Phases of Engagement: In Depth

  • In June 2016, institutional representatives met with BSI to formally kick-off the Strategic Planning initiative.
    In June 2016, institutional representatives met with BSI to formally kick-off the Strategic Planning initiative.
  • June 2016, Strategic Foundations participants worked together to learn about the Balanced Scorecard methodology.
    June 2016, Strategic Foundations participants worked together to learn about the Balanced Scorecard methodology.
  • During the June 2016 Kick-Off, teams developed the strategic themes and results as the foundation for the Strategic Plan.
    During the June 2016 Kick-Off, teams developed the strategic themes and results as the foundation for the Strategic Plan.
  • In June 2016, individuals critical to institutional communication learned from BSI how to communicate about Strategic Planning.
    In June 2016, individuals critical to institutional communication learned from BSI how to communicate about Strategic Planning.
  • The Strategic Planning Communications Team developed a communications plan for internal and external use.
    The Strategic Planning Communications Team developed a communications plan for internal and external use.
  • As part of the Theme Team phase in July 2016, members attended training on how to develop strategy maps, objectives, and commentary.
    As part of the Theme Team phase in July 2016, members attended training on how to develop strategy maps, objectives, and commentary.
  • Later in July 2016, Theme Teams then developed Upstate Medical University specific materials for further development.
    Later in July 2016, Theme Teams then developed Upstate Medical University specific materials for further development.
  • Dr. Laraque-Arena, President, and participants in the Balanced Scorecard strategic planning process receive an update on the work of the Theme Teams.
    Dr. Laraque-Arena, President, and participants in the Balanced Scorecard strategic planning process receive an update on the work of the Theme Teams.
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Organizational Assessment (February - June 2016)

The Balanced Scorecard Institute and Upstate Medical University representatives worked together to explore how Upstate could convert its existing strategic plan elements into an integrated planning and performance management system using a balanced scorecard framework. 

  • BSI and Upstate Medical University representatives participated in multiple conference calls and electronic communication to explore how Upstate could convert its existing strategic plan elements into an integrated planning and performance management system using a balanced scorecard framework.  After significant interaction, BSI recommended a customized approach involving training and consultation designed to: 1) Optimize the good work already in progress at Upstate 2) move the University towards an integrated balanced scorecard system through the development of an institutional, Tier 1 Balanced Scorecard and 3) insure future sustainability of the process and system after engagement completion through training of Upstate representatives.
  • Upstate Medical University provided BSI with significant amount of information for familiarization of Upstate’s past, current, and desired future state.
  • Upstate Medical University completed additional assessment work to ready itself for the engagement.  

Strategic Foundations Workshop (June 7 - 8, 2016)

President Laraque-Arena and a variety of institutional representatives (See participantsPDF Icon) gathered for a two-day kick-off session with Balanced Scorecard Institute (BSI).  This workshop served as the first opportunity to bring together a cross-representational mix of institutional leadership in this strategic planning effort to understand the Balanced Scorecard methodology and agree on the guiding strategic themes and results needed as a foundation for building a strategic balanced scorecard.

Workshop Content

Overview of the Balanced Scorecard System

Step 1: Assessment

  • PESTLE/SWOT
  • Mission, Vision, Values
  • Customer & Stakeholder Needs

Understand how current plan/work elements fit into a best practices scorecard and validate/create any missing elements

Step 2: Strategy Formulation

  • Customer Value Proposition
  • Strategy Profiles (continued)
  • Perspectives
  • Strategic Themes
  • Strategic Results

Review the Roadmap for the Future Workshops, Discuss Team Roles and Responsibilities

Workshop Outcomes

From this session, the following information was created and agreed-upon for further refinement later in the process:

Change Management & Communications Workshop (June 21, 2016)

BSI Consultants returned to campus for a one-day session with the key individuals identified as critical to the communication of the strategic planning process to develop a plan of what, when and how to communicate the strategic planning initiative internally and externally.

BSI Consultants returned to campus for a one-day session with the key individuals identified as critical to the communication of the strategic planning process.  This small group consisted of individuals involved in the planning process and internal individuals representing Marketing and University Communiciation, Public Relations, Educational Communications, Community and Government Relations, Organizational Training and Development, and Human Resources. (See participants.)PDF Icon

This group received an overview of the Balanced Scorecard system, review of the work completed during the Strategic Foundations session earlier in June, and training on best-practice communication related to this type strategic planning and management process.  A Communications Matrix specific to Upstate Medical University was developed with initial ideas on what, when, and how to communicate the strategic planning initiative internally and externally.  This group will continue to work throughout the process in insuring appropriate, timely, and relevant information is disseminated. 

Theme Team Training and Workshop (July 12 and July 25 - 26, 2016)

Theme Team Training

Based upon the Strategic Themes and Results identified in the Strategic Foundations session, four teams were developed.  Per BSI guidelines, the teams were to be guided by two co-chairs.  For continuity, the co-chairs needed to have been part of the Strategic Foundations session with one being a member of Dr. Laraque-Arena’s University Executive Committee (UEC).  Based upon the theme and strategic result, additional members were selected due to specific areas of responsibility or content knowledge.  BSI suggested groups of no larger than ten members and a mix of individuals previously involved in the process and new members.  (See participants)PDF Icon

For this section of the engagement, each member of the Theme Teams received a half-day training on July 12, 2016 from the BSI consultants overviewing the Balanced Scorecard system, the work to date, and explanation and instruction on the work to be completed during the upcoming workshop.  Members were taken through a series of exercises to understand strategy maps, objectives, and commentary for development in the next meeting.

Theme Team Workshop

On July 25 – 26, 2016 the BSI consultants returned to work with all 40+ members of the Theme Teams.  The groups were charged with development of a Theme Strategy Map, objectives (what we need to do on a continuous improvement basis to achieve this desired result) and commentary (captures the essence and scope of the team’s discussion about strategy and strategic objective).  Intended results and potential initiatives through which to meet the objectives were briefly discussed. 

At the end of the second day, Dr. Laraque-Arena, the Communications Team, and  individuals from the Strategic Foundations session were invited back to a formal presentation by the Theme Teams of their work.  These presentations served two purposes:

  1. An opportunity to keep participants involved throughout the process and
  2. The Theme Team groups to explain the content and rationale of their workshop outcomes.

The materialsPDF Icon will be used in the next phase of the engagement to occur in September 2016.  This work marks the end of the Theme Team member responsibility other than future invitation to updates or if asked to participate in a future phase. 

Strategic Management Team Session (September 1 - 2, 2016)

Dr. Laraque-Arena, the University Executive Committee (UEC), and Theme Team Co-ChairsPDF Icon further developed the prior work of the Theme Teams during this two-day session.  Specifically, the group was charged with merging all four Theme Team Strategy Maps into a single organization-wide (Tier 1) Strategy MapPDF Icon.  This process was facilitated through a series of small and large group activities and discussions designed to insure all areas of the institution were equitably represented within all of the objectives.  Commentary and intended results for each objective was created to inform the work of the next session. 

At the end of the second day, all prior participants of the strategic planning process were invited back to a formal presentation by the Leadership Team.  This presentation served two purposes:

  1. An opportunity to keep participants involved throughout the process and
  2. The Strategic Management Team to explain the content and rationale of their workshop outcomes – the draft Institutional Tier 1 Strategy Map.

From these institutional objectives and supporting information, the Objectives Teams will next create the respective performance measures and initiatives to drive the ultimate outcomes indentified in the Tier 1 Strategy Map

Strategic Objectives Workshop (November 7 - 8, 2016)

In November, the Balanced Scorecard Institute (BSI) consultants returned for a two-day session intended to further refine the Tier 1 Strategy Map Objectives.  The Strategy MapPDF Icon consists of fifteen (15) objectives deemed as institution-wide priorities across our mission.  Through a variety of small and large group exercises facilitated by the BSI representatives, the teams spent the workshop identifying appropriate performance measures and initiatives to support the objectives.

Each strategic objective had an assigned team consisting of a team leader and cross-functional content experts.  As with all other phases of the strategic planning process to date, continuity of work was maintained by repeat participation of some individuals while simultaneously increasing representation, involvement and expertise by adding many new participants.  This working session comprised of approximately eighty (80) individuals from across the institutionPDF Icon

Over the course of the session, the following topics were covered:

Workshop Content:

  • Topic:  Review of the Balanced Scorecard Strategic Management System Development at Upstate;
  • Topic: Performance Measurement Training to understand the basic performance measurement concepts;
  • Topic: Performance Measurement Development to identify and define (meaningful) Performance Measures (and captured candidate initiatives, as applicable); Revise Commentary as necessary;
  • Topic: Objective Teams reporting to Dr. Laraque-Arena, President, and each other the refined objective descriptions, intended results, measures and any candidate initiatives. 

Next Steps:

At the Annual Leadership Retreat scheduled for the end of November, Dr. Laraque-Arena, President, and her Extended-University Executive Committee will work with the BSI representatives to review the proposed performance measures and initiatives to finalize into the institution-wide priority areas of measurement and work.

Ultimately, the Upstate Medical University Tier 1 Strategy Map and supporting Strategic Plan will launch institutionally in early 2017 with an awareness campaign, educational opportunities, workgroup development to move forward initiatives, and opportunities for further involvement amongst the workforce. 

Performance Measures and Initiatives Workshop (November 30, 2016)

On the last day of November, the Balanced Scorecard Institute (BSI) consultants returned for a one-day working session with Dr. Laraque-Arena’s Extended University Executive Committee (E-UEC) and additional research and hospital administration representatives.PDF Icon

The purpose of this session was to review and further refine the Objective’s Teams submissions from the previous workshop.   Through a variety of small and large group exercises facilitated by the BSI representatives, the group spent the session understanding and prioritizing, in particular, the initiatives deemed most impactful in moving forward the fifteen institutional objectives. 

Over the course of the session, the following topics were covered:

Workshop Content:

  • Topic and Outcome: Validate Performance Measures and Targets
  • Topic: Initiatives Prioritization Framework, including Criteria and Prioritization Methodology
  • Outcomes: Develop a framework for prioritizing Strategic Initiatives, including consistent criteria and prioritization methodology

Next Steps:

On December 1, 2016, Dr. Laraque-Arena and her leadership team will review, further refine, and prioritize the work of this session.  From there, determination of next steps with the Balanced Scorecard Institute and finalization of the Upstate Strategic Plan will be determined.  Additional information will be forthcoming in the New Year. 

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