1. 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

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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. Building an Innovative Business School— Conducting an Organizational Performance Review6
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

12. 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

13. Summary Stakeholders Structure and Systems Performance Measures
Strategy

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