Transcript SP_workgroup_presentation_11.20.08

Strategic Management System
Defining goals, strategies, projects
to drive teaching, research, and service excellence
Jan Williams
Service Improvement Liaison
Acknowledgements
(5/07)
Creating urgency: new leadership/accreditation process
= opportunity for change
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Implementation; needs to start at the top
Process change; need to move to next level
Point person; need to determine role
Operational issues; demonstrated efficiencies
Best practices; VMC pilot (strategy mapping/balanced
scorecard)
Lean six sigma structure; incorporating training across
institution
Metrics; use of information
Challenge each other; decrease what’s done & hold each
other accountable
Determine criteria for next dean; where do they fit
Goal:
To create a dynamic process in order to execute
an integrated strategic plan that satisfies its mission and
achieves profitability while decreasing waste in order to
reinvest in its teaching, research and outreach.
Objectives:
• Define (where) - To align existing management processes to
strategies by integrating and creating synergy between
department/units and college
• Measure (what) – To develop metrics
• Analyze (why) - To plan, allocate resources, budget, report,
communicate and review performance
• Improve (how) - To utilize best practices to support effective
strategy implementation
• Control/Validate (monitor) –To incorporate cross-college
strategy execution processes (continuous improvement)
Objectives of Strategic Management
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Set clear goals (future direction)
Achieve buy-in (determine where we all fit)
Obtain accountability (performance
management, metrics)
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Create synergies
(alignment of
strategies/projects)
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Determine resources (people, space, money)
Prioritize strategies/projects (based on the
above)
Transformation
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The College must respond to
environmental changes:
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Changes in the veterinary profession
Needs of society to meet workforce demands
Changing needs of our stakeholders and their
animals
Accreditation standards: COE mandates
Decline in state & federal support
New Financial Model at the U of M
Transforming the U: Commitment to Excellence
AHC Research Corridors
Integration with AHC
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Biomedical corridors of discovery transform new
knowledge into better health
“Concept to Cure”
Areas of Emphasis
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Heart and vascular disease
Cancer
Infectious disease
Diabetes
Brain, nerve &
muscle disease
Drug design & delivery
New biomedical research
buildings and associated
faculty positions
Integration with University
Interdisciplinary Initiatives:
•Institute on the Environment
•Healthy Foods/Healthy Lives
•Bioinformatics
What’s worked
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Roles/Responsibilities
Definitions/common language
Adoption/use of tools
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Project charters
Strategy mapping
Balanced scorecard approach
Decision making criteria
Leadership Development
Planning
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Calendar of activity
Metrics
Retreats/meetings (use of)
Framework
Source: Strategy Maps, Kaplan & Norton
2004
Mission
Why we exist
Values
What’s important to us
Vision
What are our aspirations
Strategy
What is our game plan
Strategy Map
Translating the strategy
Balanced Scorecard
Measure and focus
Projects
What we need to do
Balanced
Approach
Personal Objectives
What I need to do
Strategic Outcome
Organizational
Internal
Processes
Customers
Financial
Mission
Improving the health of animals and people by:
Educating current and future veterinarians and biomedical scientists
Discovering and disseminating new knowledge and skills
Providing innovative veterinary services
Values
Science &
Knowledge
Teaching &
Learning
we are first & foremost about the discovery, integration & application of new knowledge.
we education undergraduate, graduate & professional students & veterinarians by delivering
the most up-to-date scientific information in effective ways, encouraging leadership, facilitating
experiential learning & using technology to enhance the learning process.
People
we respect & support our colleagues; we are dedicated to developing skills, expertise &
diversity.
Engagement
we proactively develop & support partnerships with individuals & organizations that share our
scientific, professional, educational & policy interests.
Accountability
we hold ourselves to the highest ethical standards; we take responsibility for our actions in all
facets of our work; we strive continuously to enhance our programs & services; we measure
our effectiveness; & we report on our progress.
Leadership
we lead by influencing & contributing to science, animal welfare, food animal agriculture, the
veterinary profession, animal health & public health.
Strategies Defined
• Target research: infectious disease &
spontaneous animals
• Expand access/use of biosecurity laboratories
• Strengthen graduate programs: infectious
disease & public health
• Create AHC-level zoonotic disease center
• Leverage research partnerships
• Select students
• Problem-solving skills/lifelong learning
• Expand learning opportunities
• Develop VMC model
• Develop/promote evidence-based medicine
• Become source of scientific information
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• Integrate laboratory services
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D
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• Graduate programs in animal
models of human disease
• AHC-level biomedical research
center
• Inform public policy
• Increase diversity
A = MUST DO NOW
B = ‘Quick win’ when available
C = Make it easier – then do it
D = Last choice
Build VDL leadership position in
emerging/zoonotic disease
Target research: food safety
Target research: zoonotic diseases
Core Strategy
Strategies
Sub-strategies
Projects
See binder for full plan
Project (with project plan)
Sub-strategy (with metrics)
Project (with project plan)
Core
Strategy
Strategy
Sub-strategy (with metrics)
Project (with project plan)
Project (with project plan)
Sub-strategy (with metrics)
Project (with project plan)
Collegiate Goal
To improve the health &
well being of animals and
people by…
Goal 1: Research
Collegiate (core) Strategies
2.1 Provide an excellent, science-based veterinary educational
program to prepare students for leadership, life-long learning,
& successful careers.
2.2 Recruit & retain DVM students with attributes that contribute
to the success of the profession.
2.3 Promote and facilitate DVM student participation in the dual
degree DVM/MPH Program.
Goal 2: Preparing
students, graduates,
faculty & staff for
successful careers
Goal 3: Service
2.4 Expand learning opportunities for faculty and staff to lead,
influence and implement change.
2.5 Promote an efficient infrastructure to support graduate
program, faculty, student & CVM needs in graduate education.
2.6 Advance the quality of the graduate programs to meet the
needs of the student, the mentor, the health profession &
industry needs.
2.7 Create & implement programs to recruit and train the next
generation of clinical scholars and veterinarian scientists for
careers in basic, applied, & translational medicine research.
2.8 Promote research scholarship & professional development of
non-degree-seeking interns, residents, post-doctoral trainees
& fellows.
Core Strategy
Strategies
Sub-strategies
Projects
2.1.2.1 Strive for organizational excellence
in instruction
Centralize grade collection
and evaluation
2.1.2.2 Strive for enhanced teaching
excellence
Implement Peer Assessment
of Teaching
2.1.2.3 Strategically invest in facilities,
equipment and technology
Invest in Polycom system for
distance education /
communication
2.1
Provide an
excellent
veterinary
educational
program to
prepare
students for
leadership
and
successful
careers.
2.1.2
Provide leadership in the
excellence of teaching
and learning
2.1.2.4 Encourage and reward scholarship
of teaching and learning
Modify 7.12s and merit review
to recognize Scholarship of
Teaching and Learning
2.1.2.5 Encourage and reward excellence in
teaching and course coordination
Implement teaching grants
program to support
innovations in teaching and
course coordination
Metrics
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Catalogue of metrics
Must have (Regulatory, accreditation, U of M)
 Performance (operational, outcome, impact)
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Mapping metrics to strategies
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Identification of key indicators
Use of iDashboards software
most critical areas; adopting across organization)
(started in
Measuring Progress
2.1.2.2 Strive for enhanced teaching excellence
Metrics:
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Student evaluations of teaching
Course evaluations
Peer assessments
Student performance
Faculty participation in new programs
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Faculty perceptions of new programs
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assessment, etc.)
assessment, etc.)
(PACE, Peer
(PACE, Peer
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Number of faculty teaching awards (non-collegiate)
Number of CVM faculty presentations on teaching
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Faculty participation in development of teaching
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BPI, etc.)
Seminar on Teaching, and other opportunities)
(at
(at BPI,
VMC
Balanced Scorecard
Metrics
• Revenue
• Average Transaction Costs
• Expenses
Metrics
• writeoffs/total revenue
• Quality (grad senior
survey)
Internal Process
Perspective
Financial Perspective
Metrics
• Appointment Lag
• Discharge summary
turnaround
• Labor expense per
Accession
• Appointment Report
• Medical Records
completion
• Traceable CFTE
Patients
VMC
Metrics
• Turnover (GP)
• Satisfaction
Survey
Clients
Students
Metrics
• Exit surveys
• Service evals
• Feedback from
employers
Growth and
Development
Perspective
External Stakeholder
Perspective
RDVMs
Metrics
• # Referrals
• Satisfaction
• Number of new
RDVMs
Employee Perspective
Metrics
• Salary comps
• Satisfaction
• Turnover
• Professional
Development
Metrics
• Rev from new
procedures
• New sources of funds
• Gifts
• Grants
• Partnerships
• Capital equipment
expenditures
Project Management
Peer Assessment/Review
July
Au
g..
Sept
Oct.
Meet and confer with each
dept. (Curric, Committees,
Education Subcommittee,
faculty focus groups, etc.)
Co
mpl
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Review current literature,
UMN policies, and systems
already operating
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Design CVM peer
assessment process based on
faculty suggestions
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Develop CVM peer
assessment process,
including workshops on
effective peer assessment
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Pilot peer assessment process
(two semesters?)
Review budget needs:
(lunch meetings, seminars,
workshops, material packets,
etc.
Nov.
Dec.
Jan.
Feb.
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Mar.
Apr.
May
June
July
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The Challenges
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Learning/adopting new process
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Time consuming in initial phases
Faculty engagement; use of committees
Tying budget process/performance
management to strategy management
Time to plan
Prioritization/im
plementation
Questions??
Jan Williams
College of Veterinary Medicine
612-624-6121
[email protected]