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