Strategic Management System

Defining goals, strategies, projectsto drive teaching, research, and service excellence

Jan WilliamsService Improvement Liaison

• 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

Acknowledgements (5/07)

Creating urgency: new leadership/accreditation process = opportunity for change

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)

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 of Strategic Management

Set clear goals (future direction)

Achieve buy-in (determine where we all fit)

Obtain accountability (performance management, metrics)

Create synergies (alignment of strategies/projects)

Determine resources (people, space, money)

Prioritize strategies/projects (based on the above)

The College must respond to environmental changes: 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

Transformation

Biomedical corridors of discovery transform new knowledge into better health

“Concept to Cure” Areas of Emphasis

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 AHC

Integration with University

Interdisciplinary Initiatives: •Institute on the Environment•Healthy Foods/Healthy Lives•Bioinformatics

What’s worked

Roles/Responsibilities Definitions/common language Adoption/use of tools

Project charters Strategy mapping Balanced scorecard approach Decision making criteria

Leadership Development Planning

Calendar of activity Metrics Retreats/meetings (use of)

MissionWhy we exist

VisionWhat are our aspirations

StrategyWhat is our game plan

ValuesWhat’s important to us

Strategy MapTranslating the strategy

Balanced ScorecardMeasure and focus

Personal ObjectivesWhat I need to do

ProjectsWhat we need to do

Strategic Outcome

Organizational Customers FinancialInternal

Processes

Source: Strategy Maps, Kaplan & Norton2004

Bala

nced

A

pp

roach

Framework

MissionImproving 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

ValuesScience & Knowledge we are first & foremost about the discovery, integration & application of new knowledge.

Teaching & Learning 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

C

D B

A

Build VDL leadership position in emerging/zoonotic disease

Target research: food safetyTarget research: zoonotic diseases

• 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• Integrate laboratory services

• Graduate programs in animal models of human disease

• AHC-level biomedical research center

• Inform public policy• Increase diversity

A = MUST DO NOWB = ‘Quick win’ when availableC = Make it easier – then do itD = Last choice

CoreStrategy

Core Strategy Strategies Sub-strategies Projects

Sub-strategy (with metrics)

Project (with project plan)Strategy Sub-strategy (with metrics)

Sub-strategy (with metrics)

Project (with project plan)

Project (with project plan)

Project (with project plan)

Project (with project plan)

See binder for full plan

Goal 1: Research

Goal 2: Preparing students, graduates, faculty & staff for successful careers

Goal 3: Service

2.1 Provide an excellent, science-based veterinary educational program to

prepare students for leadership, life-long learning, & successful

careers.

Collegiate Goal Collegiate (core) Strategies

To improve the health & well being of animals and people by…

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.

2.3 Promote and facilitate DVM student participation in the dual degree DVM/MPH Program.

2.4 Expand learning opportunities for faculty and staff to lead, influence and implement change.

2.2 Recruit & retain DVM students with attributes that contribute to the

success of the profession.

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.

2.8 Promote research scholarship & professional development of non-degree-seeking interns, residents, post-doctoral trainees & fellows.

Core Strategy Strategies Sub-strategies Projects

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

2.1.2.3 Strategically invest in facilities, equipment and technology

2.1.2.1 Strive for organizational excellence in instruction

Implement teaching grants program to support innovations in teaching and course coordination

2.1.2.2 Strive for enhanced teaching excellence

Implement Peer Assessment of Teaching

Centralize grade collection and evaluation

2.1.2.5 Encourage and reward excellence in teaching and course coordination

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

Invest in Polycom system for distance education / communication

Metrics

Catalogue of metrics Must have (Regulatory, accreditation, U of M)

Performance (operational, outcome, impact)

Mapping metrics to strategies Identification of key indicators

Use of iDashboards software (started in most critical areas; adopting across organization)

Measuring Progress

2.1.2.2 Strive for enhanced teaching excellence

Metrics: Student evaluations of teaching Course evaluations Peer assessments Student performance Faculty participation in new programs (PACE, Peer

assessment, etc.) Faculty perceptions of new programs (PACE, Peer

assessment, etc.) Number of faculty teaching awards (non-collegiate) Number of CVM faculty presentations on teaching (at

BPI, etc.) Faculty participation in development of teaching (at BPI,

Seminar on Teaching, and other opportunities)

Financial PerspectiveInternal Process

Perspective

Employee Perspective

External Stakeholder Perspective

Growth and Development Perspective

Metrics• Revenue• Average Transaction Costs• Expenses

Metrics• Appointment Lag• Discharge summary turnaround• Labor expense per Accession• Appointment Report• Medical Records completion• Traceable CFTE

Metrics• Rev from new procedures• New sources of funds

• Gifts• Grants• Partnerships

• Capital equipment expenditures

Metrics• Salary comps• Satisfaction• Turnover• Professional Development

Patients

Clients

StudentsRDVMs

Metrics• # Referrals• Satisfaction• Number of new RDVMs

Metrics• Exit surveys• Service evals• Feedback from employers

Metrics• Turnover (GP)• Satisfaction Survey

Metrics• writeoffs/total revenue• Quality (grad senior survey)

VMCBalanced Scorecard

VMC

Peer Assessment/Review July Aug..

Sept Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July

Meet and confer with eachdept. (Curric, Committees, Education Subcommittee, faculty focus groups, etc.)

Completed

Review current literature, UMN policies, and systemsalready operating

X X X X

Design CVM peer assessment process based onfaculty suggestions

X X X

Develop CVM peer assessment process,including workshops oneffective peer assessment

X X X X X X

Pilot peer assessment process(two semesters?)

X X X X X X

Review budget needs:(lunch meetings, seminars, workshops, material packets, etc.

X X X X

Project Management

The Challenges

Learning/adopting new process 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 WilliamsCollege of Veterinary Medicine

612-624-6121willi320@umn.edu