1. SMSPG Meeting January 22, 2009

2. Using increasing accountabilities to drive unit-level performance: Bringing the baldrige framework to life Developing Strategic & Operational Metrics And The Ability To Review & Act Upon Them: Engine, Rudder, Navigation Scott L Martens

3. Operational Metrics - The Engine: Indicators that provide insight into the question: How are we doing with regards to the critical things we do for those we serve? Strategic Metrics - The Rudder: Indicators that provide insight into the question: How are we doing with regards to the critical things we need to do in order to get to our vision? Management Review & Action - Navigation: Review, action and accountability to ensure: Operational metrics are on track Progress is being made on projects & initiatives driving strategic metrics Appropriate adjustments & modifications to the plan are evaluated & acted upon. Metric & Review System

4. Operational Metrics - The Engine: Indicators that provide insight into the question: How are we doing with regards to the critical things we do for those we serve? Operational Metrics – The Engine

5. Strategic Metrics - The Rudder: Those indicators that provide insight into the question: How are we doing with regards to the critical things need to do in order to get to where we are going? Strategic Metrics – The Rudder Why Goal 1 Goal 2 Goal 3 Goal x Goals Strategies Strategy 2 Strategy X Strategy 1 $$ Source of Yield Loss $$ Source of Yield Loss Project A Project B Project C Projects Project D Project X Why Goal 1 Goal 2 Goal 3 Goal x Goals Strategies Strategy 2 Strategy X Strategy 1 Project A Project B Project C Projects Project D Project X Goal 1 Goal 2 Goal 3 Goal x Goals Strategies Strategy 2 Strategy X Strategy 1 Project A Project B Project C Projects Project D Project X

6. Management Review & Action - Navigation: Review, action and accountability to ensure: Operational metrics are on track Progress is being made on projects & initiatives driving strategic metrics Appropriate adjustments & modifications to the plan are evaluated & acted upon. Management Review & Action Review & action: The most critical element, otherwise measurement is for naught

7. Transforming UM – The System: Engine, Rudder, Navigation Metric & Review System Goals Strategies Strategy 2 Strategy X Strategy 1 Project A Project B Project C Projects Project D Project X Goal 1 Goal 2 Goal 3 Goal x

8. Goal Tree 8 Goal #2Goal #3Goal #1 GoalsStrategic AreasWork InitiativesBusiness UnitsPotential Projects OrganizationLeadershipResourcing Business Processes ServiceExecutionPlanning LeadershipCost-Savings

9. OSCI Goal Tree Support the University by serving as a catalyst and mentor for sustainable improvement, energizing and enabling a culture of continuous improvement and collaborating with University units to identify and realize sustainable improvements Continuous Improvement Communication Adhoc – On Demand TLP Lean Quality Fair Purchasing SPIF Grants Strategic Initiatives Improvement Liaisons Current (Twin Cities/Duluth) Prospects Events Support/Training Materials/Wiki/User Group Plan/Coordinate/Facilitate/Replication Opportunities Plan/Moderate Project Reviews/Allocations Duluth Retention Graduation Rate Initiative Vet Med Analyze/Mapping/Strategy Others