Launching the Implementation of Vision 2015

September 2, 2010

Saint Anselm CollegeLaunching the Implementation of Vision 2015

September 2, 2010

Meeting Objectives• Build momentum for the implementation phase of the strategic plan – Vision

2015• Gain clear individual ownership of strategic objectives• Clarify expectations of those accountable for delivering against the objectives• Introduce tools to develop and manage the plans for achieving the strategic

objectives• Review outcomes and metrics that will show progress and success of the

strategic objectives• Identify means to engage the College-wide community in the plan

implementation

Saint Anselm CollegeLaunching the Implementation of Vision 2015

Morning Agenda 7:30 Continental Breakfast Available 8:00 – 8:10 Opening Reflection, 8:10 – 8:40 Introductory Comments, Where we are in the Strategic

Planning Process, Shifting the Paradigm Today’s Objectives 8:40 – 9:10 Review of agenda & meeting guidelines & opening exercise 9:10 – 9:45 The Plan Priorities

o The criteria for prioritizingo The results of the prioritization : Stage 1 – Stage 2o A timeline for development of the implementation planso Aligning resources - financing the plan

9:45 – 10:00 BREAK10:00 – 10:50 Implementing the strategic plan – Vision 2015

o Accountabilityo The role of the Vice Presidento The role of the Tactical Team Leaders o The role of the Strategic Planning Implementation Steering Committeeo The interface of Tactical Team Leaders with the SLT, VPs, Steering Committee and other committees of

the college

11:50 – 11:45 Engaging the College Community11:45 – 12:10 Metrics & Outcomes

Saint Anselm CollegeCoordinating the Execution of Vision 2015

Afternoon Agenda12:10 -- 1:00 LUNCH 1:00 – 1:45 Project Management Tools – Instruction followed by small group exercise

– Strategic Objective Worksheet– Project plan outline format – Gantt Charts– Fishbone diagram– Shared drives and CIS

1:45 – 2:30 Small groups prepare mock plans for select objectives 2:30 – 3:30 Small groups 1 – 3 present plans for review 3:30 – 3:45 BREAK 3:45 – 4:25 Small groups 4 – 5 present plans for review 4:25 – 4:50 Next steps, resources needed 4:50 – 5:00 Closing comments, Meeting evaluation, Adjournment•

Vision 2015Looking Within-Reaching Beyond

Saint Anselm College will be renowned for its ability to provide a liberal arts education and professional preparation for a changing world. Grounded in both the Catholic intellectual tradition and our Benedictine identity, we are dedicated to educational excellence within and beyond the classroom through innovative learning opportunities, partnerships, and engagement with the community.

Building on our distinguished educational heritage, our graduates will be ethical leaders and informed citizens who contribute to a more just community and world.

5

Shifting the Paradigm

• A New way of implementing a strategic plan to realize the vision for the College

• How we look at our work• Implementing a strategic plan is not “add-on”

work

Vision 2015Implementing The Strategic Plan

Prepare Strategic Plan 2015 (Looking Within – Reaching Beyond) ApprovedCommunicate – Plan developed for internal and external stakeholders

Launch Define and Plan ActionCreate Timelines for Roll-Out of Strategic ObjectivesAlign Resources with Priorities

Execute Manage ImplementationComprehensive Campaign Aligned with Strategic PlanSustain Momentum

Evaluate Assess and Update

Plan Priorities: Criteria

1. Niche Factor: What will strengthen our core product -our student graduates?

2. Niche Factor: What will strengthen student desirability to come to Saint Anselm? (enrollment/marketing)

3. What is the return on investment?a. short-term

b. Long-term

c. Revenue generation

4. What will be visible and have an impact? (quick win)

Results of Initial Prioritization

• #1: Revised Curriculum• #17: Marketing for Enrollment• #19: Integrated Marketing• #21: Comprehensive Campaign• #15: Cooperative agreements & additional

grants

Plan Priorities

• Current Strategic Objectives underway: experiential learning; inclusiveness; NHIOP sustainability; new majors; assessment; athletics

• STAGE 1: Development of plans• Sequencing of Strategic Objectives• STAGE II: Resourcing the plans

Alignment of Processes and Human Resources

• Performance Appraisal• Training and Development• Departmental Annual Plans• LEAN – Building Organizational Capacity

Alignment of Financial Resources

• Re-prioritization (efficiencies to re-invest)• Capital and Interim Campaign Fundraising• Targeted spending from surplus• Foundations/Grants (external sources)• New revenue streams (new programs;

cooperative agreements; expanded use of campus)

Vision 2015 Initial PrioritiesHigh Impact Re-Alignment Renewal

• new • cross functional efforts

• making adjustments to the way you do your work• refocusing your output

• re-thinking an entire process or approach

• Plans launch in 2010 – 2011

• On-going now • preparing plans for launch in 2012 - 2013

#1: Revised Curriculum#17: Marketing for Enrollment#19: Integrated Marketing#21: Comprehensive Campaign#15: Cooperative agreements & additional grants

Vision 2015 Implementation Flow of AccountabilityBoard of Trustees

President

EVP

SLTVP

TT Leaders

Tactical Teams

S.P. Implementatio

n Steering Committee

The role of the Vice President inImplementing Vision 2015

The role of the VP will be oversight of the implementation of the plan

• Guide the prioritization of workflow• Re-allocate resources according to priorities• Communicate, communicate, communicate!• Hold tactical teams accountable • Provide direction and coaching

Strategic Planning Implementation Steering Committee’s Functions

The purpose of the Strategic Plan Implementation Steering Committee is to provide high-level coordination of the specific operational plans for the strategic objectives of the plan.

The Steering Committee ensures that alignment occurs across the various areas of the College responsible for executing the strategic objectives and provides recommendations to the Senior Leadership Team. Membership on the Committee is representative of broad areas of the college.

The Strategic Plan Implementation Steering Committee reports directly to the Executive Vice President.

Strategic Planning Implementation Steering Committee’s Functions

Specific Functions of the Committee:• Coordinate the specific operational plans for the strategic objectives and facilitate

regular communication with individuals with lead accountability for objectives.

• Develop an implementation tracking system for the strategic objectives, goals/outcomes, and metrics/indicators.

• Establish a regular system of monitoring the plan with reports of progress annually/biannually on achievement of the plan. Establish and provide a “Report Card” of strategic plan on an annual basis.

• Assess ongoing relevance of strategic initiatives based on new environmental factors and make recommendations for re-calibration as warranted to the Senior Leadership Team.

• Develop a communications plan for the ongoing results and progress of the strategic plan, including recommendations for recognizing and celebrating success of the achievements of the strategic plan progress.

Tactical Team Leaders Functions

The purpose of the Tactical Team Leaders is to provide leadership in the identification, development and deployment of implementation plans and tactics to insure the strategic objectives of Vision 2015 are realized.

The Tactical Team Leaders ensure that plans are fully developed, resources are identified and tracking methods are employed to monitor the progress of their plans. Invitations to be part of this group are based on respective areas of accountability within the college and specialized areas of expertise.

The Tactical Team Leaders report directly to the Vice President responsible for the respective strategic objective.

Tactical Team Leaders FunctionsSpecific Functions of the Tactical Team Leaders

• Develop an implementation plan, with accompanying tactics, designed to efficiently realize their respective objective.

• Review and recommend metrics indicating achievement of the objective.

• Use identified implementation tracking methodology for the implementation plan

• Identify and develop a team to work on achievement of the objective

• Develop a formal project plan for review by their respective VP and the SLT

• Provide timely progress reports to their respective VPs and the Steering

Committee

Vision 2015Engaging and Supporting College-Wide Involvement

• What does involvement and support look like? • What does resistance look like?

Engaging Support and Involvement

Supportive / Involved

• Transparency• Involvement of new people• Fewer silos• People using common

language• Conversation and “buzz”

about the plan• VP’s hold staffs accountable

for their part of the plan

Non-Support

• “the money excuse” • Negative chatter• “we’ve tried this before”• Lots of excuses – no

solutions• People not showing up for

meetings or not prepared

Engaging Support and Involvement

• What are some ways to build support and involvement for our plans?

Outcomes & Measures

Measurement - the act or process of ascertaining the extent, dimensions, or quantity of something Rating Count / percents Yes / No Normative – meet the

criteria for …

Outcome – What you are trying to achieve, the place on the scale you are targeting

To be in the top 10% of liberal arts college in New England as rated by U.S. News and World Report

To be the first choice school for 75% of students enrolling as indicated on their ___ questionnaire.

Outcomes & MeasureObjective: 70% residential campus with increases on two campuses

Outcome / Measure: Increase bed capacity on campus by 750

Measurement - the act or process of ascertaining the extent, dimensions, or quantity of something Rating Count Yes / No Normative – meet criteria for ….

Outcome – What you are trying to accomplish, the place on the scale you are targeting Percentile Defined criteria

To be in the top 10% of liberal arts college in New England as rated by U.S. News and World Report

To be the first choice school for 75% of students enrolling as indicated on their ___ questionnaire.

Outcome / Measures

What are you trying to achieve?

What outcomes will fully reflect achieving this objective?

How will you measure your achievement?

Will independent parties agree on the level of achievement?

Review of proposed metricsStrategic Objectives

13. Strengthen and better utilize the expertise of the college’s alumni from the broadest possible range of professions to expand internship and career possibilities for current students and recent graduates and mentoring opportunities in and out of the classroom.

Proposed Metrics / Outcomes• 10 new internship

opportunities supported by alumni by AY12

• 10 new job opportunities available for graduating seniors via alumni connections by AY12.

• Increase of 5 alumni classroom speakers per year beginning AY12.

• Alumni mentor program established by AY13

Review of proposed metricsStrategic Objectives

21. Strengthen long-term financial capacity through a comprehensive campaign and expanded fundraising, strategic investment and redeployment of existing funds, and the identification of new revenue sources.

Proposed Metrics / Outcomes• Capital Campaign of $75 -

$100 million.• Endowment increases to $110

million• Annual Fund increase to $2.5

million by FY 13. • Surplus of 2-4 % of annual

operating budget.• $250,000 of operating budget

covered by new revenue streams by 2014.

Review of proposed metricsStrategic Objectives

23. Reduce the environmental impact of the campus by implementing green initiatives throughout campus and incorporating sustainable design principles in all facility and building projects.

Proposed Metrics / Outcomes• All new building design, renovation,

and improvements follow LEED guidelines

• Campus-wide recycling program established by 2012-13.

• 100% campus recycling of paper, bottles, and cans by 2012.

• 100% recycling in dorms by 2013 • Implement energy conservation

program, achieve reduction of 3 % in fossil fuel and electrical usage by FY14.

Review of Current Metrics

• Is the outcome sought clear?• Is the measure to be used specified?• Is the target on the metric specific?• Is there a clear timeframe?

Project Management Tools

Recommended Tools• Strategic Objective Worksheet• Project Plans - Gantt Charts• Fishbone Technique• Dashboards• Shared drives - CIS

Recommended Tools - Strategic Objective Worksheet

Strategic Objective Worksheet

Strategic Objective:

Primary Accountability: Secondary Accountability:

General Approach:

Resources• • •

Input• • •

Constituents Key Steps / Milestones Sequential Dependencies

Coordinating the ImplementationRecommended Tools - Gantt Charts

Planning and Scheduling Complex ProjectsGantt Charts are useful tools for analyzing and planning more complex

projects. They:• Help you to plan out the tasks that need to be completed • Give you a basis for scheduling when these tasks will be carried out • Allow you to plan the allocation of resources needed to complete

the project, and • Help you to work out the critical path for a project where you must

complete it by a particular date. • When a project is under way, Gantt Charts help you to monitor

whether the project is on schedule. If it is not, it allows you to pinpoint the remedial action necessary to put it back on schedule.

Fishbone graphic organizer• Break desired outcome into key elements

or steps• Subdivide key steps into detailed actions• Can show interrelation of one set of actions

to another

Coordinating the ImplementationRecommended Tools - Dashboards

Coordinating the ImplementationRecommended Tools - Shared Drives - CIS

• Shared Drive – “R” drive (Strategic Planning)– Gantt Charts– Meeting agendas and minutes– Progress reports– Communications

• CIS – All administrative and academic data– Most but not all information for goal attainment

• Office of Institutional Research– External data and benchmarks– Internal surveys

Vision 2015 ImplementationNext Steps

• • •