Building a Solid Foundation: Four Not So “Easy” Pieces NIST “Getting Acquainted Workshop” John Latham, PhD Director, The Monfort Institute Executive Professor of Management Quest for Excellence XXII Washington, D. C. April 11, 2010

Overview Aligning and Integrating the Four Not So “Easy” Pieces Stakeholders Structure and Systems Performance Measures Strategy Getting the “DNA” Right

Who We Serve Students Employers Colorado Taxpayers Alumni Excellent Education High Value High-Quality Employees and Interns Economic Growth Revenue Base Community Service Degree that Increases in Value Network for Career Advancement

Assurance of Excellence Redefining Accountability… Traditional Model Accrediting Body Requirements (AACSB) University (Parent Org.) Requirements Pressure/Accountability Pressure/Accountability Assurance of Excellence at College Level Pressure/Accountability Pressure/Accountability General Public Requirements Customer Requirements

Assurance of Excellence Redefining Accountability Partnership Model University (Parent Org.) Requirements Accrediting Body Requirements (AACSB) Partnership Partnership Assurance of Excellence at College Level Responsibility/Achievement Responsibility/Achievement Partnership Partnership Customer Requirements General Public Requirements

Defining a Student-Centered Process Framework Academic, Professional Current, Relevant, Experiential, Integrative Experienced, Capable, Customer Service CURRICULUM/ EXTRACURRICULAR FACULTY STAFF Alumni Prospective Students New Recruits STUDENTS Employers FINANCIAL RESOURCES PROGRAM REPUTATION FACILITIES/ TECHNOLOGY Maintenance, Support Growth High-Quality Improving Supports Learning, Current, Matched to Industry

Utilizing a Management Control System… Administrative Leadership Faculty Affairs Committee Curriculum Committee College Student Council CURRICULUM/ EXTRACURRICULAR Staff Committee FACULTY STAFF Alumni Prospective Students New Recruits STUDENTS Employers FINANCIAL RESOURCES PROGRAM REPUTATION FACILITIES/ TECHNOLOGY External Affairs Student Affairs Committee Technology Committee

UNC Student Rep. Council Utilizing a Management Control System… Administrative Leadership Faculty Affairs Committee Curriculum Committee Student Advisory Board UNC Student Rep. Council LIBRARY CURRICULUM/ EXTRACURRICULAR ACTIVITIES BoA Staff Committee ACADEMIC AFFAIRS-DEANS ADMISSIONS BoA SPEEC FACULTY BoA STAFF Alumni Office PARENTS Alumni Prospective Students PARENTS New Recruits STUDENTS Employers AS&A FINANCIAL RESOURCES PROGRAM REPUTATION BoA BoA Career Services F&O OBIA FACILITIES/ TECHNOLOGY Advancement External Affairs UNC I.T. Dean of Students Technology Committee Student Affairs Committee

Mission, Vision, and Values… Building an Innovative Business School— Conducting an Organizational Performance Review KPI #6: ETS (Capstone) Exam Performance? Create a KPI/SPI set used to gauge capacities and performance results National exams/surveys used to assure broad-based comparisons Performance reviews across MCB committees Utilize strong results to enhance reputation and strengthen recruiting Mission, Vision, and Values… 6 Strategic Objectives and Action Plans Desired Criteria: three or more data points national comparator? targeted goal (top 10%) High-Touch, Wide-Tech, Professional Depth Student- Centered Process Framework In Out

Building an Innovative Business School— Conducting an Organizational Performance Review Utilize a color-coded “stoplight system,” which can provide a powerful communications tool for portraying current performance to multiple stakeholder groups (internal and external) KPI Performance-Fall 2006 17 3

Building an Innovative Business School— Conducting an Organizational Performance Review 6 CURRICULUM/ EXTRACURRICULAR ACTIVITIES 7 27 28 29 30 31 32 33 34 35 8 9 10 42 43 36 37 38 39 40 41 44 45 46 FACULTY STAFF 11 Alumni 21 22 47 48 49 Prospective Students 20 17 18 19 58 1 New Recruits 3 STUDENTS 23 24 5 Employers 59 2 4 25 26 60 FINANCIAL RESOURCES 53 54 55 PROGRAM REPUTATION 16 14 15 56 57 FACILITIES/ TECHNOLOGY 12 13 50 51 52 = Key Performance Indicator (improving, same/1-yr. decline, >2-yr. decline) # = Supporting Performance Indicator (improving, same/1-yr. decline, >2-yr. decline) # Fall 2004 Data

MCB Metrics Aligned with Strategy Strategic Objective #2: Maintain a High-Quality Curriculum Strategic Objective #1: Build High-Quality Student Population Strategic Objective #3: Maintain High-Quality Faculty 6 7 CURRICULUM/ EXTRACURRICULAR ACTIVITIES 11 8 9 10 FACULTY STAFF 100% of KPIs align to one of five strategic objectives. 1 5 17 ALUMNI 18 19 STUDENTS NEW 3 RECRUITS EMPLOYERS 20 2 4 14 FINANCIAL RESOURCES PROGRAM REPUTATION 16 15 FACILITIES/ TECHNOLOGY 12 13 Strategic Objective #4: Maintain Adequate Financial Resources Strategic Objective #5: Build Program Reputation To Match Program Quality Fall 2006 Data

Summary Stakeholders Structure and Systems Performance Measures Strategy

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