12 - files.nc.gov

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Monitoring your Strategic Plan

OSBMSeptember 26, 2019

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Today’s Agenda

• Why create and use a strategic plan?• Monitoring your strategic plan

Monitoring Progress toward Plan Goals

• Revenue• OSBM• Community Colleges

Agency Practices

• Developing Monitoring Tools• Strategic Planning Cycle Update

Next Steps

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Why create and use a strategic plan?

• Articulates a framework of ideas that justifies ac ons and results in greater focus & collabora on

• Envisions a desired future and translates it into goals and objectives to achieve that vision by answering:• Where do we want to go?• Where are we?• How can we get there?• How will we know when we arrive?

• Transforms ideas into actions by identifying the What?, Who?, and When?

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MissionVisionValues

Goal

Objective

Strategy / Initiative

Is an end result or something to be desired

Is the progress that is needed achieve a goal within a specific timeframe

Is an effort that will be employed to accomplish an objective

Clearly defines the method and unit of measurement for a desired event

Performance Measure

Strategic Plan Components

Describes an agency’s basic purpose.Provides a picture of what the organization intends to become.Are the principles that govern behavior within an agency.

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Monitoring your Strategic Plan Training & Sharing Session

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OSBM uses plans:

• As a source of information on agency operations

• To understand agency priorities

• To provide context for future changes

• To evaluate change budget requests

During quarterly reviews, OSBM will:

• Provide feedback on an agency’s plan

• Ask about progress toward the goals and tasks outlined in an agency’s strategic plan

Source: https://www.stockvault.net/photo/252639/silhouette‐of‐business‐meeting 6


Agencies should use plans to:

• To set priorities, especially for resource allocation

• To increase transparency and accountability

• To improve internal and external communication

• To enable benchmarking / performance evaluation

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Monitoring your Strategic Plan

Annually: “Are we doing the right things?”• Ensure plan remains relevant• Revise measures, strategies, objectives as needed

Quarterly: “Are we doing what we said we would do?”• Assess progress toward strategic goals, objectives• Realign resources, refine strategies

Monthly: “Are we doing things right?”• Focus on a champion’s specific goal, objective• Adjust initiatives, tasks, tactics

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Sample Annual Review Questions

1. Are we achieving our goals and objectives?

2. Has anything changed in the environment that should be reflected in the strategic plan?

• Are our goals, objectives, timelines still realistic?

• Are our performance measures still relevant?

3. Do priorities need to change in order to achieve our goals?

4. Do personnel have adequate resources (money, equipment, facilities, training, etc.) to achieve the goals?

5. What can be learned from our monitoring and evaluation in order to improve future efforts?

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Sample Quarterly Review Questions

1. Where are we in achieving our objectives?

2. Are they on schedule?

3. What challenges are you encountering? What has beengetting in the way?

4. Do you have the sufficient resources to accomplish yourobjectives?

5. What can the executive team do to help achieve success?• Communication of priorities

• Realigning resources

6. Are performance measures capturing what we need?

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Today’s Agenda




Agency Practices


Next Steps

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STRATEGIC TEAMS MANAGEMENTOSBM Strategic Planning Training 2019

Green Field• Change in COO

• Good strategy, bad strategy (Book)– Diagnose the specific challenge

– Choose a guiding policy for dealing with it

– Actions/ resources to address it

• Problem -> Strategy -> Outcome-> goal1, goal2,goal3

Diagnosis• October-December (SWOT)

• Organize the data

• Define the problem statement

Guiding PolicyMethod• Assistant Secretaries: Draft the problem statements

• + Directors: Finalize the problem statements, draft thestrategies & outcomes

• +AD: Finalize the strategies and outcomes, draft the goals

• +Staff: Finalize the goals

Root Cause: Communications, Silos

Guiding Policy: Cross function, intrastate

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The Teams• Knowledge Management

• Information Technology

• HR Processes

• Metrics

• Personal Safety & Security

• Communications

• Culture

• Talent Management

Strategy Management• 8 teams, 2 teams per Assistant Secretary

• All Directors and Assistant/Associate Director is ona team

• Staff representation from all Divisions and alllocations

• Teams meet frequently, then monthly with AssistantSecretaries, Bi-monthly at directors meeting

• Intranet updates and videos

Key Takeaways• Alignment is established from staff to executive,

through the leadership back to the staff

• Silos/ownership is eliminated because of the use ofcross functional teams

• Overall knowledge of the broad issues are madetotally visible and addressed with excitement &enthusiasm

Appendix

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Sample Issues• Stress levels can be high in tax season

• Security, both physical and personal

• HQ-centric bias in opportunity, events and communications

• Short staff in some key area Staff needs

• Time to issues refunds

• Confusing notices

• Call shadowing should be allowed/mandatory

• Internal Customer/supplier issues and feedback on services

Sample Problem StatementsCareer Paths

• There are not defined career progression paths across the Agency. Because of this, staff are left to guess the Knowledge, Skills andAbilities that are needed to progress upwards or how best to plan along term career at the Agency.

Process Management

• Failure to identify and understand customer supplier relationships andincorporate feedback for continuous improvement may result ininefficient processes (examples of potential areas forcustomer/supplier communications/feedback are Central Examsnon-collectable false positives, Call Center transfer rate to TPA Level2).

Sample Strategic PlanHiring Feedback Problem

• The hiring process is not currently designed to provide feedback to internal applicants that were not selected. The lack of feedback denies staff the ability to understand where they may have opportunities tobetter themselves. This lack of transparency could inadvertently leave staff the impression that the hiring process is not fair and/or that there are other non-legitimate HR factors being considered.

Strategy

• In order to maintain a knowledgeable workforce, a cross-divisional Hiring Feedback team will be formedto design an agency-wide process to allow an opportunity for feedback to internal applicants who were not selected.

Outcomes

• Standard feedback process

• Identify all applicable HR regulations and guidelines

• Staff survey to provide satisfaction metrics

Goals

• G1

• G2

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Office of State Budget and Management (OSBM)

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Quarterly Monitoring

• Assess progress toward goals quarterly• Use Power BI dashboard to visualize progress

• Use Assistant State Budget Officers as “Goal Champions”• Direct (re‐direct) resources to achieve goals• Track performance measures• Highlight goal‐related needs and opportunities

• Provide strategic plan updates at quarterly staff meetings• Provides transparency in where we are and where we want to go• Highlights importance of plan• Celebrates one staff member’s success in achieving strategies

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PowerBI Dashboard

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Annual Update

• OSBM's FY 2019‐21 Strategic Plan needed updating• Strategic Plan served as an Annual Plan• Nearly all measures were 100% accomplished after only one year

• OSBM Strategic Plan review/refresh process included:• Identified a staff member to serve as facilitator• Facilitator led:

1. One‐on‐one working sessions with goal champions todiscuss, update prior year plan components

2. Two‐hour plenary session with senior management, goal champions to update goals, objectives, measures for the year

3. Follow‐up one‐on‐one sessions with goal champions and seniormanagement to finalize strategies and tasks (i.e. 2019‐20 Annual Plan)

• Senior management will discuss final plan at officewide staff meeting

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North Carolina Community College SystemMonitoring Strategic Plan Progress and Outcomes

OSBM Training and Sharing SessionMonitoring and Using Your Strategic Plan

September 26, 2019www.nccommunitycolleges.edu/strategic‐plan

North Carolina Community College System Strategic Plan: “Putting Education to Work”

Strategic Plan Themes (Goal Titles)

Student Interest and Access

Clear & Supported Pathways for Student Progress and Success

Economic and Workforce Impact

System Effectiveness

Using Our Strategic Plan Intentionally

• Budget/IT justification tied to strategic framework

• Legislative agenda development

• Oversight by State Board and senior leadership/management

• Driving of grant and resource allocation/requests

• Board item justification (borrowed from SBoE‐ thank you)

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Two Levels of Plan Accountability

• System outcome tracking: Strategic Plan KPIs(Key Performance Indicators)/KPI Dashboards

• Tracking of plan progress via tactics:SBCC Strategic Plan Dashboard

Accountability information used by State Board, System Office leadership, 58 community colleges

What We Watch

Theme/Goal Title

Goal (statement)

Objective

Strategy

Tactic Desired OutcomesStatus of Tactics

Key Performance Indicators (including State Performance Measures)

Examples of Who Watches WhatGroup Metrics/Accountability Tools

State Board of Community Colleges Strategic Plan KPIs (system outcome data)Tactic Status (red, amber, green)‐ quarterly review

NC Community College System Office Senior Team (President, VPs, etc.)

Strategic Plan KPIsTactic Status – team determines status and troubleshoots red/amber (Escalate/Monitor) items

Senior Team, esp. Programs and Executive Divisions, Research and Performance Management Office

Strategic Plan KPIs (deeper dive), including State Performance Measures and related college outcomes

Community College System Office Staff and Associate VPs

Tactic Status and Desired Outcomes (milestones) for the specific tactics they work on/oversee

58 Community College Presidents and Trustees

State Performance Measures (subset of KPIs) and how their college is doing

Strategic Plan Dashboard

Multiple apps to form one dashboard:

Entry Forms

SharePoint Lists (where most info lives)

Dashboard ‐ graphic interface

Collaboration Platform (access to entry forms, dashboard link, etc.)

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SBCC Strategic Plan Dashboard Goal 1

Stud

ent Interest

and Ac

cess

Goal 2

Clea

r & Sup

ported

Pa

thways

Goal 3

Econ

omic and

Workforce Im

pact

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Goal 4

System

Effectiven

ess

Closeup on Tactic Status

Clea

r & Sup

ported

Pa

thways

Closeup on Tactic Status (cont.) Tactic Detailed View

Econ

omic and

Workforce Im

pact

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Key Performance Indicators (KPIs)

1.1 HIGH SCHOOL DUAL ENROLLMENT RATE

1.2 HIGH SCHOOL GRADUATE SUBSEQUENT ENROLLMENT RATE

1.3 ADULT ENROLLMENT RATE (CURRICULUM/CONTINUING ED)

1.4 ADULT ENROLLMENT RATE (BASIC SKILLS)

1.5 STOP‐OUT STUDENT RE‐ENTRY

Stud

ent Interest

and Ac

cess


Clea

r & Sup

ported

Pa

thways

2.1 PROGRAM AREA RETENTION

2.2 BASIC SKILLS STUDENT PROGRESS

2.3 STUDENT SUCCESS RATE IN COLLEGE‐LEVEL ENGLISH COURSES

2.4 STUDENT SUCCESS RATE IN COLLEGE‐LEVEL MATH COURSES

2.5 FIRST YEAR PROGRESSION

2.6 CURRICULUM COMPLETION

2.7 LICENSURE AND CERTIFICATION PASSING RATE

2.8 COLLEGE TRANSFER PERFORMANCE


3.1 BUSINESS PARTNERSHIPS

3.2 EMPLOYER‐BASED TRAINING OPPORTUNITIES

3.3 ENROLLMENT TO UNEMPLOYMENT RATIO

3.4 GRADUATE EMPLOYMENT

3.5 GRADUATE INCOME

Econ

omic and

Workforce Im

pact


4.1 FACULTY/STAFF RETENTION

4.2 SALARY COMPARISON

4.3 INSTITUTIONAL EXPENSES

4.4 FULL‐TIME FACULTY INSTRUCTION

4.5 FACULTY FTE GENERATION

4.6 ONLINE INSTRUCTION

System

Effectiven

ess

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Stud

ent Interest

and Ac

cess

Strategic Plan KPI Dashboards

Stud

ent Interest

and Ac

cess


Stud

ent Interest

and Ac

cess


Stud

ent Interest

and Ac

cess


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Stud

ent Interest

and Ac

cess


Clea

r & Sup

ported

Pa

thways


https://www.nccommunitycolleges.edu/

https://www.nccommunitycolleges.edu/analytics

https://www.nccommunitycolleges.edu/analytics/dashboards

Econ

omic and

Workforce Im

pact


System

Effectiven

ess


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Strategic Plan KPI Annual Report

Stud

ent Interest

and Ac

cess

Clea

r & Sup

ported

Pa

thways


Econ

omic and

Workforce Im

pact


System

Effectiven

ess


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Questions?

Anne BaconDirector of Strategic Planning and PolicyNorth Carolina Community College System919/807‐[email protected]

Bill SchneiderAssoc. Vice President, Research & Performance ManagementNorth Carolina Community College System919/807‐[email protected]

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Group Discussion

• Questions?

• Comments?

• What works for you?

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Today’s Agenda




Agency Practices


Next Steps

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Developing Monitoring Tools

OSBM will provide simple Power BI Training to teach you to create your own Dashboard (Based on OSBM model)

When: December 9, 201910am to 3:30pm (lunch break 12‐1:30)

Where: TBD

Who: Budget or Policy Analysts (this is a training for hands‐on data/ budget staff; this is not a training for senior mgmt, CFOs, Budget Directors, etc.)

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3 Training Requirements

1. A Power BI license

2. A computer to bring to training

3. Power BI Desktop installed on thecomputer you bring to training


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Strategic Planning Cycle Updates

New plans due May 1, 2020 andthen biennially

OSBM happy to help with your plan updates

OSBM plans to issue updated guidance in January 2020

OSBM to offer at least 2 strategic plan focused trainings annually

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Lanier McRee919‐807‐[email protected]

Jonathan Meyer919‐807‐[email protected]

Census Day is April 1, 2020!https://census.nc.gov/


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