The Art and Science of Institutional Transformation
TJ Rains, PMP –VP for Information Services, CIO and Chief Transformati...
“Introduction
 Cardinal Stritch University
• Founded in 1937 by the Sisters of St. Francis of Assissi.
• Located in Milwa...
“Situational Analysis
 Institutional Complexity
 Non-Term Programming.
 Convoluted Business Processes and Practices.
 ...
“Need for Reengineering
 Due to the difficulties faced, Stitch had to proactively address
the situation through a coordin...
“Need for Reengineering
 Planned and began execution of a 2 year reengineering project aimed at
achieving the following k...
Framework for
Quality and Success
Vision and Plan
The Cardinal Stritch
University Vision and
Plan lays out strategic
goals...

Vision and Plan
The Cardinal Stritch University Vision
and Plan consists of Strategic Goals
and Initiatives that enable
...

Standards
Internal and external Standards are
defined and managed to ensure
department of education,
accreditor and lega...
Program
Review
The performance of Academic and
Service Areas are monitored and
validated through the
development and asse...
Project
Management
A standard methodology is
applied to all strategic initiatives
to ensure proper planning, vision
and p...
“Project and Performance Management
 Organizational Structure
 Project and Performance Management Office – 2 FTE
 Proje...
“Current Challenges and Lessons Learned
 Maintain Momentum in the Management of Defined Strategic Initiatives.
 LL1 – Id...
“Questions
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The Art and Science of Higher Education Institutional Transformation

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In early Spring 2013, the leadership at Cardinal Stritch University identified a need for a holistic organizational transformation to improve operational efficiencies in administrative and academic functions of the University. The primary goal of this critical reengineering effort is to improve resource allocation practices, business process efficiencies and overall financial performance, preparing Stritch for a much desired growth cycle. This presentation chronicles Cardinal Stritch University's journey thus far, focusing on the following key areas:

• Articulating a Clear Vision of the Future, Linked to Institutional Strategic Goals
• Establishing a Governance Model for Effective Oversight of Transformation/Reengineering Efforts
• Cutting Expenses and Establishing a Resource Allocation Strategy
• Identifying, Planning and Managing Key Strategic Initiatives to Drive Transformational Value
• Performance Management - Developing and Actively Monitoring Institutional/Strategic Initiative Key Performance Indicators

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Transcript of "The Art and Science of Higher Education Institutional Transformation"

  1. 1. The Art and Science of Institutional Transformation TJ Rains, PMP –VP for Information Services, CIO and Chief Transformation Officer
  2. 2. “Introduction  Cardinal Stritch University • Founded in 1937 by the Sisters of St. Francis of Assissi. • Located in Milwaukee, WI with Regional Sites throughout Wisconsin and Minnesota. • Catholic University rooted in the Franciscan Tradition. • Total enrollment of 4,600. • TJ Rains, PMP • Serve as Vice President for Information Services, CIO and Chief Transformation Officer. • Responsible for IT Functions, Data Quality & Institutional Research, Library & Learning Services and Project & Performance Management.
  3. 3. “Situational Analysis  Institutional Complexity  Non-Term Programming.  Convoluted Business Processes and Practices.  Highly Competitive Regional Higher Education Environment  Relevant Academic Programs.  Enrollment Realities.  Financial Realities.  Brand Confusion.  Strategic Planning and Resource Allocation  Alignment of Strategic Goals, Initiatives and Human/Financial Resources.
  4. 4. “Need for Reengineering  Due to the difficulties faced, Stitch had to proactively address the situation through a coordinated 8 month reengineering effort. This effort was led by the President’s Cabinet and Board of Trustees Reengineering Committee.
  5. 5. “Need for Reengineering  Planned and began execution of a 2 year reengineering project aimed at achieving the following key outcomes:  Develop and Implement a New Operational Model and Resource Allocation Strategy.  Reduce Operational and Capital Budget to Better Control Costs and Allocate Resources in Growth Activities/Initiatives.  Define, Plan and Manage Growth Oriented Strategic Initiatives.  Develop and Implement a Performance Management Model to Actively Monitor Enrollment, Retention, Financial and Strategic Initiative Progress.
  6. 6. Framework for Quality and Success Vision and Plan The Cardinal Stritch University Vision and Plan lays out strategic goals and initiatives to enable institutional growth and improvement. Program Review The performance of Academic and Service Areas are monitored and validated through the development and assessment of an annual Program Review. Standards Internal and external Standards are managed to ensure department of education, accreditor and legal compliance. Project Management A standard methodology is applied to all strategic initiatives to ensure proper planning, vision and plan alignment, progress monitoring and transparency. 
  7. 7.  Vision and Plan The Cardinal Stritch University Vision and Plan consists of Strategic Goals and Initiatives that enable institutional improvement and growth. Goal 1: By 2017, Stritch will deliver high-quality educational degrees and programs that are market leading, with flexible and adaptable learning systems, as measured by frequent feedback from multiple internal and external data sources. Goal 2: Increase fall enrollment by fall 2017. Goal 3: By 2017, Cardinal Stritch University will establish an institutional culture committed to applying best practices in the optimization of data and information, business models, strategic fundraising, and operational performance. Goal 4: By 2017, create dynamic student-centered facilities, programs and services at all University locations, with emphasis on the main campus, to ensure a vibrant student experience as measured by annual feedback from multiple internal and external data sources. Goal 5: By June 2013, establish and communicate a clear, concise brand message that distinguishes Stritch from its competitors and peer institutions. Market surveys will document results toward achieving desired brand recognition. Academic colleges and university departments will work in harmony to achieve our brand promise. Framework for Quality and Success
  8. 8.  Standards Internal and external Standards are defined and managed to ensure department of education, accreditor and legal compliance. Document and monitor internal and external standards to ensure institutional compliance. Tie strategic initiatives and program reviews to internal and external standards to ensure alignment. Build a culture of continuous improvement that is based upon collaboratively developed and managed standards. Framework for Quality and Success
  9. 9. Program Review The performance of Academic and Service Areas are monitored and validated through the development and assessment of an annual Program Review. Implement a common program review process for academic and service areas to monitor performance and plan for continuous improvement. Utilize a common template, timeline and assessment process for validation of quality. Results of the program review will be utilized to support vision and plan modifications . Framework for Quality and Success
  10. 10. Project Management A standard methodology is applied to all strategic initiatives to ensure proper planning, vision and plan alignment, progress monitoring and transparency. Utilize a common project management methodology for all strategic initiatives. Plan the Work, Work the Plan. Provide transparent access to strategic initiative project information – project plans, and progress updates. Framework for Quality and Success
  11. 11. “Project and Performance Management  Organizational Structure  Project and Performance Management Office – 2 FTE  Project Management Methodology  Adapted the OIS PMM for Institutional Adoption.  Identified and Trained Strategic Initiative Project Managers.  PMM and Team Dynamix  Bi-Weekly Status Update Requirement  Approach to Performance Management  University Wide Dashboard Development and Maintenance.  Enrollment and Retention (Monthly Targets and Actuals)  Financials (Monthly Targets and Actuals)  Strategic Initiative Project Updates
  12. 12. “Current Challenges and Lessons Learned  Maintain Momentum in the Management of Defined Strategic Initiatives.  LL1 – Identify motivators and apply them to ensure project teams work at peak performance. Balance workload between operational and project availability.  Resource Over-Allocation via Multiple-Project Assignments.  LL2 – Safeguard against team burn out by fully understanding and planning around availability, skills and abilities of functional and technical staff.  LL3 - Reengineering/Transformation Programs Involve Multiple Interrelated Projects that Must be well Aligned and Sequenced to Improve Likelihood of Successful Completion.  Leadership and Communication  LL4 – Rely on Industry Experts and Board Resources to Vet and Validate Reengineering Plans. Establish a Formal Board Committee to Support the Transformation Effort.  LL5 – Openly communicate on performance with the University Community to build transformational buy in.
  13. 13. “Questions
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