strategic planning tools to improve accountability...
TRANSCRIPT
STRATEGIC PLANNING TOOLS TO IMPROVE ACCOUNTABILITY TOWARDSSOCIETY: A CASE STUDY FROM THE UNIVERSITY OF LAS PALMAS DE GRAN CANARIA
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Copenhagen, 17th October 2006
Presentation index.
The ULPGC: a short introduction.
Planning in the ULPGC.
Institutional strategic planning.
Operational planning in the management units.
Strategic alignment of academic units.
Accountability
Effectiveness
Conclusions.
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Index
The ULPGC: Introduction.
Location.
Principal data.
People.
Economic resources.
Organizational structure.
Basic infrastructure.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Planning: towards 2010
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Location:
Índice
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Planning: towards 2010
Accountability
Effectiveness
Conclusions
The ULPGC: Introduction.
The ULPGC: Introduction.
Data (I):
People:
Graduate students: 22,000
Postgraduate students: 2,100
Lecturers: 1,555
Administration and services personnel: 750
Economic resources :
Budget 2006: 135.4 Meuros.
• Staff expenditure (64,5%): 87.4 Meuros.
• Revenue from CAC (77,6%): 105.1 Meuros.
Surplus 2005: 3.7 Meuros.
Index
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Organizational structure:
Teaching centers: 17
Departments: 37
University research institutes: 4
Management units: 67
Central: 16
Decentralized: 51
The ULPGC: Introduction.
Data (and II):
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Basic infrastructure:
University campuses: 5
Total area: 100 ha.
Buildings: 24
Constructed area: 205,000 m2
Gardened area: 110,100 m2
Ecological reserve area: 200,000 m2
Data (and III):
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
The ULPGC: Introduction.
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Planning in the ULPGC.
Reasons and factors for planning.
Areas of planning.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Planning in the ULPGC.
Reasons and factors for planning.
Index
Pressure of competitive environment: planning as a process of corporate alignment to improve institutional positioning.
Management of the internal complexity: planning as a tool to provide consistency in organizations with diffuse power.
The scope and limits of planning: adapting the ‘what and how to plan’ to the organization’s circumstances.
Key factors of planning in the university: exercising leadership and stimulating participation.
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Index
Institutional Strategic Plan
Annual Budget
Transversal Areas/Specific
Services Strategic Plans (ICT, Library,
Environment)
Scales for budgets: Academic Units
Operative Plans of Management Units
Planning in the ULPGC (and II).
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Institutional Strategic Planning.
The formulation process.
Methodology.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Institutional strategic planning.
The formulation process.
FEEDBACK
IDENTIFICATION OF STRATEGIC
AXES
ANNUALACTION
PROGRAMS
STATEMENTOF
MISSION
INTERNALANALYSIS
Strengths andweaknesses
ENVIRONMENTANALYSIS
Opportunitiesand threats
STRATEGYFORMULATION
EXECUTION &STRATEGIC
EVALUATION
FORMULACIÓNDE OBJETIVOSFORMULATIONOF OBJECTIVES
ANNUALBUDGET
II CONTRACT-PROGRAM
ELECTORALPROGRAM
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Diagnosis of the situation: the combination of environmental and internal analyses.
External analysis: expert opinions of issues relevant to the university.
Internal analysis: identification of services, processes, resources and capabilities as the most suitable method for the later formulation of the Balanced Scorecard.
Formulation of objectives.
Submission of the analysis to the opinion of the University Community: the search for the broadest possible consensus.
Methodology.
Institutional strategic planning.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Institutional strategic planning.
Strategic formulation (I).
Axes
SOCIAL IMPACT AND SERVICES TO SOCIETY
MANAGEMENT AND SERVICES TO THE
UNIVERSITY COMMUNITY
MANAGEMENT AND SERVICES TO THE
UNIVERSITY COMMUNITY
RESEARCHRESEARCHTEACHINGTEACHINGIndex
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Institutional strategic planning.
Strategic formulation (II).
Axes 4 / 4
Objectives 19 / 19
Strategies 67 / 55
Programs of action 217 / 240
(2002-2006 / 2007-2010)
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Planning of management units.
The purposes of planning management units activity.
The planning process.
Programming for 2006.Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
To extend the planning culture and the need for accountability for results to the management services.
To favor the alignment of the units with the institution's strategic objectives, and the participation of the personnel in accomplishing those objectives.
To orient the work of the units towards achieving objectives of continuous improvement in the framework of management by processes.
To favor individual motivation, collaborative work and innovative working methods in order to promote organizational change.
Dr.Dr. Francisco Quintana NavarroDr. Arturo Melián González
Planning of management units.
The purposes of planning.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Management’s call for an annual forum: Search of motivation by means of participation of the heads of all units.
First stage: Reviewing level of implementation of actions programmed the previous year.
Second stage: Programming next years actions.
Communication of directives for next year
Diagnosis of the current situation.
Based on ISP, formulation of actions with indicators of compliance for the new year.
One person responsible for each action.
Planning of management units.
The planning process.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Number of units that participated in the planning forum: 24.
Number of heads who attended the forum: 53.
Number of programmed actions: 154.
Level of compliance with actions programmed for 2005: 82 actions executed.
Consolidation of the planning process in organizational routines.
Programming for 2006.
Planning of management units.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Strategic alignment of academic units.
The instrument: budget allocations.
The case of departments: funding by structure and by objectives.
The case of centers: funding by structure and by objectives.Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
The budget process as an element of strategic alignment: joint responsibility and allocation of resources.
The scales for budget funding of centers and departments: indicators of structure and of objectives.
Indicators of structure: size of the unit, weighted by aspects of efficacy and/or efficiency.
Indicators of objectives: linked to accomplishing teaching and research objectives.
The instrument: budget allocations.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Strategic alignment of academic units.
36 units with functions related to teaching and research.
General distribution of resources: 60% by indicators of structure and 40% by indicators of objectives.
Indicators of structure:
By demand: nº of credits registered; credits paid in the 1st and 2nd instances carry a 50% premium.
By supply: nº of lecturers, corrected by the real hours taught.
By supply and demand of practical teaching: nº of teaching laboratories.
Strategic alignment of academic units.
The case of departments: funding by structure.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Indicators of teaching objectives:
Assessment of department teaching.
Teaching manuals published.
FP or dissertations read.
Teachers participating in the teacher training plan.
Teachers in exchange programs.
Presential subjects with active virtual support.
Strategic alignment of academic units.
The case of departments: funding by objectives (I).
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Indicators of research objectives:
Doctoral theses defended.
Nº of teachers with research activity assessed positively by Government.
Participation of research groups in the volume of scientific production of the University.
Participation of research groups in the volume of competitive funding captured by the University.
Strategic alignment of academic units.
The case of departments: funding by objectives (and II).
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Indicators of teaching objectives:
Graduation rate.
Assessment of teaching.
Processes of current assessment of university studies.
PFC (final projects) or dissertations read.
Students on exchange.
Students in job practice in firms.
Presential subjects with active virtual support.
Cultural activities developed.
Strategic alignment of academic units.
The case of centers: funding by objectives.
Index
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Planning: towards 2010
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Accountability: a summary.
Index
Internal and
external
Government teamEvery unit
AnnualAnnualBudget
InternalHeads of Academic UnitsAnnualAnnual
Scales for Budget Funding of Academic Units
InternalHeads of Management UnitsAnnualAnnualManagement Reports
for Management Units
InternalHeads of services/areasAnnual4 years
Strategic Plans specific services/transversal areas
Internal and
externalGovernment teamAnnual4 yearsInstitutional Strategic
Plan
Accounting toWho accountsFrequency
for controlPlanning period
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Effectiveness of planning.
Index
462
330
338
258
Students incoming
Students outgoing
59.3%45.9%Proportion of doctors
8540Subjects with virtual support
3.83.5Assessment of teaching
20052001Teaching
525220Lecturers with research period positively assessed
6.4 M euros3.4 M eurosTurnover for research services
5.3 M euros1.1 M eurosTurnover for competitive projects
Research
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González
Effectiveness of planning (and II).
Index
89%
3,7
54%
63%
60%
80%
N.A.
0%
0%
0%
Students enrolled on line
Library Users Satisfaction Level
Online processes directed at administration personnel
Online processes directed at students
Online processes addressed at lecturers
+3,775.14 M euros
-14,706.77 M eurosFinancial deficit
Management and Services
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Accountability
Effectiveness
Conclusions
Some final reflections.
Conclusions.
Índice
ULPGC: introduction
Planning in the ULPGC
Institutional strategic planning
Management units
Academic units
Planning: towards 2010
Accountability
Effectiveness
Conclusions
The planning requirements: staff leadership and collective participation; involvement of the various bodies and joint responsibility of units; procurement of internal human capital and social support.
The immediate repercussions of the planning process: the contagion effect and the identification of our weaknesses.
The transformative potential of the planning: a tool to manage organizational change.
Challenges for the future and the new processes that arise: structure, human resources and work methods.
Dr. Manuel Lobo CabreraE-Mail: [email protected]
Dr. Francisco Quintana NavarroE-Mail: [email protected]
Dr. Arturo Melián GonzálezE-Mail: [email protected]
Thank you for your attention.
October 2006