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Making a Difference: From Strategic Plan to Business Plan Presenters: Susan Bailey and Chris Palazzolo Additional Contributors: Eric Bymaster and Charles.

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Presentation on theme: "Making a Difference: From Strategic Plan to Business Plan Presenters: Susan Bailey and Chris Palazzolo Additional Contributors: Eric Bymaster and Charles."— Presentation transcript:

1 Making a Difference: From Strategic Plan to Business Plan Presenters: Susan Bailey and Chris Palazzolo Additional Contributors: Eric Bymaster and Charles Forrest 2008 Library Assessment Conference Seattle, WA August 6, 2008

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5 What the POP represents Performance reporting to Unit Action Plan Performance reporting to Unit Action Plan Change request process to update action plan Change request process to update action plan Place to raise issues that are cross-cutting and cannot be resolved by a single unit Place to raise issues that are cross-cutting and cannot be resolved by a single unit Continued engagement with Business Plan Workbook, which takes the planner through a variety of questions about mission, customers, resources prior to action plan development Continued engagement with Business Plan Workbook, which takes the planner through a variety of questions about mission, customers, resources prior to action plan development Public document of progress to organization, presented at open forum meeting, some units reporting each month Public document of progress to organization, presented at open forum meeting, some units reporting each month

6 Example: Reporting Meeting Agenda 9:30am – 12:00pm 9:30-9:40 Opening Remarks 9:30-9:40 Opening Remarks 9:40-10:00 U130 Organizational Development – Smith 9:40-10:00 U130 Organizational Development – Smith 10:00-10:20 U140 Financial Management – Bymaster 10:00-10:20 U140 Financial Management – Bymaster 10:20-10:40 SI310 Branch – Meyer 10:20-10:40 SI310 Branch – Meyer 10:40-10:50 Break 10:40-10:50 Break 10:50-11:10 SI220 Distinctive Research Collections – Enniss 10:50-11:10 SI220 Distinctive Research Collections – Enniss 11:10-11:30 SI210 Signature MARBL Library – Enniss 11:10-11:30 SI210 Signature MARBL Library – Enniss 11:30-11:45 Summary & Clarify Issues 11:30-11:45 Summary & Clarify Issues 11:45-12:00 Review Prior Pending Issues, Change Requests, & Closing Comments 11:45-12:00 Review Prior Pending Issues, Change Requests, & Closing Comments

7 What happens in the reporting meeting Visuals may include the original or rolled up action plan Visuals may include the original or rolled up action plan POPs are available in hard copy for meeting attendees POPs are available in hard copy for meeting attendees Presenters usually use the POP as the reporting outline Presenters usually use the POP as the reporting outline Additional visuals for metrics are now being incorporated Additional visuals for metrics are now being incorporated

8 What happens in the reporting meeting As a presenter, I have 10 minutes to present my report As a presenter, I have 10 minutes to present my report When I conclude, there is a 10 minute Q&A period, with Vice Provost and Director of Libraries as the first questioner When I conclude, there is a 10 minute Q&A period, with Vice Provost and Director of Libraries as the first questioner If there are cross-cutting issues identified through my report, they are recorded by the meeting facilitator and are reviewed for tracking at the end of the meeting If there are cross-cutting issues identified through my report, they are recorded by the meeting facilitator and are reviewed for tracking at the end of the meeting

9 What happens in the reporting meeting After all reports are delivered, facilitator wraps up by reviewing and getting clarification for issues that have been identified from the meeting After all reports are delivered, facilitator wraps up by reviewing and getting clarification for issues that have been identified from the meeting An issue owner is identified—that creates an open issue which will be tracked and reported on An issue owner is identified—that creates an open issue which will be tracked and reported on Core Team member reviews the open issues list to see if any have been closed and if there is activity to bring the various open issues to closure Core Team member reviews the open issues list to see if any have been closed and if there is activity to bring the various open issues to closure

10 Keys to the Emory Approach Creation of a business plan for each strategic and operational unit Creation of a business plan for each strategic and operational unit Performance reporting and tracking process Performance reporting and tracking process Assignment of process roles and responsibilities Assignment of process roles and responsibilities

11 How did we get here? New Vice Provost and Director of Libraries in August 2006 New Vice Provost and Director of Libraries in August 2006 Revised strategic plan in late 2006 Revised strategic plan in late 2006 How to keep the plan alive in the organization? How to keep the plan alive in the organization? How to align strategic planning and operational planning? How to align strategic planning and operational planning? Taking the strategic plan narrative and breaking it into pieces enabled its translation into business plans— strategic plans are typically narrative, wish state. Taking the strategic plan narrative and breaking it into pieces enabled its translation into business plans— strategic plans are typically narrative, wish state. Business planning process developed to build in the mechanisms for keeping the plan alive and creating accountability and transparency of process Business planning process developed to build in the mechanisms for keeping the plan alive and creating accountability and transparency of process

12 Process Roles and Responsibilities Core Team members (4-5 members of the library staff, currently from HR, Budget and Finance, Collection Management, Assessment) Core Team members (4-5 members of the library staff, currently from HR, Budget and Finance, Collection Management, Assessment) Work with external consultant on planning and implementation Work with external consultant on planning and implementation Develop documentation, work with plan developers, review and advise on plans Develop documentation, work with plan developers, review and advise on plans Schedule and plan reporting meetings Schedule and plan reporting meetings Maintain open issues and change management process Maintain open issues and change management process External consultant, Jude Heimel External consultant, Jude Heimel

13 Challenges Lack of experience in business planning, project management, process knowledge, metrics development Lack of experience in business planning, project management, process knowledge, metrics development Lack of experience among leaders in creating succinct, clear updates as measured against an existing plan Lack of experience among leaders in creating succinct, clear updates as measured against an existing plan Adapting to disciplined approach Adapting to disciplined approach Publicly acknowledging and discussing issues Publicly acknowledging and discussing issues Clarity of ownership and decision making Clarity of ownership and decision making

14 Evolution of the Process FY08 Completed Business Plan Workbook Completed Business Plan Workbook Created Action Plan to plan the year’s work and measure progress Created Action Plan to plan the year’s work and measure progress FY09 Completed Business Plan Workbook, enhanced with new tools: Completed Business Plan Workbook, enhanced with new tools: High Level Block Diagram (process map) High Level Block Diagram (process map) Customer Segmentation Matrix Customer Segmentation Matrix Metrics Metrics Created Action Plan to plan the year’s work and measure progress Created Action Plan to plan the year’s work and measure progress Will conduct FY08 Wrap-Up and FY09 Plan Showcase sessions Will conduct FY08 Wrap-Up and FY09 Plan Showcase sessions

15 Business Plan Structure of Business Plan Purpose, Product/Service and Customers Purpose, Product/Service and Customers Staffing Structure, Competencies and Work Flow Staffing Structure, Competencies and Work Flow Action Plan Action Plan Collaborating with Strategic Initiatives and Operational Units Collaborating with Strategic Initiatives and Operational Units Financial and Resource Needs Financial and Resource Needs FY09 Additions High-Level Block Diagram (Process Map) High-Level Block Diagram (Process Map) Customer Matrix Customer Matrix Metrics (Identification and Elaboration) Metrics (Identification and Elaboration)

16 Business Plan Components Action Plan Plan establishes objectives, tasks and milestones; progress reported on via POP Plan establishes objectives, tasks and milestones; progress reported on via POP FY09 additions FY09 additions Cluster meetings among related groups to discuss linkages and relationships (process, personnel, resources, etc.) Cluster meetings among related groups to discuss linkages and relationships (process, personnel, resources, etc.) Customer Matrix Identify/segment customers, their needs, motivations, quantity, distinguishing characteristics, etc. Identify/segment customers, their needs, motivations, quantity, distinguishing characteristics, etc. Meant to be a means to ensure that unit/initiative is providing the products/services needed/desired Meant to be a means to ensure that unit/initiative is providing the products/services needed/desired

17 Business Plan Components Process Map Provides high-level understanding of the principal activity or activities in which the unit/initiative is involved Provides high-level understanding of the principal activity or activities in which the unit/initiative is involved Demonstrates handoffs, linkages, etc. among different groups (formal/informal, operationalized/ad hoc, etc.) Demonstrates handoffs, linkages, etc. among different groups (formal/informal, operationalized/ad hoc, etc.) Metrics Measure progress on certain objectives, tasks, milestones, performance, etc. Measure progress on certain objectives, tasks, milestones, performance, etc. Metrics summary sheet (define metric, frequency of collection, responsible parties, etc.) Metrics summary sheet (define metric, frequency of collection, responsible parties, etc.)

18 Business Plan Purposes Review organizational progress and provide a context for accountability Review organizational progress and provide a context for accountability Build greater understanding within the whole organization of our direction, progress and issues needing resolution over time Build greater understanding within the whole organization of our direction, progress and issues needing resolution over time Facilitate decision-making and shift our focus to outcomes Facilitate decision-making and shift our focus to outcomes

19 Framework of organizational business basics enables us to better: Manage customer feedback Manage customer feedback Continuously improve customer satisfaction levels Continuously improve customer satisfaction levels Continuously improve performance of critical processes Continuously improve performance of critical processes Continuously develop staff skills and knowledge Continuously develop staff skills and knowledge Optimize utilization of organizational resources Optimize utilization of organizational resources Meet and/or exceed sponsorship requirements Meet and/or exceed sponsorship requirements Effectively manage fiscal budgets Effectively manage fiscal budgets

20 Strategic Business Management - Data Flow Business Sponsorship Performance Assessment Data Analysis Business Environment Constancy of Purpose Business Planning Performance Measurement Business Technology Supplier Processes Business Processes Customer Processes Business Charter Mission Vision DBR’s Sponsor Goals & Objectives Customer Feedback Process Metrics Products/Services Strategic Business Plan Operational “ Plan Business Research New Technologies Performance Issues Performance Reports Performance Review Plan Deployment

21 And How are we Doing? Who are the customers of our process? Who are the customers of our process? How well are we doing? How well are we doing? How far do we have to go? How far do we have to go? Next steps Next steps

22 Conclusion We are making progress, but we aren’t yet there— it will require consistency and patience! “There must be consistency in direction.” “There must be consistency in direction.” “It does not happen all at once. There is no instant pudding.” “It does not happen all at once. There is no instant pudding.” W. Edwards Deming W. Edwards Deming

23 Questions? For copies of documents or forms, feel free to contact: For copies of documents or forms, feel free to contact: Susan Bailey Susan Bailey


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