university of houston clear lake strategy development part ... · ©1997-2019 balanced scorecard...

University of Houston Clear Lake

Balanced Scorecard Development

Strategy Development Part 1 - Workshop

October 3-4, 2019Facilitators

Juliette Bastian & Bill Hodges

Workshop Deliverables

©1997-2019 Balanced Scorecard Institute.


Nine Steps to SuccessTM

Provide overall leadership, direction and ownership of the Balanced Scorecard program

Strategic Management

Team

Communications Team

Cascading Teams

Theme Teams (one for each

Theme)

Objective Ownership

Teams

Balanced Scorecard Champion(s)

Create a “buzz” around the new system through unified messages

Build Theme strategy

Day-to-day BSC program leadership and support

Develop Support Unit / Individual BSCs

Refine objective commentary, performance measures and targets, and strategic initiatives

Inclusion and Ownership is a

Key Benefit of a Team-Based Approach




Strategic Planning FoundationsWorkshop(2 Days)

Strategy Development Workshop Part I

(2 Days)

Strategy Development Workshop Part 2

(1 Day)

Strategic Themes Workshop(2 Days)

Performance Measures Development

Workshop(2 Days)

Program Launch, Assessment, Interviews &

Orientation Training

Communications Workshop

(2 days)

Tier One Roll Out!

Tier Two

BS

C C

ham

pio

n(s

)

Objective Ownership

Teams

Communications Team

Theme Teams

Strategic Management

TeamCascading

Teams

BSC Development Flowchart

Sep 2019

May & Jun 2019 Oct 2019

Nov 2019

Nov 2019

Apr 2019




SMT – Foundations Workshop Vision The University of Houston-Clear Lake will lead as a learner-centered university dedicated to achieving national prominence in transformative education grounded in

creative activities, innovative research, and community partnerships that serve regional, state, and global locations. UHCL launches your future!

Mission The University of Houston-Clear Lake places its highest priority on serving a diverse body of students in every aspect of their university experience. UHCL’s teacher scholars provide high-quality, student-centered undergraduate and graduate programs that prepare students to thrive in a competitive workplace and to make meaningful contributions to their communities. UHCL fosters critical thinking and lifelong learning through a strong legacy of vibrant community partnerships complementing its historical focus on teaching, research, creative activity, and service.

Strategic Theme

University Identity Educational Achievement Innovation Partners Inclusive Culture & Human Capital

Strategic Result

Recognition as an institution that delivers distinctive integrated learning opportunities that invest in stakeholder experiences. Responsive change leadership which maximizes the quality of the social, economic, and environmental landscape.

Innovation and experiential learning opportunities producing student success. Interdisciplinary collaboration across the University which enhance the student experience throughout career. Support of educational experience through optimization and stewardship of educational resources.

Student opportunities involving internal and external partnerships that engage the community, alumni, employees, and educational institutions, resulting in students making positive contributions to society. New knowledge generated by innovative scholarly activities produced by partners, students, faculty in response to societal opportunities and challenges.

Institutional culture reflects an appreciation of diversity in many forms, resulting in an intersectional identity for our students, faculty, staff, and community. Positive morale is demonstrated by all employees and students, and faculty and staff advancement is achieved through institutional programming focusing on diversity and inclusion. The institution is recognized as an employer of choice and a leader in innovative faculty and staff development.

Strategy Map Performance Measures (KPIs) Targets Initiatives

Students & Stakeholders

……………..

Resource Stewardship

University Process

Organizational Capacity

UHCL - May 9 & Jun 6, 2019




Theme Team Workshop UHCL – Sep 3-4, 2019



University Process


Vision The University of Houston-Clear Lake will lead as a learner-centered university dedicated to achieving national prominence in transformative education grounded in creative activities, innovative research, and community partnerships that serve regional, state, and global locations. UHCL launches your future!


Strategic Theme


Strategic Result








Strategy Development Workshop – Part 1 UHCL – Oct 3-4, 2019




University Process


Strategy Map



UniversityProcess





Objective Owner Workshop Vision The University of Houston-Clear Lake will lead as a learner-centered university dedicated to achieving national prominence in transformative education grounded in



Strategic Theme


Strategic Result







……………..


University Process


UHCL – Nov 4-5, 2019




Strategy Development Workshop – Part 2Vision The University of Houston-Clear Lake will lead as a learner-centered university dedicated to achieving national prominence in transformative education grounded in



Strategic Theme


Strategic Result







Customer Satisfaction… PrioritizeInitiatives……………..


% cost reduction…

University Process Decrease Call Center…


% staff cross-trained…

UHCL – Nov 7, 2019




One-Page Graphic Summary of Strategy

Strategic Objectives and Strategy Map Measures Targets Initiatives

Constituent/Stakeholder

• Livability satisfaction score • >90% this year• Green Space program

• New business startup program

• Community engage committee

• Partnering program

• Program satisfaction score • >85% this year

• Per capita service utilization • 65% this year

• Business permits and licenses •9.5% each quarter

• Per capita income •3% this year

• Customer Satisfaction Score •6% this year

FinancialStewardship

• Controllable expenses •5% this year• Simplify tax payments

• Asset resale program

• Energy savings program

• Asset value •8% this year

• Strategic projects on time and budget • 95% this year

BusinessProcesses

• Index of program results • 85% this year

• Partner recruitment program

• City marketing program

• Satisfaction surveys

• Shared systems• 35% this period; 50%

this year

• Response time changes •5% this period

• Audit score of communication effectiveness

• >90% this period

OrganizationalCapacity

• Recruitment effectiveness • > 80% this period• Customer service training

• Individual development plans

• Program evaluation process

• Retention effectiveness • 92% this year

• Training effectiveness • >93% this period

• Employees use of appropriatetechnology

•45%

Integrity-Based Leadership Ethics Accountability Commitment to Excellence Citizen-Centered Mutual Respect

Widely recognized as a destination for world-class talent from around the world.

The University offers learning opportunities to a diverse group of students to help them achieve their full potential.

Strategic Partnerships Creative Educational Solutions Innovative Learning

EnvironmentNurturing Student Success

Strategic partnerships that contribute to high quality education by supporting and advocating for the University.

We offer different learning opportunities to enrich the lives of our students and community.

A scholarly environment that attracts and fosters talented and diverse students, faculty and staff.

Transformative education offerings to prepare students for successful careers and fulfilling lives.

Vision:

Mission:

Strategic Themes:

Strategic Results:

Improve Program

Outcomes

Increase Quality of

Life

Improve Awareness

and Accessibility

Reduce Waste

Increase Funding

Improve Delivery Services

Improve Efficiency

and Effectiveness

Improve Marketing

Increase Staff Quality

Improve Utilization of Technology




UHCL BSC Development Schedule


UHCL Balanced Scorecard Development

University of Houston Clear LakeWhat’s Been Done So Far?



1

2

May 9th & Jun 6th, 2019

Foundations WorkshopStrategic Management Team (SMT)




What the SMT accomplished during workshop

Discovery

• Mission

• Vision

• Core Values

SWOT / Enablers & Challenges, External Environmental Analysis & Other Assessment Inputs

Customer Needs

Analysis

Customer Value Proposition

Strategic Perspectives

• Students & Stakeholders

• Resource Stewardship

• University Process

• Organizational Capacity

Strategic Themes

• Institutional Image and Brand

• Educational Success

• Innovation Partners

• Human Capacity / Culture



UHCL Balanced Scorecard DevelopmentVision, Mission Connection to Strategic Themes

VisionThe University of Houston-Clear Lake will lead as a learner-centered university dedicated to achieving national prominence in transformative education grounded in creative activities, innovative research, and community partnerships that serve regional, state, and global locations. UHCL launches your future!

UHCL provides a diverse body of students with high-quality, student-centered undergraduate and graduate programs that prepare students to thrive in competitive workplace and make meaningful contributions to their communities.

Mission

University Identity

Educational Achievement

Innovation Partners Inclusive Culture

Institutional culture values diversity in many forms, resulting in an intersectional identity for students, faculty, staff, and community. University supports the campus community, resulting in meaningful engagement and a positive campus climate. Development and advancement is achieved through institutional programming focusing on diversity, equity, and inclusion.

Provide innovative and experiential learning opportunities that promote student success. Strengthen interdisciplinary collaborations across the university that enhance the students’ experience throughout their academic and professional careers. Support educational experiences through the optimization and stewardship of educational resources..

Student opportunities involving internal and external partnerships that engage the community, alumni, employees, and educational institutions, resulting in positive contributions to society. New knowledge generated by innovative scholarly activities produced by partners, students, and faculty in response to societal opportunities and challenges.

Recognition as an institution that delivers distinctive integrated learning opportunities that invest in stakeholder experiences. Responsive change leadership which maximizes the quality of the social, economic, and cultural environment.




Strategic Themes and Results








3

4

Sep 3-4, 2019

Theme Team WorkshopStrategic Theme Teams




SMT Representatives and Theme Team Q&A



UHCL Balanced Scorecard DevelopmentTheme Teams

University Identity Educational Achievement

Innovation Partners Inclusive Culture


University Identity

Debra CarpenterPatricia CuchensEric Herrera Rebecca Huss-Keeler Angela Montelongo

Caylee SmithCharlotte Tullos Ishaq Unwala

Christopher Ward

Recognition as an institution that delivers distinctive integrated learning opportunities that invest in stakeholder experiences. Responsive change leadership which maximizes the quality of the social, economic, and cultural environment.


Innovation Partners

Student opportunities involving internal and external partnerships that engage the community, alumni, employees, and educational institutions, resulting in positive contributions to society. New knowledge generated by innovative scholarly activities produced by partners, students, and faculty in response to societal opportunities and challenges.

William AmonetteKaren BarbierCharles Crocker Nancy DevinoGigi DoXimena FlandesGeorge Guillen

Dorothy Kirkman Lillian McEnery Beth MerfishChristine PaulMichael Wetzel Jane Wood



Mohammed Abdel-GililMissy AdkinsIpek BozkurtKara Hadley-Shakya Sharon HallBryan HeardJudith Marquez Usha Mathew

Denise McDonald Jordan Mitchell Timothy Richardson Wanalee RomeroDeja SeroPatavia Whaley Patricia Wilson



Inclusive Culture


Robert Bartsch Patrick CardenasErika De Leon Anne GesslerStephanie HolleranLisa Jones

Kathryn MatthewVivienne McClendon Marlene RichardsAbby Varela Ashlyn VaughnOmah M. Williams-Duncan


BSC Theme Team Workshop

23

UHCL Strategic Themes & ResultsWith Proposed Edits

Theme Strategic Result

University Identity Recognition as an institution that delivers distinctive integrated learning opportunities that invest in stakeholder experiences. Responsive change leadership which maximizes the quality of the social, economic, and environmental landscape.

Innovation Partners Student opportunities involving internal and external partnerships that engage the community, alumni, employees, and educational institutions, resulting in students making positive contributions to society. New knowledge generated by innovative scholarly activities produced by partners, students, faculty in response to societal opportunities and challenges.


Innovation and experiential learning opportunities producing student success. Interdisciplinary collaboration across the University which enhance the student experience throughout career. Support of educational experience through optimization and stewardship of educational resources.PROPOSED:Provide innovative and experiential learning opportunities that promote student success. Strengthen interdisciplinary collaborations across the university that enhance the students’ experience throughout their academic and professional careers. Support educational experiences through the optimization and stewardship of educational resources..

Inclusive Culture & Human Capital

Proposed: Inclusive Culture

Institutional culture reflects an appreciation of diversity in many forms, resulting in an intersectional identity for our students, faculty, staff, and community. Positive morale is demonstrated by all employees and students, and faculty and staff advancement is achieved through institutional programming focusing on diversity and inclusion. The institution is recognized as an employer of choice and a leader in innovative faculty and staff development.PROPOSED:Institutional culture values diversity in many forms, resulting in an intersectional identity for students, faculty, staff, and community. University supports the campus community, resulting in meaningful engagement and a positive campus climate. Development and advancement is achieved through institutional programming focusing on diversity, equity, and inclusion.



Strategic Theme Strategy Maps

University Identity Innovation Partners

Education Achievement Inclusive Culture



3

4

Oct 3 - 4, 2019

Strategy Development Part 1 Workshop

Strategic Management Team



Strategic Theme Team Presentations – Q&A

University Identity


Innovation Partners

Inclusive Culture

UHCL Strategy Development Part 1



Strategic Themes & ResultsSMT Approved Changes – Oct 3, 2019

Theme Strategic Result

University Identity Recognition as an institution that delivers distinctive integrated learning opportunities that invest in stakeholder experiences. The institution is committed to investment in human capital and innovative leadership which maximize the quality of the social, economic, and cultural environment.

Innovation through Collaboration




Inclusive Culture Institutional culture values diversity in many forms, resulting in an intersectional identity for students, faculty, staff, and community. University supports the campus community, resulting in meaningful engagement and a positive campus climate. Development and advancement is achieved through institutional programming focusing on diversity, equity, and inclusion.


UHCL Strategy Development – Part 1

Perspective UHCL Tier 1 Objectives Inclusive Culture Educational Achievement Innovation Through

Collaboration

University Identity

Students &

Stakeholders15 Increase University

Recognition(Joe, De’Awn, Marilyn)

Increase University Recognition• Improved university image• Improved identity as an HSI• Improved marketing research

for targeted marketing• Improved university reputation

Students &

Stakeholders14 Improve Innovation

(Rick, Vivienne, Evelyn,

Miguel)

Increase Innovation• Increased grant funding• UHCL recognized for innovation

Increase Intellectual Property

Capacity (Potential Initiative)

General InformationThe following table is a crosswalk between the UHCL Tier 1 Strategic Objectives and the Theme Objective Titleand Intended Results that were affinity grouped to support the Tier 1 Objective.NOTES:Theme Objectives Title Only - NOTE: Included based on Objective Title/Description. No Intended Results selected from Theme Team optionsTheme Objectives – Stronger Intended Result - NOTE: Included as a potential Intended Result for this objectiveTheme Objectives – Strong Initiatives – (Potential Initiative)




Collaboration

University Identity

Students &

Stakeholders13 Improve UHCL Experience

(Aaron, Patrick, Joyce)

Improve Campus Climate• Highly attended gatherings by

students, staff, and faculty• Constituents have work-life

balance• Visible enthusiasm/school spirit

Improve Student Outcomes• Increased retention rates• Decreased time to completion• Increased post-graduation

professional job placement

Increased Travel Opportunities• Global perspectives on campus• Higher international

recognition and enrollment• Students, faculty, and staff

experience increased sense of ownership of UHCL

Improve Stakeholder Relations• Involved alumni in the university• Retained students• Increased community support

(engagement)

Improve Alumni Partnerships• Mentorship opportunities• Give back through donations• Professional opportunities• Resource for academic growth

Increase Integrated Learning Opportunities• Improved experiential

opportunities including online and in-person

• Improved availability of program opportunities (i.e. study abroad, long-distance learning)

Improve Sense of Belonging• Constituents feel a sense of

belonging to UHCL• Intention to stay (or stay

involved)• Constituents participate in

supporting university

Increase Community Network• Increased partnerships with

companies, governmental and professional organizations, and other educational institutions

• Increased donations• Increased professional

development opportunities• Employment opportunities• Increased community

involvement in university initiatives

• Increased international student involvement

• Increased diversity• Increased enrollment in

continuing ed initiatives and certifications

Improve Change Management Opportunities (Potential Initiative)




Collaboration

University Identity

Resource

Stewardship12 Reduce Costs

(Mark, Dwayne)Decrease Cost• Improve student affordability• Identify underutilized

resources / operations

Resource

Stewardship11 Improve Alignment of

Resources with Priorities

(Mark, Brian)

Increase Resources for Developmental Opportunities• Constituents have substantial

funding for development activities

Increase Funding• Support for university

initiatives• University support for

institutes and centers focused on community research.Increase Funding for Diversity

• NOTE: Included based on Objective Title/Description. No Intended Results selected from Theme Team options

Resource

Stewardship10 Increase Resources

(Mark, Dwayne)

Increase Revenue• Increased enrollment• Increased endowments/

donations • Increased scholarships /

grants

Increase Revenue• Increased student enrollment• Increased student enrollment

pathways



Perspective UHCL Tier 1 Objectives

(Owners)

Inclusive Culture Educational Achievement Innovation Through

Collaboration

University Identity

University

Process 9 Improve Communication

(Joe, De’Awn)Improve Communications• Improved integrated strategic

communication plan(s)

Improve Communication• Faculty and students will be

aware of partnership opportunities on campus, including across colleges

Improve Stakeholder Relations• Increased internal and external

communications

Improve Marketing Efforts• NOTE: Included based on

Objective Title/Description. No Intended Results selected from Theme Team options

University

Process 8 Improve Business / Academic

Operations

(Kathy, Brian, Mark)

Improve Business Operations• Increased efficiency and

effectiveness• Improved space utilization

Decrease Barriers to Innovation• Transparent, streamlined

process and support for the development and implementation of new ideas

Improved data management

• NOTE: Included as a potential Intended Result for this objective

Increased marketing efficiency


University

Process 7 Improve Student Experience

Process (Ed, Joan, Steve, Aaron, Mike McD.)

Increase Retention Efforts• Students will be retained at the

university

Improve Programs• Increased Enrollment

Increase Enrollment Pathways• Developed and implemented

strategies to better inform the community of the options available at UHCL in order to increase enrollment (Increased Enrollment)




(Owners)


Collaboration

University Identity

University

Process 6 Improve Collaborative

Community Presence(Rick, Ed, Joe, Marilyn)

Increase Campus Community Engagement• Programming is collaborative

across the university• Constituents are aware of,

attend, and participate in university events

Improve Collaborations• UHCL is a destination for

prospective students• Improved relations with

community college partners• Improved relations with high

school counselors• Increased student transfers

from local community colleges

University

Process 5 Improve Campus Diversity

(Scott, Dwayne, Vivienne)

Improve Campus Diversity• Faculty and staff represent

(reflect) the make-up of the student body.

• Faculty, staff, students, and alumni feel represented and supported in their diversity.

Reduce Barriers / Friction• NOTE: Included based on


Organizational

Capacity4 Improve Workload

Management

(Steve, Mark)

Increase Faculty Incentives• Faculty will have more time

for partnerships• Collaborations will form

across colleges• Faculty will seek out

partnerships




(Owners)


Collaboration

University Identity

Organizational

Capacity3 Improve Learning Resources

(Miguel, Joan)Improve Learning OpportunitiesNOTE: Included based on Objective Title/Description. No Intended Results selected from Theme Team options

Improve Transportation Option


Increase Student Resources• Increased scholarship

opportunities

Increase Partnerships• Increased partnerships• Increased internships• Increased experiential learning

opportunities

Organizational

Capacity2 Improve Technology

(Steve, Kathy, Vivienne)Improve Technology• Improved support to units

and colleges• Maintained adequate

hardware & software (Added by SMT)

Improve Digital Presence• Improved digital engagement

Organizational

Capacity1 Improve Value of Diversity &

Inclusion (Scott, Brad, Dwayne, Heather)

Increase Value of Diversity• University constituents value of

diversity, equity and inclusion• High level of knowledge about

topics related to diversity

Improve Culture

• NOTE: Included as a potential

Intended Result for this

objective

Increase Awareness of Culture Diversity• Increased programs and

systems that embrace inclusive culture

• Increased diverse student bodyIncrease Development Opportunities• NOTE: Included based on



Parking Lot

Parking Lot• Student Success Definition

• Create Data Warehouse

UHCL Strategy Development – Part 1 Parking Lot



Students & Stakeholder

University Process


UHCL Tier 1 Balanced Scorecard

1 Increase Value of Diversity &

Inclusion

2 Improve

Technology

5 Improve Campus

Diversity

7 Improve Student

Experience Process

8 Improve Business/

Academic Operations

12 Reduce Costs

9 Improve

Communication

14 Increase

Innovation

15 Increase

University Recognition

10Increase Revenue

11Improve

Alignment of Resources with

Priorities

4 Improve

Workload Management

13Improve UHCL

Experience

3 Improve Learning

Resources

6 Improve

Collaborative Community

Presence

Inclusive Culture


Innovation through

Collaboration

University Identity

All Themes

Impacts all objectives in Perspective

above it

LEGEND



Students & Stakeholder

University Process


UHCL Tier 1 Balanced Scorecard

1 Increase Value of Diversity &

Inclusion

2 Improve

Technology

5 Improve Campus Diversity

7 Improve Student

Experience Process

8 Improve Business/

Academic Operations

12 Reduce Costs

9 Improve

Communication

14 Increase

Innovation

15 Increase

University Recognition

10Increase Revenue

11Improve

Alignment of Resources with

Priorities

4 Improve

Workload Management

13Improve UHCL

Experience

3 Improve Learning

Resources

6 Improve

Collaborative Community

Presence

Impacts all objectives in Perspective

above it

LEGEND



UHCL Strategy Development – Part 11-Page BSC Summary (as of Oct 4, 2019)

Vision The University of Houston-Clear Lake will lead as a learner-centered university dedicated to achieving national prominence in transformative education grounded in creative activities, innovative research, and community partnerships that serve regional, state, and global locations. UHCL launches your future!


Strategic Theme

University Identity Educational AchievementInnovation through

CollaborationInclusive Culture

Strategic Result

Recognition as an institution that delivers distinctive integrated learning opportunities that invest in stakeholder experiences. The institution is committed to investment in human capital and innovative leadership which maximize the quality of the social, economic, and cultural environment.

Provide innovative and experiential learning opportunities that promote student success. Strengthen interdisciplinary collaborations across the university that enhance the students’ experience throughout their academic and professional careers. Support educational experiences through the optimization and stewardship of educational resources.



UHCL Strategy Map Performance Measures (KPIs) Targets Initiatives


……………..


University Process



Objective Owners

UHCL Strategy Development – Part 1 Objective Owners

• Identify SMT Objective Owner(s)• Identify Objective Owner Team members

WORKING SESSION

INSTRUCTIONS

Objective 2 Nancy Wilson

Objectives SMT Owner

Objective 1 John Lennon

Objective 3 Joan Jett

Objective 4 BB King

Objective 5 George Benson

Team Members

Paul McCartney, Ringo Starr, George Harrison…



UHCL Tier 1 Objective Owners

Perspective Objective SMT Owner(s)


1 Increase Value of Diversity & Inclusion Scott, Brad, Dwayne, Heather

2 Improve Technology Steve, Kathy, Vivienne

3 Improve Learning Resources Miguel, Joan

4 Improve Workload Management Steve, Mark

University Process 5 Improve Campus Diversity Scott, Dwayne, Vivienne

6 Improve Collaborative Community Presence Rick, Ed, Joe, Marilyn

7 Improve Student Experience Process Ed, Joan, Steve, Aaron, Mike McD.

8 Improve Business/Academic Operations Kathy, Brian, Mark

9 Improve Communication De’Awn, Joe


10 Increase Revenue Mark, Dwayne

11 Improve Alignment of Resources with Priorities Mark, Brian

12 Reduce Costs Mark, Dwayne


13 Improve UHCL Experience Aaron, Patrick, Joyce

14 Increase Innovation Rick, Vivienne, Evelyn, Miguel

15 Increase University Recognition Joe, De’Awn, Marilyn


WHAT’S NEXT?


SMT Homework• Tier 1 Description & Intended Results• Objective Owner Team Member Selection• Objective Owner Team Meeting



1. Objective Commentary • Write Strategic Objective Description• Using the Intended Results listed:

• Select 1, 2 or 3 Intended Result(s)• Edit wording

• “end state” language• States outcome

• Intended Result (Outcome) must be directly related to Objective, • Objective: Improve Communication

• YES - Intended Result: Information disseminated using at least 2 methods• NO - Intended Result: Customers will be happy

• Intended Results should be measurable

2. Objective Owner Team members DUE NLT Thursday – October 10, 2019 • Finalize list of members

3. Objective Owner Team meeting• Schedule meeting with team members• Discuss Objective and Intended Results• Make sure team members understand Intended Results• THAT’S IT !!!!!

INSTRUCTIONS

SMT Homework




UHCL BSC Development Schedule

Thank You

university of houston clear lake strategy development part ... · ©1997-2019 balanced scorecard...

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