Making a Making a Difference: From Difference: From Strategic Plan to Strategic Plan to

Business PlanBusiness PlanPresenters: Susan Bailey and Chris Presenters: Susan Bailey and Chris PalazzoloPalazzolo

Additional Contributors: Eric Additional Contributors: Eric Bymaster and Charles ForrestBymaster and Charles Forrest

2008 Library Assessment Conference2008 Library Assessment ConferenceSeattle, WASeattle, WA

August 6, 2008August 6, 2008

What the POP representsWhat the POP represents Performance reporting to Unit Action PlanPerformance reporting to Unit Action Plan Change request process to update action planChange request process to update action plan Place to raise issues that are cross-cutting Place to raise issues that are cross-cutting

and cannot be resolved by a single unitand cannot be resolved by a single unit Continued engagement with Business Plan Continued engagement with Business Plan

Workbook, which takes the planner through a Workbook, which takes the planner through a variety of questions about mission, customers, variety of questions about mission, customers, resources prior to action plan developmentresources prior to action plan development

Public document of progress to organization, Public document of progress to organization, presented at open forum meeting, some units presented at open forum meeting, some units reporting each monthreporting each month

Example: Reporting Example: Reporting Meeting AgendaMeeting Agenda

9:30am – 12:00pm9:30am – 12:00pm 9:30-9:40 Opening Remarks9:30-9:40 Opening Remarks 9:40-10:00 U130 Organizational Development – 9:40-10:00 U130 Organizational Development –

SmithSmith 10:00-10:20 U140 Financial Management – Bymaster10:00-10:20 U140 Financial Management – Bymaster 10:20-10:40 SI310 Branch – Meyer10:20-10:40 SI310 Branch – Meyer 10:40-10:50 Break10:40-10:50 Break 10:50-11:10 SI220 Distinctive Research Collections – 10:50-11:10 SI220 Distinctive Research Collections –

EnnissEnniss 11:10-11:30 SI210 Signature MARBL Library – 11:10-11:30 SI210 Signature MARBL Library –

EnnissEnniss 11:30-11:45 Summary & Clarify Issues11:30-11:45 Summary & Clarify Issues 11:45-12:00 Review Prior Pending Issues, Change 11:45-12:00 Review Prior Pending Issues, Change

Requests, & Closing CommentsRequests, & Closing Comments

What happens in the What happens in the reporting meetingreporting meeting

Visuals may include the original or Visuals may include the original or rolled up action planrolled up action plan

POPs are available in hard copy for POPs are available in hard copy for meeting attendeesmeeting attendees

Presenters usually use the POP as Presenters usually use the POP as the reporting outlinethe reporting outline

Additional visuals for metrics are Additional visuals for metrics are now being incorporatednow being incorporated

What happens in the What happens in the reporting meetingreporting meeting

As a presenter, I have 10 minutes to As a presenter, I have 10 minutes to present my reportpresent my report

When I conclude, there is a 10 minute When I conclude, there is a 10 minute Q&A period, with Vice Provost and Q&A period, with Vice Provost and Director of Libraries as the first Director of Libraries as the first questionerquestioner

If there are cross-cutting issues identified If there are cross-cutting issues identified through my report, they are recorded by through my report, they are recorded by the meeting facilitator and are reviewed the meeting facilitator and are reviewed for tracking at the end of the meetingfor tracking at the end of the meeting

What happens in the What happens in the reporting meetingreporting meeting

After all reports are delivered, facilitator After all reports are delivered, facilitator wraps up by reviewing and getting wraps up by reviewing and getting clarification for issues that have been clarification for issues that have been identified from the meetingidentified from the meeting

An issue owner is identified—that creates an An issue owner is identified—that creates an open issue which will be tracked and open issue which will be tracked and reported onreported on

Core Team member reviews the open issues Core Team member reviews the open issues list to see if any have been closed and if list to see if any have been closed and if there is activity to bring the various open there is activity to bring the various open issues to closureissues to closure

Keys to the Emory Keys to the Emory ApproachApproach

Creation of a business plan for each Creation of a business plan for each strategic and operational unitstrategic and operational unit

Performance reporting and tracking Performance reporting and tracking processprocess

Assignment of process roles and Assignment of process roles and responsibilitiesresponsibilities

How did we get here?How did we get here? New Vice Provost and Director of Libraries in New Vice Provost and Director of Libraries in

August 2006August 2006 Revised strategic plan in late 2006Revised strategic plan in late 2006

How to keep the plan alive in the organization?How to keep the plan alive in the organization? How to align strategic planning and operational How to align strategic planning and operational

planning?planning? Taking the strategic plan narrative and breaking Taking the strategic plan narrative and breaking

it into pieces enabled its translation into business it into pieces enabled its translation into business plans—strategic plans are typically narrative, plans—strategic plans are typically narrative, wish state.wish state.

Business planning process developed to build in Business planning process developed to build in the mechanisms for keeping the plan alive and the mechanisms for keeping the plan alive and creating accountability and transparency of creating accountability and transparency of processprocess

Process Roles and Process Roles and ResponsibilitiesResponsibilities

Core Team members (4-5 members of the Core Team members (4-5 members of the library staff, currently from HR, Budget library staff, currently from HR, Budget and Finance, Collection Management, and Finance, Collection Management, Assessment)Assessment) Work with external consultant on planning Work with external consultant on planning

and implementationand implementation Develop documentation, work with plan Develop documentation, work with plan

developers, review and advise on plansdevelopers, review and advise on plans Schedule and plan reporting meetingsSchedule and plan reporting meetings Maintain open issues and change Maintain open issues and change

management processmanagement process External consultant, Jude Heimel External consultant, Jude Heimel

http://www.judeheimel.com/

ChallengesChallenges Lack of experience in business planning, Lack of experience in business planning,

project management, process project management, process knowledge, metrics developmentknowledge, metrics development

Lack of experience among leaders in Lack of experience among leaders in creating succinct, clear updates as creating succinct, clear updates as measured against an existing planmeasured against an existing plan

Adapting to disciplined approachAdapting to disciplined approach Publicly acknowledging and discussing Publicly acknowledging and discussing

issuesissues Clarity of ownership and decision makingClarity of ownership and decision making

Evolution of the ProcessEvolution of the Process

FY08FY08 Completed Business Completed Business

Plan WorkbookPlan Workbook Created Action Plan to Created Action Plan to

plan the year’s work and plan the year’s work and measure progressmeasure progress

FY09FY09 Completed Business Plan Completed Business Plan

Workbook, enhanced Workbook, enhanced with new tools:with new tools: High Level Block High Level Block

Diagram (process map)Diagram (process map) Customer Segmentation Customer Segmentation

MatrixMatrix MetricsMetrics

Created Action Plan to Created Action Plan to plan the year’s work and plan the year’s work and measure progressmeasure progress

Will conduct FY08 Wrap-Will conduct FY08 Wrap-Up and FY09 Plan Up and FY09 Plan Showcase sessionsShowcase sessions

Business PlanBusiness Plan

Structure of Business PlanStructure of Business Plan Purpose, Purpose,

Product/Service and Product/Service and Customers Customers

Staffing Structure, Staffing Structure, Competencies and Competencies and Work FlowWork Flow

Action PlanAction Plan Collaborating with Collaborating with

Strategic Initiatives Strategic Initiatives and Operational Unitsand Operational Units

Financial and Resource Financial and Resource NeedsNeeds

FY09 AdditionsFY09 Additions High-Level Block High-Level Block

Diagram (Process Map)Diagram (Process Map) Customer MatrixCustomer Matrix Metrics (Identification Metrics (Identification

and Elaboration)and Elaboration)

Business Plan Business Plan ComponentsComponents

Action PlanAction Plan Plan establishes Plan establishes

objectives, tasks and objectives, tasks and milestones; progress milestones; progress reported on via POPreported on via POP

FY09 additionsFY09 additions Cluster meetings Cluster meetings

among related groups among related groups to discuss linkages and to discuss linkages and relationships (process, relationships (process, personnel, resources, personnel, resources, etc.)etc.)

Customer MatrixCustomer Matrix Identify/segment Identify/segment

customers, their needs, customers, their needs, motivations, quantity, motivations, quantity, distinguishing distinguishing characteristics, etc.characteristics, etc.

Meant to be a means to Meant to be a means to ensure that ensure that unit/initiative is unit/initiative is providing the providing the products/services products/services needed/desiredneeded/desired

Business Plan Business Plan ComponentsComponents

Process MapProcess Map Provides high-level Provides high-level

understanding of the understanding of the principal activity or principal activity or activities in which the activities in which the unit/initiative is involvedunit/initiative is involved

Demonstrates handoffs, Demonstrates handoffs, linkages, etc. among linkages, etc. among different groups different groups (formal/informal, (formal/informal, operationalized/ad hoc, operationalized/ad hoc, etc.)etc.)

MetricsMetrics Measure progress on Measure progress on

certain objectives, certain objectives, tasks, milestones, tasks, milestones, performance, etc.performance, etc.

Metrics summary Metrics summary sheet (define metric, sheet (define metric, frequency of frequency of collection, responsible collection, responsible parties, etc.)parties, etc.)

Business Plan Purposes Business Plan Purposes

Review organizational progress and Review organizational progress and provide a context for accountabilityprovide a context for accountability

Build greater understanding within Build greater understanding within the whole organization of our the whole organization of our direction, progress and issues direction, progress and issues needing resolution over time needing resolution over time

Facilitate decision-making and shift Facilitate decision-making and shift our focus to outcomesour focus to outcomes

Framework of Framework of organizational business organizational business

basics enables us to better:basics enables us to better: Manage customer feedbackManage customer feedback Continuously improve customer satisfaction Continuously improve customer satisfaction

levelslevels Continuously improve performance of critical Continuously improve performance of critical

processesprocesses Continuously develop staff skills and knowledgeContinuously develop staff skills and knowledge Optimize utilization of organizational resourcesOptimize utilization of organizational resources Meet and/or exceed sponsorship requirementsMeet and/or exceed sponsorship requirements Effectively manage fiscal budgetsEffectively manage fiscal budgets

Strategic Business Management - Data Strategic Business Management - Data FlowFlow

BusinessSponsorship

PerformanceAssessment

DataAnalysis

BusinessEnvironment

Constancyof Purpose

BusinessPlanning

PerformanceMeasurement

BusinessTechnology

SupplierProcesses

BusinessProcesses

CustomerProcesses

BusinessCharter

MissionVision

DBR’s

SponsorGoals &Objectives

CustomerFeedback

ProcessMetrics

Products/ServicesStrategic Business Plan Operational “ Plan

BusinessResearch

New Technologies

PerformanceIssues

PerformanceReports

PerformanceReview

PlanDeployment

And How are we Doing?And How are we Doing?

Who are the customers of our Who are the customers of our process?process?

How well are we doing?How well are we doing? How far do we have to go?How far do we have to go? Next stepsNext steps

ConclusionConclusion

We are making progress, but we We are making progress, but we aren’t yet there—it will require aren’t yet there—it will require consistency and patience!consistency and patience!

““There must be consistency in direction.”There must be consistency in direction.” ““It does not happen all at once. There is no It does not happen all at once. There is no

instant pudding.”instant pudding.” W. Edwards DemingW. Edwards Deming

Questions?Questions?

For copies of documents or forms, For copies of documents or forms, feel free to contact:feel free to contact:

Susan Bailey Susan Bailey libsbb@emory.edu