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UC Merced SBDC Accreditation Overview

UC Merced SBDC Accreditation Overview. 2011. Accreditation… What does it mean to you?. Outcomes of This Presentation. Receive an overview of the accreditation process Learn about next steps Review a timeline Your role. Begin With the End in Mind. Short Term:

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UC Merced SBDC Accreditation Overview

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  1. UC Merced SBDC Accreditation Overview 2011

  2. Accreditation… What does it mean to you?

  3. Outcomes of This Presentation • Receive an overview of the accreditation process • Learn about next steps • Review a timeline • Your role

  4. Begin With the End in Mind • Short Term: • Renew our Accreditation in 2011. • Long Term: • A Management System. A common management system for the entire UC Merced SBDC region. • Benefits. Improved client results, greater satisfaction among leaders and staff, improved stakeholder support and greater financial opportunities. • Future Accreditation Processes. Future accreditation processes become much simpler and easier to implement. We won’t have to reinvent the wheel as this becomes routine.

  5. Qualities of Our Process • A Journey. This is an ongoing journey, not a destination for this year. It will become a significant part of who we are. • Integration. We’ll integrate the details of the ASBDC accreditation standards with the spirit of the Baldrige Quality Program. • Simplicity. The entire process and this management system is intended to be simple to understand and implement. • Support. The directors will have support as we go through the process together.

  6. The Basis of Accreditation • Malcom Baldridge National Quality Program • Baldrige is a set of criteria that is well accepted as an effective approach to achieving world-class organizational performance. • The National Institute of Standards & Technology (NIST), an agency of the U.S. Dept of Commerce manages the Baldridge program

  7. The Baldrige Framework as an Overall System

  8. The Four-part Management Model II. Leadership III. Results IV. Information and Analysis System I. Organizational Profile

  9. The Four-part Management Model, Including the Seven ASBDC Standards Standard 1: Leadership and Organizational Issues Standard 2: Strategic Planning Standard 3: Customer and Stakeholder Focus Standard 5: Staffing and Human Resource Utilization Standard 6: Program Delivery and Management Standard 7: Results II. Leadership III. Results IV. Information and Analysis System Sets the Context: Organizational Description and Challenges Standard 4: Information and Analysis System I. Organizational Profile

  10. Systems and Process: a MAJOR Theme • This management system is based on systems and processes that are: • Documented • Easily replicated • Produce data and information so that learning is possible

  11. Examples… Not Processes Feedback: We let everybody know that we’re open to getting feedback. Stakeholder Communication: We communicate regularly with our stakeholders. Inspiration: Our vision and values are on the wall of our center. Processes Feedback: In January and July the director solicits written feedback from the consultants regarding how he’s performing as a leader. He uses this feedback to revise and update his leadership plan. Stakeholder Communication: Once/quarter we run a two-hour breakfast session for our seven-person advisory board of stakeholders. We utilize their feedback to refine our annual plan. Inspiration: We allocate 1 hour during both our annual and semi-annual all-staff/consultant meetings to discuss how we’re living our center’s values and meeting its vision. We change our actions if we determine that we’re not aligned with our vision and values.

  12. What does it mean to you? • What is your center’s strategy? • These are the industry sectors targeted • What is the process going to be? • Here are the tools & resources • How are you going to measure the outcomes? • Here is the evaluation process & stories

  13. Integrating What You’re Already Doing You’re already doing much of what this management system describes. We’re simply going to begin integrating this model with your program activity. Where there are gaps between what’s taking place and what the system requires? We’ll begin the process of addressing it.

  14. I. The Four-part Management Model Organizational Profile II. Leadership III. Results IV. Information and Analysis System Sets the Context: Organizational Description and Challenges I. Organizational Profile

  15. What is the real value of the Self Study? • Objective • Self study is a management manual • Self check on whether you are paying attention to what is important • Help build understanding of where your SBDC is in terms of strengths and weaknesses • Identifies the key steps to move to the next level • Helps identify key themes • Use as a training tool for new and existing staff

  16. II. The Four-part Management Model Leadership Standard 1: Leadership and Organizational Issues Standard 2: Strategic Planning Standard 3: Customer and Stakeholder Focus II. Leadership III. Results IV. Information and Analysis System I. Organizational Profile

  17. Standard 1: Leadership & Organization Two Purposes: 1. Sustaining Your SBDC • Set vision, direction and address threats and opportunities 2. Governing of Your SBDC • Establish clear communication and performance expectations • Ensure systematic learning • Provide systematic review of performance • Analyze feedback used to develop actions • Meet compliance requirements

  18. Standard 2: Strategic Planning A systematic process that • Evaluates customer and stakeholder needs • Evaluates the strengths and weaknesses • Identify what we do well and what needs improvement to execute strategies • Assess capacity of SBDC to execute strategies • Do we have the internal resources to accomplish strategies?

  19. Vision: sets direction UCM SBDC Network Vision To be the premier provider of business development services across Central California

  20. UCM SBDC Mission Statement To promote the development and growth of small businesses by providing high quality business assistance throughout Central California thereby enhancing regional prosperity.

  21. Current Strategic Plan Goals • Goal 1: Attain a high level of stakeholder awareness & positive recognition for the UC Merced SBDC network • Goal 2: Stable Cash match of 1:1 by 2011 • Goal 3: Expand SBDC services using technology

  22. Standard 3: Customer & Stakeholder Focus Objective: Build relationships to acquire customers and key stakeholders Identify the key results they want from us Manage satisfaction, feedback, needs & complaints

  23. How can we nurture these relationships? • Client communication & feedback • Stakeholder communication & feedback • Communicate on what is important to them • Provide frequent information on what you are doing that they value • Understand and reconcile the variety of expectations of differing stakeholders

  24. Strategy 3: Marketing & Promotional Programs Marketing and Promotions should support: Clear integration of strategy & image Common brand or logo Convey the SBDC Image as a region wide & state wide cohesive network Professional Facilities

  25. III. The Four-part Management ModelResults Standard 5: Staffing and Human Resource Utilization Standard 6: Program Delivery and Management Standard 7: Results II. Leadership III. Results IV. Information and Analysis System I. Organizational Profile

  26. Strategy 5: Staffing & Human Resources Objective:Enable workforce to utilize their full potential by alignment with organization’s overall vision, strategy and action plans. Focus on key practices: • Understanding how the SBDC engages workforce to achieve organization & professional success • Clear understanding & focus on clients & stakeholders value creation • Enabling the SBDC team to adapt to innovation & learning that leads to success

  27. Strategy 5: Workforce Learning and Growth Focus on professional development programs that align with strategy: • Evidence of how training needs are determined • Evidence workforce training is supportive of high performance achievement • Clear linkages to high-priority strategic & action plans • Structured training program for new workforce members • Assessment system, including feedback loops to determine effectiveness of training

  28. Strategy 6: Program Delivery & Management • Objectives – Monitoring, evaluating, and improving key services • How are we performing? • Are our programs & services what the customer wants? • Is the service delivery efficient and effective? • Are we achieving desired results? • Are we satisfied with our measure of customer satisfaction? • Does our work processes help us identify improvements? • Do we assess regularly?

  29. Strategy 7: Results This standard looks at how you use the information from 4.0 from the five major categories: • SBDC Service Results • Customer Focused Results and Outcomes • Market Results and Outcomes • Human Resource Results and Outcomes • Organizational Effectiveness Results and Outcomes

  30. Results: How does this relate? • This standards looks at how you use the data over time: 2-5 years • This standard looks at longer term management decisions & results of the SBDC

  31. IV. The Four-part Management ModelInformation & Analysis II. Leadership III. Results IV. Information and Analysis System Standard 4: Information and Analysis System I. Organizational Profile

  32. Standard 4: Information and Analysis System • Key elements : • Measures key business processes and activities – KPIs (Key Performance Indicators) • Analyzes • Reviews the analyses to support improvements or changes the organizations’ key processes & activities

  33. Benefits? • Aligns metrics to key organizational goals • Metrics drive daily behavior • Data is validated so it is trustworthy • The data collection process is efficient and includes contingency plans to store and use data

  34. What type of categories should be included in this system? • There are five broad categories to consider: • Key SBDC Service Results and Outcomes • Customer Focused Results and Outcomes • Market Results and Outcomes • Human Resources Results and Outcomes • Organizational Effectiveness Results and Outcomes

  35. Questions

  36. Timeline…

  37. Next Steps… Schedule Individual Center accreditation meetings with the Lead Office for the December/January timeframe Review the ASBDC Accreditation Standards Access & Customize Strategic Plan to your region Begin to Process & Document Standard #3: Customer & Stakeholder Focus

  38. Questions

  39. Accreditation… What does it mean to you?

  40. Accreditation: What does it mean to you?

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