What is the Strategic Management & Metrics Project?
The Strategic Management & Metrics Project is developing an integrated strategic framework and process for Berkeley that links strategic goals, resource allocation decisions, and performance-based metrics.
Why is this project needed?
Keeping UC Berkeley great, in face of the challenging external environment, requires a sharp focus on trade-offs so that we can make good choices from the very real dilemmas that we face. UC Berkeley currently lacks a set of widely-understood strategic goals as well as a set of common metrics that allow us to measure progress toward those goals. At the campus-wide level, strategic goals exist but are not communicated widely. Some schools and units have robust strategic plans and effectively use metrics to measure performance; however, these efforts are not coordinated across units and are not necessarily tied to campus-wide goals. In short, as a campus we need a formalized and flexible process that will enable us to make key decisions and continually evaluate where we are, where we’re going, and how best to get there.
What is the higher goal?
In line with the operating principle “We are accountable to each other,” the development of a strategic framework enables UC Berkeley to be more accountable to students, faculty, staff and other stakeholders. By being transparent about our goals and strategies, and offering a common process and shared set of measures, we are more accountable and enable a culture of continuous improvement.
Who are the pilot participants?
The project team is working collaboratively with a pilot group of divisions/schools, as well as other key functional teams and managers across campus, who have volunteered to provide their strategic objectives and real data to help develop a working model of the future strategic framework and process. The pilots, including both Academic and Administrative units, vary in size and have mixed experience in terms of using metrics:
- Administration and Finance
- Division of Student Affairs
- Graduate Division
- Goldman School of Public Policy
- Haas School of Business
Who decides on our strategic direction?
At UC Berkeley, strategic planning is a two-way street: “bottom up” from priorities within departments/units – and “top down” from central campus leadership. Along the way, there is room to discuss, exchange, iterate, adjust and align. This project will not formulate or create strategies at either the campus or unit level; rather, it will provide the framework and tool kit for aligning existing plans and strategies for leaders to manage their units more effectively and to follow how well the strategy is being executed using metrics. These metrics will also provide a common language for communicating our strategic objectives and outcomes.
How does this tie into the campus budget process?
This strategic framework and process is linked to the annual budget cycle and builds upon the university’s recent budget reform work, which has provided a critical financial baseline to inform long-term strategic planning. Through the CalPlanning budgeting and financial analysis system, campus finance staff is submitting higher quality financial information than ever before, and are providing a budget narrative that outlines their strategic vision. The new framework will allow units to better link their strategies to their resource allocation decisions and their metrics.
Who will be using this framework and process?
This framework and process is intended to be used primarily by campus-wide leaders, unit leaders, and CAOs, etc. Initially it will be targeted at the Vice Chancellor and Deans.
Will this mean a lot of work for my department?
The project team aims to reduce the amount of additional work by tying into existing campus processes and data sources wherever possible. Data from CalPlanning and CalAnswers will feed the process, and the framework will tie into existing budget schedules and workflow wherever possible.
What are the next steps?
Rather than implementing a static strategic planning process, we envision a “living process” with an eye toward continuous improvement and refining goals and strategies based upon our rapidly changing environment. At present, we are designing the process and supporting tools. Based on implementation decisions made later this year, we will aim to progressively roll out capabilities in 2014.
For frequently asked questions regarding common metrics, read the Common Metrics Overview.