrics and Measurement Process Consultation Expanding the Leadership Team 9

10 Building Continuous Improvement Capacity Kaizen Team Leaders Information Technology Human Resources Financial Services Academic Department Supervisors Supervisor & Key Staff Key Staff Key Staff In depth training provided to staff members across functions in quality improvement techniques, including Kaizen, Lean, process mapping, etc. Value: Builds continuous improvement capacity within the school Furthers engagement of expanded leadership team Includes individuals outside original units Expanding the Leadership Team 10

11 University of Minnesota The Strategic Plan--Vital and Relevant 11

12 Carlson School Strategic Plan The Strategic Plan--Vital and Relevant 12

13 Linking the Missions University Of Minnesota Carlson School Breakthrough Research Discovery Extraordinary Education Opportunity Dynamic Public Engagement Community The Strategic Plan--Vital and Relevant 13

14 Carlson School Strategic Goals Create the Academic Foundation for Excellence: Faculty and Academic Programs Ensure a Financial Foundation for Excellence Develop an Organizational Foundation for Excellence The Strategic Plan--Vital and Relevant 14

15 Achieving Operational Excellence in Administrative Services Transformation Operational Excellence Transaction Strategy The Strategic Plan--Vital and Relevant

16 Planning Within Functions Information Technology Human Resources Building Services Financial Services Manager Supervisors Supervisors Supervisors Staff Staff Staff Staff Each unit prepares an independent strategic plan, aligned with plans for the University and the Carlson School Value: Guides decision making within the unit Connects unit activities to school wide goals and strategies Engages all staff with unit goals and strategies The Strategic Plan--Vital and Relevant 16

17 Shared Strategy Environment High Level Strategic Plan University of Minnesota Directional Strategic Plan Carlson School of Management No Strategic Plan Administrative Services Departmental Strategic Plans IT FSO CI The Strategic Plan--Vital and Relevant 17

18 Shared Strategy Process University of Minnesota Carlson School of Management Participation Administrative Services Leadership IT FSO CI Coordinator Participation Staff Staff Building Services Shared Strategy Planning Process 18

19 Planning Process Steering sub-committee worked with outside consultant to plan the process All facilitation was done by the participants in the process Consultant provided guidance and direction only Shared Strategy Planning Process 19

20 Strategic Alignment Creating logical connections between work activity, usage of resources, and high level goals Prioritizing work according to a plan (intentionality) Focusing resources on goals and activities that support our purpose Shared Strategy Planning Process

21 Results Management Create the ability to see, capture, quantify, reflect, and report results of performance Facilitate analysis and data-based decision making Create accountability Plan Perpetuate the PDCA cycle Act Do Check Shared Strategy Planning Process 21

22 Mission: To foster a community of excellence in teaching, research, and outreach as business partners who provide infrastructure, services and support to Carlson School Vision: Achieve excellence in customer and transactional services, utilizing a systematic approach in communication, continuous improvement and innovation earning the respect and trust of our community as strategic partners Values: To create collaborative workplace where employees choose a positive attitude, embrace change, learn from experiences and recognize the individual. Goals : Achieve excellence in Customer Service Transactions Continuous Improvement Innovation Shared Strategy Planning Process 22

23 The process of Strategic Alignment MISSION VISION why we exist what success looks like if we achieve the mission VALUES beliefs/principles/merits that support our purpose & conduct GOALS OBJECTIVES METRICS / TARGETS INITIATIVES BUDGET the outcomes we desire and pursue how the outcomes will be achieved indicators of performance/milestones of success key actions/activities required to reach targets resources allocated to the initiatives MANAGE (monitor success / make adjustments) Shared Strategy Planning Process 23

24 Strategic Alignment + Results Management Accountability MISSION VISION VALUES GOALS OBJECTIVES METRICS / TARGETS Strategy Map Balanced Scorecard INITIATIVES BUDGET MANAGE (monitor success / make adjustments) Shared Strategy Planning Process 24

25 Our scenario what we re doing well Individual departments operating strategically in PLAN and DO Individual departments accomplishing MISSION Plan Do VISION VALUES GOALS OBJECTIVES Shared Strategy Planning Process

26 Our scenario room for improvement Stuck in PDCA cycle CHECK problematic Inability to verify and report quantitative results Critical review of success hampered by lack of performance feedback Accountability compromised Lacking METRICS / TARGETS Act? Plan Check Do! Next Step: Balanced Scorecard Shared Strategy Planning Process

27 Administrative Services Strategy Map OUTCOME STATEMENT: OUR CUSTOMER S NEEDS WILL BE MET THROUGH CONSISTENT,RESPECTFUL AND PROFESSIONAL DELIVERY OF SERVICES Strategic View Customer Perspective (C) Resource Perspective (F) Internal Processes Perspective (P) C1: Customer receives the information they need that is both shared and unique P2: Standardize and improve key processes F1: MANAGE RESOURCES F1: Manage Value P1: Define Roles and Responsibilities C2: Customer receives the services they need that are both shared and unique P3: Establish and enhance consistent communication Operational View Learning and Growth Perspective (L) L1: Deepen & Diversity Staff Knowledge L2: Continue to build a creative environment Shared Strategy Planning Process 27

28 Balanced Scorecard What is it? Performance measurement tool A portfolio of key performance indicators that makes performance visual Why use it? Reveals progress and/or problems in performance (measured against goals/targets, etc) Performance data enables accountability & enhances strategic decision making When to use it? Shared Strategy Planning Process

29 Metrics & Targets What are Metrics? Indicators of performance that tell how success in achieving the objective will be measured and tracked Example: Employee turnover could be monitored (as a metric) to indicate the level of success for employee retention (as an objective). What are Measurements? The actual data that are collected which define the Metric Example: The rate or percentage figure of employee turnover is the actual measurement that defines Employee Turnover (as a metric). What are Targets? The levels of performance or rates of improvement needed to indicate progress and/or success ( milestones?) Example: The target for employee turnover might be a rate of 15%. (As a target, we would hope to achieve, or stay at/below this level.) Shared Strategy Planning Process

30 Results of the Planning Process Sample 1 F1.3 Manage Resources Rate of Utilization - Facilities How workspace is utilized Compartmentalize/consolidation Remote desktop utilization Virtualization- converting computers into files Flexible work time SELECTED: Tracking how certain spaces are used, if they hold (actionable) potential for improved usage; space selections in progress Shared Strategy Planning Process 30

31 Results, Continued Sample 1 Track conference room reservations for 1 semester to see how often all conference rooms are booked Result: Usually only all booked 2 hours per week No need to enforce cancellation policy Can allow expanded access on a trial basis Shared Strategy Planning Process 31

32 Results, Continued Sample 2 P1.B.1 Define Roles & Responsibilities Staff Roles within a Process (org charts for each working group) Process map Informal/ formal grape vine Put online for easy access (org charts) Put online for easy access ( process map) Create blog to share grape vine info Can be as simple as No, it is not available vs Yes, it is available Where is it? Try for same place very unit Explicit, transparent, customer-focused Low detail now, high detail later SELECTED: Provide contact information related to service catalog processes (below) via visual chart Shared Strategy Planning Process 32

33 Results, Continued Sample 2 Create a table for each unit within Administrative Services, showing Major service category Responsible individual or group Specific processes within each service Process owner Not a measurement, but a step on the way Shared Strategy Planning Process 33

34 Baldrige Criteria for Performance Excellence The Journey Continues... 34