This document provides an overview of a Balanced Scorecard presentation. It includes an agenda that covers defining and framing the Balanced Scorecard, aligning it with Lean principles, establishing roadmaps, metrics, status reporting, and scoring. Examples are provided of Balanced Scorecards for higher education strategic plans. The presentation aims to help organizations successfully implement Balanced Scorecards.
A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor.
Terms are defined in English and if Japanese, Romaji and Kanji are also included.
Multiple studies have shown that there is a vast gap between corporate ambitions and
their ability to realize them. As much as 90% of all companies fail to achieve their strategic
goals, even though they have often developed detailed strategic plans with much higher
targets, than they realize. Why does this vast and persistent gap occur, and how can
companies avoid succumbing to the challenge and damaging the chance of realizing their
ambitions? That is the focal point of this thesis.
There are many causes of the gap between strategy formulation and strategy execution.
This thesis proposes two key sources; the architecture of the strategy execution process,
and a range of execution syndromes or lock-in effects, which are often the results of a
combination between the organizational configuration and management malfunction.
The architecture of the strategy execution process is often a rather neglected and ignored
part of the strategy process. The strategy typically goes right from formulation to
implementation, without truly considering the structure of the process. The two most
important elements of the strategy execution process architecture are; translation of the
strategy into manageable actions and steps and continuous adaptation of the strategy to
the corporate context.
The other main sources of strategy execution collapse – the execution syndromes - are
often difficult to detect, since they only slowly become an inherent part of the
organizational culture and composition. Like diseases, they slowly consume almost any
chance of successful strategy execution, leaving the organization paralyzed and unable to
leverage more than only incremental results. The execution syndromes covered in this
thesis are: The Resistance Syndrome, Motivation Syndrome, Development Hell
Syndrome, Groupthink Syndrome and the Underperformance Syndrome.
Organizations need three things to successfully bridge the gap between strategy
formulation and strategy execution: A structure for the strategy execution process, a
constant focus on avoiding the lock-in effects that damage strategy execution and a
method to institutionalize the strategy execution process.
A description of the current Quality Management program at the City of West Des Moines. Presented to the City's Leadership Development class April 2006.
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor.
Terms are defined in English and if Japanese, Romaji and Kanji are also included.
Multiple studies have shown that there is a vast gap between corporate ambitions and
their ability to realize them. As much as 90% of all companies fail to achieve their strategic
goals, even though they have often developed detailed strategic plans with much higher
targets, than they realize. Why does this vast and persistent gap occur, and how can
companies avoid succumbing to the challenge and damaging the chance of realizing their
ambitions? That is the focal point of this thesis.
There are many causes of the gap between strategy formulation and strategy execution.
This thesis proposes two key sources; the architecture of the strategy execution process,
and a range of execution syndromes or lock-in effects, which are often the results of a
combination between the organizational configuration and management malfunction.
The architecture of the strategy execution process is often a rather neglected and ignored
part of the strategy process. The strategy typically goes right from formulation to
implementation, without truly considering the structure of the process. The two most
important elements of the strategy execution process architecture are; translation of the
strategy into manageable actions and steps and continuous adaptation of the strategy to
the corporate context.
The other main sources of strategy execution collapse – the execution syndromes - are
often difficult to detect, since they only slowly become an inherent part of the
organizational culture and composition. Like diseases, they slowly consume almost any
chance of successful strategy execution, leaving the organization paralyzed and unable to
leverage more than only incremental results. The execution syndromes covered in this
thesis are: The Resistance Syndrome, Motivation Syndrome, Development Hell
Syndrome, Groupthink Syndrome and the Underperformance Syndrome.
Organizations need three things to successfully bridge the gap between strategy
formulation and strategy execution: A structure for the strategy execution process, a
constant focus on avoiding the lock-in effects that damage strategy execution and a
method to institutionalize the strategy execution process.
A description of the current Quality Management program at the City of West Des Moines. Presented to the City's Leadership Development class April 2006.
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
Integrating Digital Marketing AnalyticsDaniel Shea
Digital analytics is complicated! Advanced analytics (data science & predictive modeling) are needed to extract the most knowledge. But how? Here is a framework and some tips from my experience peeking through the curtain.
EDW Webinar: Managing Change for Successful Data GovernanceDATAVERSITY
Having trouble making your information management (IM)/data governance (DG) changes stick? How many times have you gone through this process?
Successful data governance means changes to your information management culture. Changing that culture means that you are asking people to think and behave differently about how data is created, accessed and used. If the results are to be sustainable, successful IM/DG change requires an organized and systematic way to manage those changes.
In preparation for their EDW15 tutorial, Kelle O’Neal and Pam Thomas will discuss the most significant obstacles to successful IM/DG change, and the key factors to working through those obstacles to achieve business benefit.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
Organizational Behavior And Employee Relationship Management PowerPoint Prese...SlideTeam
This Organizational management PowerPoint presentation will be useful for the managers in bringing together people on a common platform to make them work towards a common predefined objective. This ppt presentation helpful for managers to perform optimal resource usage by careful workforce preparation and monitoring. This presentation covers an effective communication plan that includes reasons for communication, activity, channels, timing, audience, and responsible person and is useful in Determining organizational structure and design. It also includes strategies that involve employee training, promotional activities, and operations efficiency. This PowerPoint presentation focuses on the current situation of the company including problem areas and Company Performance Indicators. It also covers Organization Readiness assessment for Development, management by objectives including present level and target level task responsibility, monitoring and tracking improvements, Organizational Development Action Plan, process, and framework. In this PPT presentation, we have listed some of the management styles with its features impact on the organization and success rate, Management Styles Selection Matrix, and employees skills enhancing training program. It also covers the leadership goals and control along with criteria and responsible persons who will keep a check on all the activities and organizations cultural improvement plan for the employees such as supportive management, growth opportunity, and trust in leadership. This presentation covers the common threats faced by the organization such as data misused, insider threats, strict compliance regulations, third party threats, and cyber threats. Here we have listed some of the organization ethics and policies that are to be followed by the employees through which internal threats to the company can be prevented. It also includes the responsibilities of key team members involved in the organization management process. This PowerPoint presentation focuses on Role of HR Consulting in Redesigning Organizational Structure, new circular organizational structure design for the company, new hierarchical org structure for the company, organizations workflow stream such as engaging stakeholders, developing new strategy and plans, transition and continues improvement and Employee Engagement activities in the Organization. This PPT presentation covers the factors influencing organizational culture and behavior. Every company has different factors some examples are mentioned below for software and technology companies and manufacturing organizations and the impact after implementing organization management such as improved customer satisfaction, profitable business results, and improvement of company financial performance. https://bit.ly/3e6SajY
When it comes to making even simplest of decisions regarding project selection, the number of factors to be taken into account can exceed our cognitive capacities. If you add number of stakeholders to be involved, consulted & informed , with their own interest & motivations , project selection becomes a hot bed of interpersonal & organisation complexity.
RVCE Prioritization Matrix is best used when an organization needs to prioritise important project and decide which ones it wants to focus on to achieve their strategic and operational goals. Leaders need to use RVCE matrix as a guideline for direction rather then definitive answer.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
In today's volatile environment, with an increasingly rapid pace of change, organizations that successfully manage strategic initiatives manage to save more money and be ready to take advantage of their competitors.
FCB Partners Webinar: Too Many MeasuresFCBPartners
When you're inundated with data, it's tough to isolate the right measures for your process scorecard. Here's a tip: Work top-down from strategy and outside-in from customer needs.
Join FCB Partners' Managing Director, Steve Stanton as he leads a roundtable discussion on the difficulties of managing metrics.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
Integrating Digital Marketing AnalyticsDaniel Shea
Digital analytics is complicated! Advanced analytics (data science & predictive modeling) are needed to extract the most knowledge. But how? Here is a framework and some tips from my experience peeking through the curtain.
EDW Webinar: Managing Change for Successful Data GovernanceDATAVERSITY
Having trouble making your information management (IM)/data governance (DG) changes stick? How many times have you gone through this process?
Successful data governance means changes to your information management culture. Changing that culture means that you are asking people to think and behave differently about how data is created, accessed and used. If the results are to be sustainable, successful IM/DG change requires an organized and systematic way to manage those changes.
In preparation for their EDW15 tutorial, Kelle O’Neal and Pam Thomas will discuss the most significant obstacles to successful IM/DG change, and the key factors to working through those obstacles to achieve business benefit.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
Organizational Behavior And Employee Relationship Management PowerPoint Prese...SlideTeam
This Organizational management PowerPoint presentation will be useful for the managers in bringing together people on a common platform to make them work towards a common predefined objective. This ppt presentation helpful for managers to perform optimal resource usage by careful workforce preparation and monitoring. This presentation covers an effective communication plan that includes reasons for communication, activity, channels, timing, audience, and responsible person and is useful in Determining organizational structure and design. It also includes strategies that involve employee training, promotional activities, and operations efficiency. This PowerPoint presentation focuses on the current situation of the company including problem areas and Company Performance Indicators. It also covers Organization Readiness assessment for Development, management by objectives including present level and target level task responsibility, monitoring and tracking improvements, Organizational Development Action Plan, process, and framework. In this PPT presentation, we have listed some of the management styles with its features impact on the organization and success rate, Management Styles Selection Matrix, and employees skills enhancing training program. It also covers the leadership goals and control along with criteria and responsible persons who will keep a check on all the activities and organizations cultural improvement plan for the employees such as supportive management, growth opportunity, and trust in leadership. This presentation covers the common threats faced by the organization such as data misused, insider threats, strict compliance regulations, third party threats, and cyber threats. Here we have listed some of the organization ethics and policies that are to be followed by the employees through which internal threats to the company can be prevented. It also includes the responsibilities of key team members involved in the organization management process. This PowerPoint presentation focuses on Role of HR Consulting in Redesigning Organizational Structure, new circular organizational structure design for the company, new hierarchical org structure for the company, organizations workflow stream such as engaging stakeholders, developing new strategy and plans, transition and continues improvement and Employee Engagement activities in the Organization. This PPT presentation covers the factors influencing organizational culture and behavior. Every company has different factors some examples are mentioned below for software and technology companies and manufacturing organizations and the impact after implementing organization management such as improved customer satisfaction, profitable business results, and improvement of company financial performance. https://bit.ly/3e6SajY
When it comes to making even simplest of decisions regarding project selection, the number of factors to be taken into account can exceed our cognitive capacities. If you add number of stakeholders to be involved, consulted & informed , with their own interest & motivations , project selection becomes a hot bed of interpersonal & organisation complexity.
RVCE Prioritization Matrix is best used when an organization needs to prioritise important project and decide which ones it wants to focus on to achieve their strategic and operational goals. Leaders need to use RVCE matrix as a guideline for direction rather then definitive answer.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
In today's volatile environment, with an increasingly rapid pace of change, organizations that successfully manage strategic initiatives manage to save more money and be ready to take advantage of their competitors.
FCB Partners Webinar: Too Many MeasuresFCBPartners
When you're inundated with data, it's tough to isolate the right measures for your process scorecard. Here's a tip: Work top-down from strategy and outside-in from customer needs.
Join FCB Partners' Managing Director, Steve Stanton as he leads a roundtable discussion on the difficulties of managing metrics.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
Introduction to Balanced Scorecard - Large Group OrientationGlen Alleman
- Understand the motivation for Balanced Scorecard.
- Recognize the core elements of a Balanced Scorecard Strategy Map.
- Identify Mission and Vision for the BCPS IT Department in Balanced Scorecard term
“All organisations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.”
Tom Northup
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
2. 2
Agenda
Introduction
Definition, Framework, Examples
Alignment with Lean
Roadmap
Strategy, Initiatives and Goals
Establishing Metrics and Schedules
RYG Status and Criteria
Case Study
Scoring, Weighing, Prioritizing
Keys to Success and Next Steps
Summary
Q & A
9. Five year strategic plan
Three goals
20 initiatives
Overall score
Initiative score
Answers at a glance:
How are we doing?
Where do we need to
focus going forward?
9
# Strategy / Initiative / Project CELT Owner Functional Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
1.1 Implement a systematic process to assess and improve academic
student learning outcomes
Wells
Campus
Presidents
Karen Kusler
G Y Y
1.2 Develop an academic master plan Wells
Campus
Presidents
Margarent Lutton
G G G
1.3 Review and improve current student services processes Gates Black
Campus
Presidents
Kim Beatty
G G G
1.4 Assess and improve student engagement Gates Black
Campus
Presidents
Kim Beatty
G G G
1.5 Strengthen and standardize the developmental education
program
Wells
Campus
Presidents
Rick Garcia
G G G
2.1 Expand College Access to each high school in Tarrant County Gates Black
Campus
Presidents
Kim Beatty
Noemi Vela G G G
2.2 Expand access to education and training through alternative
learning opportunities
Wells
Campus
Presidents
Troy Vaughn
G G G
2.3 Increase funding for financial assistance for all students McIntosh
Johnson Hadley
Joe McIntosh
Y G Y
2.4 Research textbook actual costs and investigate options to reduce
costs
McClendon
Campus
Presidents
Robin Birt
G G G
2.5 Assess our current status of diversity and develop a qualitative
diversity plan
Robinson
Campus
Presidents
Shani Moore
G R R
2.6 Assess our current status of diversity and develop a quantitative
diversity plan
Robinson
Campus
Presidents
Shani Moore
R R R
3.1 Update and execute the technology plan based on the district
strategic plan
Marshall
Campus
Presidents
Tim Marshall
G G G
3.2 Develop and implement a strategic real estate and facilities
master plan
Petty
Campus
Presidents
Margarent Lutton
G G G
3.3 Develop and implement a process improvement program across
the organization
Gates
Campus
Presidents
Mike Eke
G Y Y
3.4 Develop a comprehensive professional development program for
all employees
Robinson
Campus
Presidents
Ricardo Coronado
Theresa Mouchayleh G G G
3.5 Revise and execute a comprehensive marketing plan Gates
Campus
Presidents
TBD
TBD R R
3.6 Update the systematic process used to assess and improve
administrative and educational support services units and
implement revisions
Johnson Hadley
Campus
Presidents
David Wells
Angela Robinson
Joy Gates Black
Reginald Gates
Nina Petty
G G G
3.7 Develop increased opportunities for collaboration and service to
the community
Gates
Campus
Presidents
Cacy Curtis
G G G
3.8 Enhance employee engagement and satisfaction Robinson
Campus
Presidents
Ricardo Coronado
G G G
3.9 Develop and implement an emergency management plan Robinson
Campus
Presidents
Robie Robinson
Shaun Williams G G G
OVERALL
SCORE:
VISION 2015
STATUS REPORT
November 2012
YOVERALL STATUS:
81
Example: Higher Education
(Strategic Plan)
10. 10
1. Correctly define value from the Customer’s
standpoint
2. Eliminate the waste in the value streams from
concept through delivery
3. Make the remaining steps flow
4. Let the customer pull just the value needed
5. Pursue perfection until every step adds value
1. Error Proofing (Poka‐yoke)
2. Visual Workplace
How does this align with Lean?
11. Transparency of critical information
What do I need to know to do my job better?
What do I need to share with others so they can do their job better?
The current status and performance of the organization, departments
and processes is immediately apparent to everyone
Visual Workplace is a term to describe how data and
information should be conveyed in a Lean organization
Use visual methods to convey information so it is easily
accessible to those who need it
Visual Workplace = Transparency
11
12. 12
Visual Workplace = where it is
obvious to everyone…
What’s most important to the organization
Our strategy / strategic plan
Top 3‐5 programs, initiatives, goals and objectives
Top 3‐5 Metrics / KPIs (Key Performance Indicators)
What we should be working on first (prioritization)
How the organization is performing
Top 3‐5 Metrics / KPIs: actuals vs. goals
Status / progress of our top 3‐5 programs and initiatives
How we should be working
Standard work
13. 13
Strategic Plan
Pick your framework areas and weights
Financial: 20%
Customer: 35%
Efficiency: 35%
Capacity: 10%
Organizational Goals within each area
Initiatives/projects to achieve the Goals
KPIs/Metrics for each initiative/project
Sample Roadmap
Student Success: 40%
Strategic Plan: 20%
Efficiency: 20%
Financial Stability: 20%
14. Example: Roadmap Path
14
Student Success Strategic Plan
Goal 1
Support student learning and success
Goal 2
Ensure affordability, accessibility and
diversity
Goal 3
Promote institutional effectiveness
3.3 Develop and implement a process improvement program across the organization
Metric 1
Train 80%+ of employees by 8/31/14
Metric 2
Project success
Metric 3
Instructor ratings of 3.0+
Class recommendation rating of 3.0+
15. 15
Establishing Metrics
Source
VOC? (Voice of Customer)
Executive/Leadership
Quantity
Too many?
Prioritized
SMART
Specific, Measurable, Attainable, Relevant, Timely
Data Type
Attribute vs. variable (variable preferred)
16. 16
Significance of Targets
Beyond common cause variation?
Trends over time (frequency of measurement)
Visual
Where are they?
Can everyone see them?
Can they be understood quickly?
~10 seconds per chart
Data tables vs. charts/graphs
Establishing Metrics
17. 17
Performance Trends
Performance to goal variance
Trends over time – how are we doing?
RYG
How far do we have to go ‐ will we make it?
Predictive metrics
Qty. or number vs. % achieved over time
Overall performance ‐ Balanced Scorecard / Dashboard
Any anomalies or trends? (control chart)
What is causing it? Process? People? Systems?
Establishing Metrics
18. 18
What is the call to action?
Based on RYG?
Other Signal/triggers/thresholds?
Follow up plan
Reporting
How accurate is the measurement?
Supported with data / evidence
Establishing Metrics
21. Project Health - RYG Criteria
21
HEALTH QUALITATIVE
DESCRIPTION
QUANTITATIVE
DESCRIPTION
ACTION REQUIRED
R
Currently late OR below
defined objectives with
NO plan to recover to
meet defined final
schedule OR objectives
Greater than 10% behind
original schedule OR
below original objectives
Management
intervention
Y
Currently late OR below
defined objectives but
HAVE a plan to recover to
meet defined final
schedule OR objectives
More than 0% but less
than or equal to 10%
behind original schedule
OR below original
objectives
Management awareness
and support
G
Currently on time AND
meeting defined
objectives and WILL meet
defined final schedule
AND objectives
Less than or equal to 0%
behind original schedule
OR below original
objectives
None
22. Launched Nov 2012
Equal weighting of all
20 initiatives (5% each)
19/20 initiatives
scored
Overall RYG status and
score
Updated biannually
22
# Strategy / Initiative / Project CELT Owner Functional Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
1.1 Implement a systematic process to assess and improve academic
student learning outcomes
Wells
Campus
Presidents
Karen Kusler
G Y Y
1.2 Develop an academic master plan Wells
Campus
Presidents
Margarent Lutton
G G G
1.3 Review and improve current student services processes Gates Black
Campus
Presidents
Kim Beatty
G G G
1.4 Assess and improve student engagement Gates Black
Campus
Presidents
Kim Beatty
G G G
1.5 Strengthen and standardize the developmental education
program
Wells
Campus
Presidents
Rick Garcia
G G G
2.1 Expand College Access to each high school in Tarrant County Gates Black
Campus
Presidents
Kim Beatty
Noemi Vela G G G
2.2 Expand access to education and training through alternative
learning opportunities
Wells
Campus
Presidents
Troy Vaughn
G G G
2.3 Increase funding for financial assistance for all students McIntosh
Johnson Hadley
Joe McIntosh
Y G Y
2.4 Research textbook actual costs and investigate options to reduce
costs
McClendon
Campus
Presidents
Robin Birt
G G G
2.5 Assess our current status of diversity and develop a qualitative
diversity plan
Robinson
Campus
Presidents
Shani Moore
G R R
2.6 Assess our current status of diversity and develop a quantitative
diversity plan
Robinson
Campus
Presidents
Shani Moore
R R R
3.1 Update and execute the technology plan based on the district
strategic plan
Marshall
Campus
Presidents
Tim Marshall
G G G
3.2 Develop and implement a strategic real estate and facilities
master plan
Petty
Campus
Presidents
Margarent Lutton
G G G
3.3 Develop and implement a process improvement program across
the organization
Gates
Campus
Presidents
Mike Eke
G Y Y
3.4 Develop a comprehensive professional development program for
all employees
Robinson
Campus
Presidents
Ricardo Coronado
Theresa Mouchayleh G G G
3.5 Revise and execute a comprehensive marketing plan Gates
Campus
Presidents
TBD
TBD R R
3.6 Update the systematic process used to assess and improve
administrative and educational support services units and
implement revisions
Johnson Hadley
Campus
Presidents
David Wells
Angela Robinson
Joy Gates Black
Reginald Gates
Nina Petty
G G G
3.7 Develop increased opportunities for collaboration and service to
the community
Gates
Campus
Presidents
Cacy Curtis
G G G
3.8 Enhance employee engagement and satisfaction Robinson
Campus
Presidents
Ricardo Coronado
G G G
3.9 Develop and implement an emergency management plan Robinson
Campus
Presidents
Robie Robinson
Shaun Williams G G G
OVERALL
SCORE:
VISION 2015
STATUS REPORT
November 2012
YOVERALL STATUS:
81
Case Study: Strategy Scorecard
23. Case Study: Initiative Drill Down
Strategic Plan
Goal 2
Support student learning and
success
Ensure affordability, accessibility and
diversity reflective of the community
Promote institutional effectiveness
Goal 1 Goal 3
1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 2.6 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9
23
One initiative may have multiple projects…
OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS
Goal#.Strategy#
Priority
Parent Strategy /
Initiative / Project
Child Supporting
Project(s)
CELT Owner Functional
Owner(s)
Metrics (Measures of
success)
Unit of
Measure
(Qty, %,
Days
etc…)
+ Increase or
‐ Decrease
Baseline Project
Goal
Progress:
Latest
Actual
Project
Goal:
Latest
Estimate
or Final
Actual
Objectiv
e Status
(RYG)
Plan Start
Date
Plan
Compl.
Date
Actual
Start
Date
Actual
or Latest
Est.
Compl.
Date
Schedule
Status
(RYG)
Overall
Status
(RYG)
Comments / Update
1.1a 17 Implement a
systematic process
to manage
assessment of
academic student
learning outcomes
Marshall
Campus
Presidents
Karen Kusler
Academic programs with
SACS compliant
assessment plans
% + 28% 100% 100% 100%
G
Apr‐10 Oct‐13 Nov‐11 Oct‐13
G G
11/6/13: All award granting
programs' plans completed and
received
1.1b 16 Use assessment
results to improve
academic student
learning outcomes
Wells
Campus
Presidents
Karen Kusler
Academic programs using
assessment data to
improve student learning
outcomes
% + 70% 100% 70% 100%
G
Jan‐13 May‐14 Jan‐13 May‐14
G G
11/6/13: Award granting programs
started using assessment data to
make improvements in Jan 2013
Bold Italic = revised in Annual Strategic Plan 6/4/13
H = For Historical record only
…with multiple objectives and schedules
24. Case Study: Scoring and Weighing
24
All supporting projects’ statuses roll up to their top level initiative status
OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS
Goal#.Strategy#
Priority
Parent Strategy /
Initiative / Project
Child Supporting
Project(s)
CELT Owner Functional
Owner(s)
Metrics (Measures of
success)
Unit of
Measure
(Qty, %,
Days
etc…)
+ Increase or
‐ Decrease
Baseline Project
Goal
Progress:
Latest
Actual
Project
Goal:
Latest
Estimate
or Final
Actual
Objectiv
e Status
(RYG)
Plan Start
Date
Plan
Compl.
Date
Actual
Start
Date
Actual
or Latest
Est.
Compl.
Date
Schedule
Status
(RYG)
Overall
Status
(RYG)
2.2 12 Expand access to
education and
training through
alternative learning
opportunities
Wells
Campus
Presidents
Troy Vaughn Increase in Contact Hours ‐
Corporate Services
(FY12‐13)
Qty + 138,630 140,016 138,630 137,605
Y
Sep‐12 Aug‐13 Sep‐12 Aug‐13
G Y
2.2 12 Expand access to
education and
training through
alternative learning
opportunities
Wells
Campus
Presidents
Troy Vaughn Increase in Contact Hours ‐
Corporate Services
(FY13‐14)
Qty + 137,605 138,981 48,826 138,981
G
Sep‐13 Aug‐14 Sep‐13 Aug‐14
G G
Bold Italic = revised in Annual Strategic Plan 6/4/13
H = For Historical record only
# Priority Strategy / Initiative / Project CELT Owner
Functional
Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
2.2 12 Expand access to education and training through
alternative learning opportunities
Wells
Campus
Presidents
Troy Vaughn Kelly
Willing Y G Y
Each initiative is scored
based on overall status:
Red = 30
Yellow = 75
Green = 100
# Strategy / Initiative / Project CELT Owner Functional Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
1.1 Implement a systematic process to assess and improve academic
student learning outcomes
Wells
Campus
Presidents
Karen Kusler
G Y Y
1.2 Develop an academic master plan Wells
Campus
Presidents
Margarent Lutton
G G G
OVERALL
SCORE:
VISION 2015
STATUS REPORT
November 2012
YOVERALL STATUS:
81
Sum of all weighted scores =
Overall Strategy Score
Score x %Weight =
Weighted Score
Overall RYG:
<60 = Red
60 – 89 = Yellow
90+ = Green
27. Priority
27
The power of Schedules, RYG and
Prioritization
Top
Bottom
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Project 7
Project 8
Project 9
Project 10
Project 11
Project 12
Project 13
Project 14
Project 15
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Capacity
Shift resources
Adjust schedule based on resource availability
What’s the problem here? How would you fix it?
28. Latest revision
Prioritized
Adjustments from
Annual Strategic
Plan
All initiatives scored
Case Study: Continuous
Improvement
28
# Priority Strategy / Initiative / Project CELT Owner
Functional
Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
2.1a 1 Increase college‐going culture Gates Black
Campus
Presidents
Kim Beatty
Noemi Vela
Carlos Morales
G G G
3.4a 2 Implement a comprehensive professional
development program for all employees
Robinson
CELT
Ricardo Coronado
Theresa
Mouchayleh
G R R
3.6 3 Update the systematic process used to assess and
improve administrative and educational support
services units and implement revisions
Johnson Hadley
Campus
Presidents
Nina Petty
Joy Gates Black
David Wells
Reginald Gates
G R R
2.5a 4 Continue to assess status of diversity and
implement diversity plan
Robinson
CELT
Shani Moore
G G G
3.9 5 Develop and implement an emergency management
plan
Robinson
Campus
Presidents
Shaun Williams
Robie Robinson R G R
2.3 6 Increase funding for financial assistance for all
students
McIntosh
Johnson Hadley
Joe McIntosh
G G G
3.1 7 Update and execute the technology plan based on
the district strategic plan
Marshall
Campus
Presidents
Richard Sullivan
Joseph Bosley
James August
David Mead
G R R
3.3 8 Develop and implement a process improvement
program across the organization
Gates
Campus
Presidents
Mike Eke
Y G Y
1.4a 9 Assess student engagement Gates Black
Campus
Presidents
Kim Beatty
James Ramirez
ATD Campus
Coordinators
G G G
3.8 10 Enhance employee engagement and satisfaction Robinson
Campus
Presidents
Ricardo Coronado
R G R
3.5b 11 Implement a comprehensive marketing plan Gates Suzanne Cottraux
G G G
2.2 12 Expand access to education and training through
alternative learning opportunities
Wells
Campus
Presidents
Troy Vaughn Kelly
Willing Y G Y
2.4a 13 Implement common and digital course materials McClendon
Campus
Presidents
Kathy Crusto‐Way
Christine Hubbard
Campus
Presidents
G G G
3.7 14 Develop increased opportunities for collaboration
and service to the community
Gates
Campus
Presidents
Reginald Gates
Suzanne Cottraux G G G
1.4b 15 Improve student engagement Gates Black
Campus
Presidents
Faculty and
Faculty Academy
Kim Beatty
James Ramirez
ATD Campus
Coordinators
G G G
1.1b 16 Use assessment results to improve academic
student learning outcomes
Wells
Campus
Presidents
Karen Kusler
G G G
1.1a 17 Implement a systematic process to manage
assessment of academic student learning
outcomes
Marshall
Campus
Presidents
Karen Kusler
G G G
1.5 18 Strengthen and standardize the developmental
education program
Wells
Campus
Presidents
Robin Birt Thomas
Awtry R R R
1.3 19 Review and improve current student services
processes
Gates Black
Campus
Presidents
Kim Beatty
G G G
1.2a 20 Implement Innovation Forum CELT Margarent Lutton
G G G
OVERALL
SCORE:
VISION 2015 STATUS REPORT AND SCORECARD
Updated: March 2014
Revised in Annual Strategic Plan 6/4/13
YOVERALL STATUS:77
Priority
Top
Bottom
29. Support from the top
RYG status drives a call to action by leadership
Shifting resources; support and/or intervention
Discipline by BSC owner
“Can you just make mine Green?”
Recording performance accurately
Objectives and schedule
Aligned to changes in strategic plan (e.g. annual)
Prioritization of initiatives
Broad communication
Case Study: Keys to Success
29
30. 30
Case Study: Next Steps
Student Success
Strategic Plan
Efficiency/Capacity
Financial
The Big Picture!