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Continuous Improvement& Planning
EXSITE Tools
Strategic Planning for Departments
Facilities Management, IT, and Institutional Research and Planning Departments
March 17, 2009Facilitator: Jim Antilla, Ph.D.
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Agenda for this session
Continuous Improvement Planning update (information and expectations)
Planning and reporting responsibilities of departments/units—learning and doing
Resources you need are at CIPT Website(process and instructions for Dept/Unit planning)
Visit EXSITE Web pages for specific information to help you with your department’s planning:
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Outcomes
Do the process (begin) Learn where to go for resources (specifically,
following instruction/guide links within EXSITE)
Learn to integrate planning Make progress on your department’s plan
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Strategic Planning for Departments/Units Components of your plan:
Mission Vision Values Strategic Themes (from UWS Strategic Priorities
Document) Goals Action plans or initiatives
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Timeline for Continuous Improvement Planning
July Aug Sept Oct Nov Dec Jan Feb Mar April May June
CIPT Leads Campus Strategic Planning Efforts
Unit/Dept. Prepare Annual Report (from previous fiscal year)
Campus Strategic Forums (listening
sessions)
Campus Budget Planning
Unit/Dept. Strategic & Budget Planning (for next fiscal
year)
Campus Budget
Finalized
*Unit/Dept. Annual Report Due- Sept 15
*Unit/Dept. Budgets Due to Campus Budget Office - March 1
*Campus Budget Submitted to UW-System- April 1
*Unit/Dept. Strategic Plans
Finalized- March 1
Unit/Dept. Responsibility
Campus Effort
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Overview of EXSITE Tools
UWS Strategic Planning Learning Outcomes Mission Statement Values Statement Vision Statement Seven Strategic Themes
Customer Experience Management Relational Experience Management
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IMPORTANT: Each department is required to address in your planning: the Liberal Arts Initiative Student Persistence (student retention) Discussion: How does your department
support these priorities?
Non-academic departments will determine ways in which they will help UWS achieve the other strategic themes (priorities)
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Department Goals
Exercise: Determine how your department can help
achieve UWS Strategic Priorities Determine other goals needed Report back to main group
(20 minutes)
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Example: Facilities Planning
Benchmark existing facilities Needs assessment relating to UWS strategic
plan Gap analysis Facilities repair, renovation, replacement Prospective projects Master plan Development plan FundingReference: SCUP II Training Presentation
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Checklist for Integrated Planning
Has your department/unit: Yes No Unsure Developed a mission statement? Stated its core values? Reviewed constituents? Established goals and strategies? Developed objectives within an
operational plan? Documented and evaluated the process,
the outcomes and the strategic plan? Created and implemented a
communications plan? Continually monitored the implementation
of the plan and ongoing planning?
Source: SCUP II Training Manual
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Quality at UW-Superior: A Liberal Arts Education
LEARNING OUTCOMES Knowledge of Human Cultures and the Natural
and Physical World Intellectual and Practical Skills Individual and Social Responsibilities Integrative Learning
Refer to http://www.uwsuper.edu/cipt/exsite/quality.cfm
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Guidelines for Student Persistence What the Non-Academic Environment Can
Do To Influence Student Persistence: The non-academic environment allows learning,
teaching, living, and socializing to flourish. Time spent outside the classroom is equally critical in ensuring a college or university’s competitive success.
Student housing preferences, campus appearance, technology, fitness and athletics opportunities, dining, and entertainment all make a difference.
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What the University of Wisconsin-Superior Can Do to Improve the Relational Experience Management of Its Community:
Determine the touchpoints that affect our relational experience
Assess our current relational effectiveness Enrich the experience Integrate academic and nonacademic functions for a
unified operation Implement a relational experience management ethic
and leadership training
* Adapted from: Customer Experience Management: Competing Successfully in Higher Education, prepared by ARAMARK Education November 2005
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Key Aspects to Developing a Sense of Community in Relational Experience Management What are you trying to do? Why are you trying to do it? How are you trying to do it? Why are you doing it this way? How do you know it is working? How do you improve it? How do you improve?
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The P-D-C-A cycle to help your department with strategic planning Plan: Identify an opportunity and plan for change. Do: Implement the change. Check: Use data to analyze the results of the
change and determine whether it made a difference. Act: If the change was successful, implement it on
a wider scale and continuously assess your results. If the change did not work, begin the cycle again.
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P-D-C-A
** Deming, W (1986) Out of Crisis. Cambridge, MA: MIT Press
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Who are our stakeholders?Exercise—identify your stakeholders and their needs/expectations(10 minutes)
Students Staff Alumni External Community
Stakeholder Subgroup Needs and Expectations
Services
Adapted from 2004 Monash University ABN 12 377 614 012 Last updated: 23 May 2005 – Maintained by [email protected]
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What do our stakeholders want?
Education has become more experiential--Today's student wants a positively memorable experience!
Alumni want a sense of nostalgia and institutional pride.
Parents seek value for their tuition dollars. All seek recognition and appreciation for their
efforts.
Adapted from 2004 Monash University ABN 12 377 614 012 Last updated: 23 May 2005 – Maintained by [email protected]
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The Service Planning and Improvement Cycle
Adapted from 2004 Monash University ABN 12 377 614 012 Last updated: 23 May 2005 –Maintained by [email protected]
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The Cycle of Service
The best way of obtaining a better understanding of your stakeholders’ needs and expectations is to ask them. However, before you do this, it is useful to put some work into obtaining a view of your services from your stakeholders’ perspective. The Cycle of Service can be used to do this.
Adapted from 2004 Monash University ABN 12 377 614 012 Last updated: 23 May 2005 –Maintained by [email protected]
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The RATER Model
ReliabilityAbility to perform the service dependably and accurately.
AssuranceEmployees’ knowledge and courtesy and their ability to inspire trust and confidence.
TangiblesAppearance of physical facilities, equipment, personnel and communication materials.
EmpathyCaring, individualized attention given to customers.
ResponsivenessWillingness to help stakeholders, provide prompt service and solve problems.
Adapted from 2004 Monash University ABN 12 377 614 012 Last updated: 23 May 2005 – Maintained by [email protected]
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Rater Process
Exercise: Use the following process and the RATER worksheet (handout and next slide) to evaluate your services Select one of your major stakeholder groups Identify the key service(s) you provide for these
stakeholders Using the worksheet, evaluate the services you
offer this stakeholder group Agree on the actions needed to address the most
significant barriers to service
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RATER Worksheet
Dimension Stakeholder’s expectations Rating/10 Barriers
Reliability
Assurance
Tangibles
Empathy
Responsiveness
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RATER Worksheet
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Obtaining Feedback from Stakeholders Focus groups Written surveys Telephone surveys Interviews (walkup and planned) Taking the stakeholders’ place Employee feedback regarding stakeholders Intermediaries research
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Glossary—Key Terms in Relational Experience Management:
StakeholdersIndividuals or groups who purchase, are provided with, or use, your products and services
End user stakeholdersPeople who may benefit from or use the service you provide, although they may have no direct interaction with the service provider
External stakeholdersIndividuals or organizations external to your organization receiving services or products from your organization
Internal stakeholdersIndividuals or functional areas within your organization receiving services or products from another individual or functional area within the organization
Intermediate stakeholdersPeople who negotiate services on behalf of their own end user stakeholders
ConstituenciesPeople, organizations, agencies, bodies that have a 'stake' in your organization, or a clear interest in the outcomes of its activities. They could be the community, employees, owners (government, taxpayers), suppliers, and of course stakeholders.
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Good luck with your plan!
Q & A
