The Art and Science of Institutional Transformation TJ Rains, PMP –VP for Information Services, CIO and Chief Transformation Officer
“ Introduction
Cardinal Stritch University• Founded in 1937 by the Sisters of St. Francis of Assissi.• Located in Milwaukee, WI with Regional Sites
throughout Wisconsin and Minnesota. • Catholic University rooted in the Franciscan Tradition. • Total enrollment of 4,600.
• TJ Rains, PMP • Serve as Vice President for Information Services, CIO and
Chief Transformation Officer.• Responsible for IT Functions, Data Quality &
Institutional Research, Library & Learning Services and Project & Performance Management.
“Situational Analysis
Institutional Complexity Non-Term Programming. Convoluted Business Processes and Practices.
Highly Competitive Regional Higher Education Environment Relevant Academic Programs. Enrollment Realities. Financial Realities. Brand Confusion.
Strategic Planning and Resource Allocation Alignment of Strategic Goals, Initiatives and
Human/Financial Resources.
“Need for Reengineering
Due to the difficulties faced, Stitch had to proactively address the situation through a coordinated 8 month reengineering effort. This effort was led by the President’s Cabinet and Board of Trustees Reengineering Committee.
“Need for Reengineering
Planned and began execution of a 2 year reengineering project aimed at achieving the following key outcomes:
Develop and Implement a New Operational Model and Resource Allocation Strategy.
Reduce Operational and Capital Budget to Better Control Costs and Allocate Resources in Growth Activities/Initiatives.
Define, Plan and Manage Growth Oriented Strategic Initiatives. Develop and Implement a Performance Management Model to
Actively Monitor Enrollment, Retention, Financial and Strategic Initiative Progress.
Framework forQuality and Success
Vision and PlanThe Cardinal Stritch
University Vision and Plan lays out strategic goals and initiatives to
enable institutional growth and
improvement.
Program ReviewThe performance of Academic and Service Areas are monitored and validated through the development and assessment of an annual Program Review.
StandardsInternal and external
Standards are managed to ensure department of
education, accreditor and legal compliance.
Project ManagementA standard methodology is applied to all strategic initiatives to ensure proper planning, vision and plan
alignment, progress monitoring and transparency.
Vision and PlanThe Cardinal Stritch University Vision
and Plan consists of Strategic Goals and Initiatives that enable
institutional improvement and growth.
Goal 1: By 2017, Stritch will deliver high-quality educational degrees andprograms that are market leading, with flexible and adaptable learning systems, as measured by frequent feedback from multiple internal and external data sources.
Goal 2: Increase fall enrollment by fall 2017.
Goal 3: By 2017, Cardinal Stritch University will establish an institutional culture committed to applying best practices in the optimization of data and information, business models, strategic fundraising, and operational performance.
Goal 4: By 2017, create dynamic student-centered facilities, programs and servicesat all University locations, with emphasis on the main campus, to ensure a vibrantstudent experience as measured by annual feedback from multiple internal and external data sources.
Goal 5: By June 2013, establish and communicate a clear, concise brand message that distinguishes Stritch from its competitors and peer institutions. Market surveys will document results toward achieving desired brand recognition. Academic colleges and university departments will work in harmony to achieve our brand promise.
Framework forQuality and Success
Standards
Internal and external Standards are defined and managed to ensure
department of education, accreditor and legal compliance.
Document and monitor internal and external standards to ensure institutional compliance.
Tie strategic initiatives and program reviews to internal and external standards to ensure alignment.
Build a culture of continuous improvement that is based upon collaboratively developed and managed standards.
Framework forQuality and Success
Program Review
The performance of Academic and Service Areas are monitored and
validated through the development and assessment of
an annual Program Review.
Implement a common program review process for academic and service areas to monitor performance and plan for continuous improvement.
Utilize a common template, timeline and assessment process for validation of quality.
Results of the program review will be utilized to support vision and plan modifications .
Framework forQuality and Success
Project Management
A standard methodology is applied to all strategic initiatives
to ensure proper planning, vision and plan alignment, progress
monitoring and transparency.
Utilize a common project management methodology for all strategic initiatives. Plan the Work, Work the Plan.
Provide transparent access to strategic initiative project information – project plans, and progress updates.
Framework forQuality and Success
“Project and Performance Management
Organizational Structure Project and Performance Management Office – 2 FTE
Project Management Methodology Adapted the OIS PMM for Institutional Adoption. Identified and Trained Strategic Initiative Project Managers.
PMM and Team Dynamix Bi-Weekly Status Update Requirement
Approach to Performance Management University Wide Dashboard Development and Maintenance.
Enrollment and Retention (Monthly Targets and Actuals) Financials (Monthly Targets and Actuals) Strategic Initiative Project Updates
“Current Challenges and Lessons Learned
Maintain Momentum in the Management of Defined Strategic Initiatives. LL1 – Identify motivators and apply them to ensure project teams work at
peak performance. Balance workload between operational and project availability.
Resource Over-Allocation via Multiple-Project Assignments. LL2 – Safeguard against team burn out by fully understanding and planning
around availability, skills and abilities of functional and technical staff. LL3 - Reengineering/Transformation Programs Involve Multiple Interrelated
Projects that Must be well Aligned and Sequenced to Improve Likelihood of Successful Completion.
Leadership and Communication LL4 – Rely on Industry Experts and Board Resources to Vet and Validate
Reengineering Plans. Establish a Formal Board Committee to Support the Transformation Effort.
LL5 – Openly communicate on performance with the University Community to build transformational buy in.
“Questions