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Value Assessment Through Strategic Planning: A Case Study

Explore the economic and qualitative benefits of value measurement through a case study conducted at Claremont University Consortium by Katherine Hauser Rubel and Adele Vuong. The study delves into how CUC initiated a strategic planning process in March 2010 to define and analyze its value proposition. The process involved engaging a consultant to guide the organization in understanding and measuring its overall value. This research sheds light on the importance of evaluating both economic and qualitative benefits for effective strategic decision-making.

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Value Assessment Through Strategic Planning: A Case Study

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  1. Defining Value Economic Benefit and/or Qualitative Benefit, A Case Study Katherine Hauser Rubel & Adele Vuong Claremont University Consortium
  2. KRA 1 & 2:Value Measurement
  3. WE BEGINMarch 2010 CUC engages a consultant to facilitate a Strategic Planning process A Steering Committee is named to work with the consultant and lay out a plan A Planning Group is named and, with the Steering Committee, each is to undertake a number of tasks which will result in Strategic Plan recommendations to take to the CUC Board of Overseers Directors and others work in teams with the Planning Group
  4. Helpful Resources Good to Great by Jim Collins Consultant Max Stark of Max Stark & Associates Consultant Jason Saul of Mission Measurement LLC
  5. STRATEGIC PLANNING IS…A GROUP PROCESS TO DETERMINE:WHERE YOU AREWHERE YOU WANT TO GOHOW TO GET THEREAll humankind is divided into three classes: those that are immovable, those that are movable and those that move…Arabian proverbCUCOur Vision, Our Mission, Our Commitment, Our Values
  6. GOALSLofty, Exciting, Confusing Identify and address CUC’s most important Strategic Issues and opportunities Shape the approach to these issues and opportunities into a coherent organizational destination and strategic framework/plan with clear outcomes and accountabilities Achieve staff consensus and a sense of ownership of this strategic framework and plan Contribute to the evolution of the staff’s strategic thinking/planning tools and capabilities
  7. FORMAT/COMPONENTSDeterminations/Parts of the Plan Identity: Vision, Mission, Values Core Competencies / Core Capabilities Key Result Areas (KRAs): 3-year Key Results (Outcomes), Strategic Work, First-year Priorities, and Major Resources Strategic Focus Implementation Plan: Resources, Accountability, Annual Actions
  8. TEAMS ARE RENAMED, REDEFINEDIt is not the strongest that survive nor the most intelligent, but rather those who are most responsive to change…CharlesDarwin KRA 1 - Building the Market Competitiveness of Services KRA 2 - Building the Financial Value of Services KRA 3 - National Reputation/Branding KRA 4 - Neutral Center for Entrepreneurship & Experimentation KRA 5 - Our People and Culture
  9. WORKSHEETSRubber meets the road (rubber tries to find the road)August to October 2010 Worksheet #1: What a specific service looks like at CUC currently Worksheet #2: Strategic issues/opportunities Worksheet #3: Looking at the external environment Worksheet #4: Identifying our current strengths and weaknesses Worksheet #5: Brainstorming major options
  10. KRA IBUILDING THE MARKET COMPETITIVENESS OF SERVICESStrategic Issues – Into 2011 How do we evaluate our services? How can we measure CUC’s market competitiveness for each of The Claremont Colleges? How can we communicate our market competitiveness to TCC?
  11. DEFINING “MARKET” AND “MARKET COMPETITIVENESS”We will Define market standards of each CUC service Identify peer comparison institutions Identify criteria for distinctiveness of selected services Determine which services are leaders Identify each service’s aspirational goals
  12. CUSTOMERS VS. USERSWho knew they were different? Who is our Primary Customer? Someone who is willing to pay for our product Group for which our services/products are targeted Decision maker(s) Entities that sustain our existence Anyone requesting or wanting our help or service Conclusion: CUC’s Primary Customers are the Leaders of the Colleges
  13. USERS VS. CUSTOMERSSometimes not all that different Who are our Users? Those who use our service(s) Those with whom we have a working relationship Those who influence our potential Sometimes they are both Customers and Users Conclusion: CUC’s [end] Users are the Students, Staff and Faculty of The Claremont Colleges
  14. CHOOSING PEER INSTITUTIONS Time-consuming, Frustrating, Interesting Which institutions are perceived by each of the Claremont Colleges to be their peers? We began by interviewing the Student Deans & Admissions and the Institutional Research departments of TCCs – little agreement The College Presidents were asked. They did not agree among colleges or with their two departments, even within their own colleges KRA 1 team compiled the data and determined which were the top 5 and which 5 would be a subset of peer institutions to consider
  15. OUR PEER INSTITUTIONSA six-month Decision Tier 1 Amherst Carleton Stanford Swarthmore Williams Tier 2 Caltech Middlebury Occidental Princeton Wellesley
  16. CHOOSING SERVICES10 TO 8 TO 6 How to decide which CUC services to first evaluate for Market Competitiveness? Which services’ evaluations will be most important to our customers? Do we choose a variety of services, e.g. student and administrative? Which services serve the Colleges and not just CUC – internal and external services?
  17. SERVICES AND PEERSWe’re at a milestone Six services have been chosen for the first round of evaluations: Campus Safety –serving all seven of The Claremont Colleges and CUC Card Center – a variety of services to students, staff and faculty Chaplains – serving all of the students of TCC Risk Management – serving all of TCC and CUC Student Health – serving the students of TCC Workers’ Compensation – serving all of TCC and CUC
  18. A SIMPLE FORM & A LEAP FORWARDPutting it together Six services will list the Features/Functions of their departments The process is detailed, time consuming, but clear Special functions are a separate category Resources are KRAs 1 and 2 Metrics will be a challenge We have made great progress
  19. Financial Value Example $3.2M if each of The Claremont Colleges ran service on their own __ $2.3M to run service under Consortium Group Model = Save $900,000 using Group Model
  20. Financial Value Inputs Financial Value Delta Key Assumptions Group Model Standalone Model FTE College Contributions Pass-through Costs
  21. Financial Value Inputs
  22. THE RESEARCHActual comparisons begin A Claremont Graduate University Research Intern Peer Institutions web sites are a wealth of information Peer Institutions first hand Market competitive, market leaders, quality levels of distinction, the Strategic Planning process goal is to best serve our Customers, The Claremont Colleges
  23. Questions & Answers
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