"KEY ELEMENTS" CHECKLISTS

Managers have expressed a need for checklists of the essential ingredients comprising a strategic plan, an A&BS "Action Plan," performance measures, and customer satisfaction tools. These succinct tools provide a timesaving approach to achieving a useful level of consistency across these four dimensions of A&BS activity.

Four checklists follow:

Key Elements: An Effective Strategic Plan

Key Elements: A&BS Action Plans

Key Elements: Useful Performance Measures

Key Elements: Customer Satisfaction Tools

 

Key Elements: An Effective Strategic Plan

  • States objectives succinctly
  • Clarifies link to institution's goals
  • States realistic resource premises
  • Defines scope (not boundless nor vague)
  • Contains both analytical and synthetic elements:

Synthetic Elements

  • Tests 2-5 feasible models
  • Seeks form-giving overarching principles
  • Finds "leveraging" strategies
  • Redefines "rules of the game"
  • Finds win/win solutions
  • Targets selective opportunities
  • Seeks selective excellence
  • Discards strategies that do not yield sustainable gain
  • Demonstrates that selectedstrategy = simplest, most resourceful alternative to accomplish objectives

Analytical Elements

  • Basic assumptions
  • Important premises
  • Identified customers and
  • "stakeholders"
  • Customer needs and their performance expectations
  • Stakeholder expectations
  • External standards
  • Criteria to evaluate alternate courses of action
  • Obstacles and constraints
  • Potentially exploitable assets
  • Ultimate success measures

Key Elements: An Effective Strategic Plan (continued)

  • Identifies critical path to successful implementation
  • Strikes a balance: roles of people, uses of technology
  • Does not resort to external assignment of responsibility for vexing problems
  • Includes communication plan
  • Body of plan does not exceed 10 pages

 

Key Elements: A&BS Action Plans

  • Attainable within one year
  • States improvement objective:
  • Customer-driven service objective
  • Process streamlining or simplification, technological
  • upgrading, policy simplification, outsourcing, paper-
  • reduction, or importing an exemplary practice.
  • States problem(s) to be solved in order to achieve objective
  • Defines scope (not boundless)
  • Based on known resources
  • Strikes a balance: roles of people, uses of technology
  • Identifies team of project participants
  • Identifies leadership of team
  • States measurable result that will define successful completion
  • Identifies key tasks and "deliverables"
  • Sets overall performance deadline
  • Targets milestone deadlines for key interim tasks
  • Described in < 1 page and capsulized in one paragraph

 

Key Elements: Useful Performance Measures

  • Derived from institution's stated goals
  • Linked to customer-driven performance objectives
  • Operationally sound:
  • Focused on a "key deliverable" product or service
  • Complete product outcomes (not process components or inputs)
  • Few, focused -- 1 or 2 per "key deliverable"
  • Economical to measure
  • Benefit/cost ratio >1 -- measurement "pays for itself" through improved resource-effectiveness
  • Translatable into individual action:
  • Individuals can use measures to change their behavior in ways that improve the organization's performance
  • Understandable
  • simple
  • credible
  • common-sense
  • "Content-dense" -- much insight per unit of data
  • "Post-able" -- understandable if posted in the workplace
  • Consistent with explicit and implicit reward systems

 

Key Elements: Customer Satisfaction Tools

  • Table of Contents
  • Forward to Process Improvement Training

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