Transcript Making a Difference: From Strategic Plan to Business Plan

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
What the POP represents





Performance reporting to Unit 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
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
Example: Reporting Meeting
Agenda
9:30am – 12:00pm
 9:30-9:40 Opening Remarks
 9:40-10:00 U130 Organizational Development – Smith
 10:00-10:20 U140 Financial Management – Bymaster
 10:20-10:40 SI310 Branch – Meyer
 10:40-10:50 Break
 10:50-11:10 SI220 Distinctive Research Collections – Enniss
 11:10-11:30 SI210 Signature MARBL Library – Enniss
 11:30-11:45 Summary & Clarify Issues
 11:45-12:00 Review Prior Pending Issues, Change Requests,
& Closing Comments
What happens in the reporting
meeting




Visuals may include the original or rolled up
action plan
POPs are available in hard copy for meeting
attendees
Presenters usually use the POP as the reporting
outline
Additional visuals for metrics are now being
incorporated
What happens in the reporting
meeting



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
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
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
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
Keys to the Emory Approach



Creation of a business plan for each strategic
and operational unit
Performance reporting and tracking process
Assignment of process roles and responsibilities
How did we get here?


New Vice Provost and Director of Libraries in August
2006
Revised strategic plan in late 2006




How to keep the plan alive in the organization?
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.
Business planning process developed to build in the
mechanisms for keeping the plan alive and creating
accountability and transparency of process
Process Roles and Responsibilities

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
Develop documentation, work with plan developers,
review and advise on plans
Schedule and plan reporting meetings
Maintain open issues and change management process
External consultant, Jude Heimel
http://www.judeheimel.com/
Challenges





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
Adapting to disciplined approach
Publicly acknowledging and discussing issues
Clarity of ownership and decision making
Evolution of the Process
FY08


Completed Business Plan
Workbook
Created Action Plan to plan the
year’s work and measure
progress
FY09

Completed Business Plan
Workbook, enhanced with new
tools:





High Level Block Diagram
(process map)
Customer Segmentation Matrix
Metrics
Created Action Plan to plan the
year’s work and measure
progress
Will conduct FY08 Wrap-Up
and FY09 Plan Showcase
sessions
Business Plan
Structure of Business Plan





Purpose, Product/Service and
Customers
Staffing Structure,
Competencies and Work Flow
Action Plan
Collaborating with Strategic
Initiatives and Operational
Units
Financial and Resource Needs
FY09 Additions



High-Level Block Diagram
(Process Map)
Customer Matrix
Metrics (Identification and
Elaboration)
Business Plan Components
Action Plan
 Plan establishes objectives,
tasks and milestones;
progress reported on via
POP
 FY09 additions

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.
Meant to be a means to ensure
that unit/initiative is providing
the products/services
needed/desired
Business Plan Components
Process Map
 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.)
Metrics
 Measure progress on certain
objectives, tasks, milestones,
performance, etc.
 Metrics summary sheet
(define metric, frequency of
collection, responsible
parties, etc.)
Business Plan Purposes



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
Facilitate decision-making and shift our focus to
outcomes
Framework of organizational
business basics enables us to better:







Manage customer feedback
Continuously improve customer satisfaction levels
Continuously improve performance of critical
processes
Continuously develop staff skills and knowledge
Optimize utilization of organizational resources
Meet and/or exceed sponsorship requirements
Effectively manage fiscal budgets
Strategic Business Management - Data Flow
Performance
Reports
Performance
Assessment
Business
Sponsorship
Data
Analysis
Business
Research
Business
Environment
DBR’s
Business
Charter
Sponsor
Goals &
Objectives
Constancy
of Purpose
Business
Planning
Mission
Vision
Supplier
Processes
Performance
Issues
Performance
Review
Performance
Measurement
Products/Services
Strategic Business Plan
Operational “
Plan
Plan
Deployment
New
Technologies
Business
Processes
Process
Metrics
Business
Technology
Customer
Feedback
Customer
Processes
And How are we Doing?




Who are the customers of our process?
How well are we doing?
How far do we have to go?
Next steps
Conclusion
We are making progress, but we aren’t yet there—
it will require consistency and patience!
“There must be consistency in direction.”
 “It does not happen all at once. There is no instant
pudding.”


W. Edwards Deming
Questions?


For copies of documents or forms, feel free to
contact:
Susan Bailey [email protected]