Jan Williams Service Improvement Liaison

1. Strategic Management SystemDefining goals, strategies, projectsto drive teaching, research, and service excellence Jan Williams Service Improvement Liaison

2. Acknowledgements(5/07) Creating urgency: new leadership/accreditation process = opportunity for change • Implementation; needs to start at the top • Process change; need to move to next level • Point person; need to determine role • Operational issues; demonstrated efficiencies • Best practices; VMC pilot (strategy mapping/balanced scorecard) • Lean six sigma structure; incorporating training across institution • Metrics; use of information • Challenge each other; decrease what’s done & hold each other accountable • Determine criteria for next dean; where do they fit

3. Goal:To create a dynamic process in order to execute an integrated strategic plan that satisfies its mission and achieves profitability while decreasing waste in order to reinvest in its teaching, research and outreach. • Objectives: • Define(where) - To align existing management processes to strategies by integrating and creating synergy between department/units and college • Measure(what) – To develop metrics • Analyze(why) - To plan, allocate resources, budget, report, communicate and review performance • Improve (how) - To utilize best practices to support effective strategy implementation • Control/Validate(monitor) –To incorporate cross-college strategy execution processes (continuous improvement)

4. Objectives of Strategic Management • Set clear goals (future direction) • Achieve buy-in (determine where we all fit) • Obtain accountability (performance management, metrics) • Create synergies (alignment of strategies/projects) • Determine resources (people, space, money) • Prioritize strategies/projects (based on the above)

5. Transformation • The College must respond to environmental changes: • Changes in the veterinary profession • Needs of society to meet workforce demands • Changing needs of our stakeholders and their animals • Accreditation standards: COE mandates • Decline in state & federal support • New Financial Model at the U of M • Transforming the U: Commitment to Excellence • AHC Research Corridors

6. Integration with AHC • Biomedical corridors of discovery transform new knowledge into better health • “Concept to Cure” • Areas of Emphasis • Heart and vascular disease • Cancer • Infectious disease • Diabetes • Brain, nerve & muscle disease • Drug design & delivery • New biomedical research buildings and associated faculty positions

7. Integration with University • Interdisciplinary Initiatives: • Institute on the Environment • Healthy Foods/Healthy Lives • Bioinformatics

8. What’s worked • Roles/Responsibilities • Definitions/common language • Adoption/use of tools • Project charters • Strategy mapping • Balanced scorecard approach • Decision making criteria • Leadership Development • Planning • Calendar of activity • Metrics • Retreats/meetings (use of)

9. Framework Internal Processes Organizational Customers Financial Source: Strategy Maps, Kaplan & Norton 2004 Mission Why we exist Values What’s important to us Vision What are our aspirations Strategy What is our game plan Strategy Map Translating the strategy Balanced Scorecard Measure and focus Projects What we need to do Personal Objectives What I need to do Balanced Approach Strategic Outcome

10. Mission Improving the health of animals and people by: Educating current and future veterinarians and biomedical scientists Discovering and disseminating new knowledge and skills Providing innovative veterinary services Values Science & Knowledge we are first & foremost about the discovery, integration & application of new knowledge. Teaching & Learning we education undergraduate, graduate & professional students & veterinarians by delivering the most up-to-date scientific information in effective ways, encouraging leadership, facilitating experiential learning & using technology to enhance the learning process. People we respect & support our colleagues; we are dedicated to developing skills, expertise & diversity. Engagement we proactively develop & support partnerships with individuals & organizations that share our scientific, professional, educational & policy interests. Accountability we hold ourselves to the highest ethical standards; we take responsibility for our actions in all facets of our work; we strive continuously to enhance our programs & services; we measure our effectiveness; & we report on our progress. Leadership we lead by influencing & contributing to science, animal welfare, food animal agriculture, the veterinary profession, animal health & public health.

11. Strategies Defined A = MUST DO NOW B = ‘Quick win’ when available C = Make it easier – then do it D = Last choice • Target research: infectious disease & spontaneous animals • Expand access/use of biosecurity laboratories • Strengthen graduate programs: infectious disease & public health • Create AHC-level zoonotic disease center • Leverage research partnerships • Select students • Problem-solving skills/lifelong learning • Expand learning opportunities • Develop VMC model • Develop/promote evidence-based medicine • Become source of scientific information • Integrate laboratory services Build VDL leadership position in emerging/zoonotic disease C A D B • Graduate programs in animal models of human disease • AHC-level biomedical research center • Inform public policy • Increase diversity Target research: food safety Target research: zoonotic diseases

12. Core Strategy Strategies Sub-strategies Projects See binder for full plan Project (with project plan) Sub-strategy (with metrics) Project (with project plan) Core Strategy Sub-strategy (with metrics) Project (with project plan) Strategy Project (with project plan) Sub-strategy (with metrics) Project (with project plan)

13. Goal 1: Research Goal 3: Service Collegiate Goal Collegiate (core) Strategies To improve the health & well being of animals and people by… 2.1Provide an excellent, science-based veterinary educational program to prepare students for leadership, life-long learning, & successful careers. 2.2Recruit & retain DVM students with attributes that contribute to the success of the profession. 2.3 Promote and facilitate DVM student participation in the dual degree DVM/MPH Program. 2.4 Expand learning opportunities for faculty and staff to lead, influence and implement change. Goal 2: Preparing students, graduates, faculty & staff for successful careers 2.5 Promote an efficient infrastructure to support graduate program, faculty, student & CVM needs in graduate education. 2.6 Advance the quality of the graduate programs to meet the needs of the student, the mentor, the health profession & industry needs. 2.7Create & implement programs to recruit and train the next generation of clinical scholars and veterinarian scientists for careers in basic, applied, & translational medicine research. 2.8Promote research scholarship & professional development of non-degree-seeking interns, residents,post-doctoral trainees & fellows.

14. 2.1 Provide an excellent veterinary educational program to prepare students for leadership and successful careers. 2.1.2 Provide leadership in the excellence of teaching and learning Core Strategy Strategies Sub-strategies Projects 2.1.2.1 Strive for organizational excellence in instruction Centralize grade collection and evaluation 2.1.2.2 Strive for enhanced teaching excellence Implement Peer Assessment of Teaching Invest in Polycom system for distance education / communication 2.1.2.3 Strategically invest in facilities, equipment and technology 2.1.2.4 Encourage and reward scholarship of teaching and learning Modify 7.12s and merit review to recognize Scholarship of Teaching and Learning 2.1.2.5 Encourage and reward excellence in teaching and course coordination Implement teaching grants program to support innovations in teaching and course coordination

15. Metrics • Catalogue of metrics • Must have (Regulatory, accreditation, U of M) • Performance (operational, outcome, impact) • Mapping metrics to strategies • Identification of key indicators • Use of iDashboards software (started in most critical areas; adopting across organization)

16. Measuring Progress 2.1.2.2Strive for enhanced teaching excellence Metrics: • Student evaluations of teaching • Course evaluations • Peer assessments • Student performance • Faculty participation in new programs (PACE, Peer assessment, etc.) • Faculty perceptions of new programs (PACE, Peer assessment, etc.) • Number of faculty teaching awards (non-collegiate) • Number of CVM faculty presentations on teaching (at BPI, etc.) • Faculty participation in development of teaching (at BPI, Seminar on Teaching, and other opportunities)

17. VMC Balanced Scorecard Financial Perspective Internal Process Perspective • Metrics • Revenue • Average Transaction Costs • Expenses • Metrics • Appointment Lag • Discharge summary turnaround • Labor expense per Accession • Appointment Report • Medical Records completion • Traceable CFTE • Metrics • writeoffs/total revenue • Quality (grad senior survey) Patients VMC Clients External Stakeholder Perspective Growth and Development Perspective • Metrics • Turnover (GP) • Satisfaction Survey • Metrics • Rev from new procedures • New sources of funds • Gifts • Grants • Partnerships • Capital equipment expenditures Employee Perspective Students RDVMs • Metrics • Exit surveys • Service evals • Feedback from employers • Metrics • # Referrals • Satisfaction • Number of new RDVMs • Metrics • Salary comps • Satisfaction • Turnover • Professional Development

19. Project Management

20. The Challenges • Learning/adopting new process • Time consuming in initial phases • Faculty engagement; use of committees • Tying budget process/performance management to strategy management • Time to plan • Prioritization/im • plementation

21. Questions?? Jan Williams College of Veterinary Medicine 612-624-6121 willi320@umn.edu