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Unit Planning and Self Assessment Alfonso (Al) Ortega Chair, ASME TC CDOT [email protected] Elliott Short ASME District E Leader [email protected]
Unit Planning and Self Assessment
Alfonso (Al) Ortega Chair, ASME TC CDOT
Elliott Short ASME District E Leader [email protected]
Who should benefit from this session?
• Standing Chairs, Incoming Chairs, and other members of the Executive Committee of
– Technical Divisions
– Professional Sections
– Affinity Groups
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Session Objectives
• Understand elements of Planning and Self-Assessment
– For achieving Organizational goals
– For meeting the needs of Members, including
– Establishing the Unit’s value proposition to its members
– Effective Unit Strategic Planning
– Using effective Performance Metrics
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Outline
• Your Unit’s “Fit” in ASME
• Planning and Unit Assessment
– Starting the Plan
– Executing the Plan
• Assessing Unit Effectiveness
• Case Studies
• Keys to Success
• Summary 4
Your Unit’s “Fit” in ASME Units have common missions
Board of Governors
Institutes Knowledge & Community
Sections
Affinity Groups
Technical Divisions
Public Affairs & Outreach
Standards & Certification
Students & Early Career
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Your Unit’s “Fit” in ASME Your Unit Plays an Important Part in achieving
ASME Strategic Initiatives
Energy
Global Impact
Engineering Workforce Development
Planning and Unit Assessment An ASME Requirement
• Section and Affinity Group funding
– Operationalized by Merit Based Funding
– MBF requires demonstration of value as actualized by planning and assessment
• Technical Divisions
– Required to follow a Continuous Improvement Process (CIP)
– Divisions reviewed on a Three (3) year cycle
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Strategic
plan
Annual
Plan
Adjust
Annual
Report
Gap
Analysis
Feedback
& Action
Plan Imp
rove
Planning and Unit Assessment How can your Unit function without it?
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Planning and Unit Assesment Ask Hard Questions and Expect Answers
• Does your unit have a Vision?
– How does your unit’s vision align with that of ASME?
• What are your unit’s products and services?
– Is your unit viewed as a business?
• Does your unit have a written Plan? With goals and actionable items? Timing?
– What drives it? How does it accommodate change?
– What is important?
– Needs? Goals? Core activities?
Planning and Unit Assessment Does Your UNIT Follow a Plan?
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MEMBERS NEEDS
•MISSION •VISION •RESOURCES •LEADERSHIP •COMMUNICATION
PRODUCTS AND SERVICES
PERFORMANCE MEASUREMENTS
WHO IS THE CUSTOMER?
WHO ARE WE? WHAT VALUE DO WE ADD?
DID WE SUCCEED?
CONTINUOUS IMPROVEMENT
GLOBAL ENGINEERING COMMUNITY
LESSONS LEARNED
FLEXIBILITY EVOLUTION
FEEDBACK VALUE ADDED
ADJUST RESOURCES
Planning and Unit Assessment Steps in creating Strategic Plan
1. Customers/Constituents – Why does our UNIT exist? Who do we serve?
2. Mission/Vision/Goals – Assess member/customer needs – Alignment with ASME
– Strengths, Weaknesses, Opportunities, Threats (SWOT)
– Plan with schedule, commitment, and the buy-in of stakeholders
3. Define value-added activities – topics, audience, scope – Benefit/effort-risk; metrics
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Planning and Unit Assessment Steps in creating Strategic Plan
4. Marketing analysis – “Packaging”
5. Organization & Management – Load level – simplify, focus on few, teaming
– Empower champions – mentoring the “how to” tactics
6. Finances and other resources (i.e., partners, staff)
7. Assessment/Performance evaluation – success, lessons learned
– Close the loop; get feedback; act on recommendations
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Starting the Plan Who is the customer?
• Knowing Your Customers (5 minute Exercise)
– Who are your constituents?
– What are their needs?
– How can your UNIT serve those needs?
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Starting the Plan Who are we (the Unit)?
• Knowing Your Unit
– What is the Unit’s Mission?
– What resources are at our disposal?
– Do we have a critical mass of Leaders?
– Are we organized well enough to allow Champions to pursue their goals?
• Unit Committee Structure?
• Strong Partnerships with ASME Staff and other Units?
• Effective channels for Communication with members?
– Strengths, Weaknesses, Opportunities, Threats
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Starting the Plan Knowing Your Unit
• Unit Demographics (suggest 3 year profile)
– Membership – interests, places of work, professional activities, training needs
– Unit Activities – meetings and networking opportunities professional development, student support
– Custodial Account – revenue/expense
– Partners – Other ASME units, other Societies, businesses
– Communications – stakeholders; website, social media
– Administration – Operating Guide, Committees
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Starting the Plan What Value do we add ?
• Knowing Your Unit’s Value (5 Minute Exercise)
– What are the main products/services provided by your Unit to its members?
– Have you performed a Market Analysis or Survey to assess member needs or desires?
• Monthly networking meeting program
• Conference
• Membership educational program
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Executing the Plan Use your plan to guide your Unit activities
Assessing Unit Effectiveness Gap Analysis and Feedback
• Each product or service should have a measurable goal stated in the annual plan
– Rankings, Percentages, Ratings, etc.
• The Unit Annual Report provides an opportunity to report on OUTCOMES against GOALS
• The Report should be followed by a Self-Assessment of “Gaps” and “Performance”
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Assessing Unit Effectiveness Did we Succeed in Adding Value ?
• Knowing Your Unit’s Value (5 Minute Exercise)
– What has been the most significant activity of 2012-2013?
– Was it followed by assessment to rate value?
– How was the assessment or Gap Analysis performed?
– Has your Unit used Gap Analysis and Feedback to improve one of its products or services?
Case Study: Technical Divisions Continuous Improvement Process (CIP)
Goal:
Follow a formal process of planning, self assessment, feedback, and improvement to continuously improve unit effectiveness
Benefits:
• Allow units to follow a formal process for goal setting, planning, and prioritization based on a 3 year Strategic Plan
• Allow Assessment of Progress against Goals
• Provide continuous feedback and identify resources to help Divisions improve
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Major Elements:
0. 3 Year Strategic Plan
1. Fiscal Year Financial and Activity Plan
2. Execution and Annual Report
3. Gap Analysis
4. Feedback and Action Plan
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Case Study: Technical Divisions Continuous Improvement Process (CIP)
Division
3 Year
Strategic
plan
1.
Annual
Plan
Adjust
2.
Annual
Report
3. Gap
Analysis
4.
Feedback
& Action
Plan Imp
rove
Case Study: Technical Divisions Continuous Improvement Process (CIP)
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Infrastructure
• Administrative
• Leadership
• Strategy
• Business Systems
• Membership
• Community
Engagement
• Communication
• Recognition
• Knowledge Creation & Dissemination
• Collaboration
• Advocacy
• Impact
Financial
• Revenue from Products & Services
• Custodial Revenue
• Expenses
• Net Annual Budget
Case Study: Technical Divisions Key Dimensions and Components for Planning
Co
mp
on
ents
Co
mp
on
ents
Dimensions
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Goals/Measures Goal: Executive Committee and Leadership Team in Place. Measure: all positions in the leadership/ executive committee filled) Goal: Clearly defines and articulates Division Strategic Plan Measure: Written Mission, Vision, Goals, Objectives, and Action Plan in place Goal: Relies upon key financial data by source and systems accessible to develop and monitor plan for the FY Measure: Financial Plan in place
Components Administrative Committee structure & management in-place with administrative processes clearly defined Leadership Leadership plan and strategic plan reflects Division strategy for the next 3 years Business Systems Access to financial systems and information for reporting and budgeting
Dimension
Infrastructure
Case Study: Technical Divisions Dimensions Components Goals Measures
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Goals/Measures
Goal: Develop up to date website for member information exchange Metric: Percent completion of website
Goal: Proactively solicit opportunities to recognize accomplishments by early career engineers Metric: Were any new awards created? Goal: Encourage interchange of ideas and development of new /enhanced content creation Metric: Development of new standards
Components Communication: Transparent communication with members Recognition : Recognize members for their contribution
Knowledge Creation & Dissemination: Develop and disseminate new /enhanced content
Dimension
Engagement
Case Study: Technical Divisions Dimensions Components Goals Measures
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Case Study: Technical Divisions Assessment and Feedback
Assessment Results
• Assessment of Division Activities should be performed by the Division during the Annual Report
• Within Tech Communities, Division Assessment is also performed at the Group Level
“Improve Infrastructure”
“Great”
“Improve Infrastructure &
Engagement”
“Improve Engagement”
Infrastructure
Enga
gem
en
t
High Low
High
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Section/Affinity Group Planning and Assessment
• Unit products: – Interesting programs – Professional and leadership development – Growth – Student section and early career development
• Learn Unit demographics using Online Unit Roster – Sort by area (zip code) – Sort by industry (employer) – Sort by technical division interests / affinity interests – Sort by ASME experience
• Plan programs based on: – Member interests – ASME initiatives – Engineering trends – Fun
• Use Merit Based Funding for planning and assessment
• Plan for leadership continuity and growth
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• Jul – Aug: Planning – Officer prep / training
– Merit Based Funding (MBF) preview
– Program planning
– Budget finalization
• 30 Sep: MBF, Budget Financial form, Officer coding deadline
• Sep – May (+/-): – Unit meetings/tours/programs
– After Activity Reports filed
• May – Jun: Assessment – Program year close-out
– Officer selection / prep
– Merit Based Funding form completion
– Financial form completion 28
Section/Affinity Group Planning and Assessment Calendar
Case Study: Section and Affinity Group Merit Based Funding
• Planning tool that ties quality Unit programming to performance-based funding for the Unit
• Provides a means to reward achievement by Sections and Affinity Groups that strive to meet ASME objectives and add value to their members
• Provides a means for all Units, regardless of number of members, geography, or other demographics to secure funding for future program activities
• Provides a roadmap and measurable performance criteria that can be used to improve Section or group performance
• Covers the program year from 1 July to 30 June
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MBF Form is divided into six Criteria areas: – Section Communications (15%) – Section Activities for Members (15%) – Opportunities for Members’ Professional Growth (20%) – Aid Development of the Engineering Workforce (20%) – Section Operations (10%) – Section Growth and Sustainability (20%) – Other Activities (Enable DL judgment for unit benefit) – Partner with Engineering Organizations
(Districts G – J)
Case Study: Section and Affinity Group Section MBF Form
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MBF Form is divided into six Criteria areas:
– Communications (27%) – Affinity Group Operations (10%) – Activities for Members (27%) – Advancing ASME Strategic Initiatives (18%) – Affinity Group Growth (15%) – Fundraising (4%)
Case Study: Section and Affinity Group Proposed Affinity Group MBF Form
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Case Study: Section and Affinity Group Additional Criteria for Section and
Affinity Group Funding
File Unit’s Reporting Forms by 1 Oct: • Unit Budget & Financial Reports • After Activity Reports • Merit Funding Form • “Code” Current program year officers
Case Study: Section and Affinity Group Planning and Assessment - Summary
• Merit Based Funding (MBF)
– Planning tool for quality ASME unit programming
– Assessment tool for unit operations
– Funding mechanism for Sections and Affinity Groups
• 30 Sep: MBF, Budget Financial form, Officer coding deadline
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Case Study: Section and Affinity Group Planning and Assessment - Summary
• Successful unit examples: – Annual leader retreat/planning meeting
• Fill unit committees & boards; Assign event champions
• Assess/plan using MBF
• Identify/plan program-year calendar: meetings/tours/events
• Evaluate scholarship & STEM support vs. budget
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Case Study: Section and Affinity Group Planning and Assessment - Summary
• Colorado Section: Multiple dinner meetings with 100+ attendees
• Arizona Section: Annual June planning meeting; 100 pts MBF
• South Texas Section: Leader Retreat to plan programs for Section + 6 Subsections/Groups/Technical Chapters + Plant Engineering Show
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Keys to Success • Perform a realistic assessment of
member needs, metrics
• Be proactive in response to change
• Set few goals and do them well
• Evaluate performance and provide feedback to the process.
• Determine from assessment what resources are needed to improve performance; who will provide them?
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Summary
• Know your unit
• Use lessons to plan
• Define value-added activities aligned with vision and a set of metrics
• Empower others to lead projects
• Commit to reach goals that support the vision
• Evaluate performance for continuous improvement
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Summary
• Test for Value Added – What are 3 metrics most important to my
unit?
– What is the most significant product, service or program provided by my unit?
– Name 3 key member demographics
– How can my unit determine member needs?
– How can I convince my unit to focus on a simple agenda and recruit from within the ranks?
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Connected LTC Sessions
• Mentoring Students and Early Career Engineers – ASME Key Demographics
• Development and Application of a Strategic Plan – The “Big Picture” view a unit’s direction
• Best Practices Thinking– Addressing problems or creating opportunity
• Resource Management – Effective utilization of resources
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Unit Planning and Self-Assessment
For questions or comments Alfonso (Al) Ortega
Presentation available at events.asme.org/ltc13
/Session_Presentations.cfm
