Making a Difference: From Strategic Plan to Business Plan

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Making a Difference From Strategic Plan to
Business Plan

• Presenters Susan Bailey and Chris Palazzolo
• Additional Contributors Eric Bymaster and
  Charles Forrest
• 2008 Library Assessment Conference
• Seattle, WA
• August 6, 2008

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What the POP represents

• Performance reporting to Unit Action Plan
• Change request process to update action plan
• Place to raise issues that are cross-cutting and
  cannot be resolved by a single unit
• Continued engagement with Business Plan Workbook,
  which takes the planner through a variety of
  questions about mission, customers, resources
  prior to action plan development
• Public document of progress to organization,
  presented at open forum meeting, some units
  reporting each month

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Example Reporting Meeting Agenda

• 930am 1200pm
• 930-940 Opening Remarks
• 940-1000 U130 Organizational Development
  Smith
• 1000-1020 U140 Financial Management Bymaster
• 1020-1040 SI310 Branch Meyer
• 1040-1050 Break
• 1050-1110 SI220 Distinctive Research
  Collections Enniss
• 1110-1130 SI210 Signature MARBL Library
  Enniss
• 1130-1145 Summary Clarify Issues
• 1145-1200 Review Prior Pending Issues, Change
  Requests, Closing Comments

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What happens in the reporting meeting

• Visuals may include the original or rolled up
  action plan
• POPs are available in hard copy for meeting
  attendees
• Presenters usually use the POP as the reporting
  outline
• Additional visuals for metrics are now being
  incorporated

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What happens in the reporting meeting

• As a presenter, I have 10 minutes to present my
  report
• When I conclude, there is a 10 minute QA period,
  with Vice Provost and Director of Libraries as
  the first questioner
• If there are cross-cutting issues identified
  through my report, they are recorded by the
  meeting facilitator and are reviewed for tracking
  at the end of the meeting

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What happens in the reporting meeting

• After all reports are delivered, facilitator
  wraps up by reviewing and getting clarification
  for issues that have been identified from the
  meeting
• An issue owner is identifiedthat creates an open
  issue which will be tracked and reported on
• Core Team member reviews the open issues list to
  see if any have been closed and if there is
  activity to bring the various open issues to
  closure

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Keys to the Emory Approach

• Creation of a business plan for each strategic
  and operational unit
• Performance reporting and tracking process
• Assignment of process roles and responsibilities

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How did we get here?

• New Vice Provost and Director of Libraries in
  August 2006
• Revised strategic plan in late 2006
• How to keep the plan alive in the organization?
• How to align strategic planning and operational
  planning?
• Taking the strategic plan narrative and breaking
  it into pieces enabled its translation into
  business plansstrategic plans are typically
  narrative, wish state.
• Business planning process developed to build in
  the mechanisms for keeping the plan alive and
  creating accountability and transparency of
  process

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Process Roles and Responsibilities

• Core Team members (4-5 members of the library
  staff, currently from HR, Budget and Finance,
  Collection Management, Assessment)
• Work with external consultant on planning and
  implementation
• Develop documentation, work with plan developers,
  review and advise on plans
• Schedule and plan reporting meetings
• Maintain open issues and change management
  process
• External consultant, Jude Heimel
  http//www.judeheimel.com/

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Challenges

• Lack of experience in business planning, project
  management, process knowledge, metrics
  development
• Lack of experience among leaders in creating
  succinct, clear updates as measured against an
  existing plan
• Adapting to disciplined approach
• Publicly acknowledging and discussing issues
• Clarity of ownership and decision making

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Evolution of the Process

• FY08

• FY09

• Completed Business Plan Workbook
• Created Action Plan to plan the years work and
  measure progress

• Completed Business Plan Workbook, enhanced with
  new tools
• High Level Block Diagram (process map)
• Customer Segmentation Matrix
• Metrics
• Created Action Plan to plan the years work and
  measure progress
• Will conduct FY08 Wrap-Up and FY09 Plan Showcase
  sessions

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Business Plan

• Structure of Business Plan

• FY09 Additions

• Purpose, Product/Service and Customers
• Staffing Structure, Competencies and Work Flow
• Action Plan
• Collaborating with Strategic Initiatives and
  Operational Units
• Financial and Resource Needs

• High-Level Block Diagram (Process Map)
• Customer Matrix
• Metrics (Identification and Elaboration)

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Business Plan Components

• Action Plan

• Customer Matrix

• Plan establishes objectives, tasks and
  milestones progress reported on via POP
• FY09 additions
• Cluster meetings among related groups to discuss
  linkages and relationships (process, personnel,
  resources, etc.)

• Identify/segment customers, their needs,
  motivations, quantity, distinguishing
  characteristics, etc.
• Meant to be a means to ensure that
  unit/initiative is providing the
  products/services needed/desired

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Business Plan Components

• Process Map

• Metrics

• Provides high-level understanding of the
  principal activity or activities in which the
  unit/initiative is involved
• Demonstrates handoffs, linkages, etc. among
  different groups (formal/informal,
  operationalized/ad hoc, etc.)

• Measure progress on certain objectives, tasks,
  milestones, performance, etc.
• Metrics summary sheet (define metric, frequency
  of collection, responsible parties, etc.)

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Business Plan Purposes

• Review organizational progress and provide a
  context for accountability
• Build greater understanding within the whole
  organization of our direction, progress and
  issues needing resolution over time
• Facilitate decision-making and shift our focus to
  outcomes

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Framework of organizational business basics
enables us to better

• Manage customer feedback
• Continuously improve customer satisfaction levels
• Continuously improve performance of critical
  processes
• Continuously develop staff skills and knowledge
• Optimize utilization of organizational resources
• Meet and/or exceed sponsorship requirements
• Effectively manage fiscal budgets

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Strategic Business Management - Data Flow
Performance Reports
Business Research
Business Sponsorship
Performance Assessment
Data Analysis
Business Environment
DBRs
Business Charter
Performance Review
Performance Issues
Sponsor Goals Objectives
New Technologies
Constancy of Purpose
Business Planning
Performance Measurement
Business Technology
Mission Vision
Products/Services Strategic Business Plan
Operational Plan
Customer Feedback
Process Metrics
Supplier Processes
Business Processes
Customer Processes
Plan Deployment
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And How are we Doing?

• Who are the customers of our process?
• How well are we doing?
• How far do we have to go?
• Next steps

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Conclusion

• We are making progress, but we arent yet
  thereit will require consistency and patience!
• There must be consistency in direction.
• It does not happen all at once. There is no
  instant pudding.
• W. Edwards Deming

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Questions?

• For copies of documents or forms, feel free to
  contact
• Susan Bailey libsbb_at_emory.edu