STRATEGIC PLANNING TOOLS TO IMPROVE ACCOUNTABILITY...

STRATEGIC PLANNING TOOLS TO IMPROVE ACCOUNTABILITY TOWARDSSOCIETY: A CASE STUDY FROM THE UNIVERSITY OF LAS PALMAS DE GRAN CANARIA

Dr. Manuel Lobo CabreraDr. Francisco Quintana NavarroDr. Arturo Melián González

Copenhagen, 17th October 2006

Presentation index.

The ULPGC: a short introduction.

Planning in the ULPGC.

Institutional strategic planning.

Operational planning in the management units.

Strategic alignment of academic units.

Accountability

Effectiveness

Conclusions.


ULPGC: introduction

Planning in the ULPGC

Institutional strategic planning

Management units

Academic units

Accountability

Effectiveness

Conclusions

Index

The ULPGC: Introduction.

Location.

Principal data.

People.

Economic resources.

Organizational structure.

Basic infrastructure.

Index

ULPGC: introduction



Management units

Academic units

Planning: towards 2010

Accountability

Effectiveness

Conclusions



Location:

Índice

ULPGC: introduction



Management units

Academic units


Accountability

Effectiveness

Conclusions



Data (I):

People:

Graduate students: 22,000

Postgraduate students: 2,100

Lecturers: 1,555

Administration and services personnel: 750

Economic resources :

Budget 2006: 135.4 Meuros.

• Staff expenditure (64,5%): 87.4 Meuros.

• Revenue from CAC (77,6%): 105.1 Meuros.

Surplus 2005: 3.7 Meuros.

Index


ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Organizational structure:

Teaching centers: 17

Departments: 37

University research institutes: 4

Management units: 67

Central: 16

Decentralized: 51


Data (and II):

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Basic infrastructure:

University campuses: 5

Total area: 100 ha.

Buildings: 24

Constructed area: 205,000 m2

Gardened area: 110,100 m2

Ecological reserve area: 200,000 m2

Data (and III):

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions




Reasons and factors for planning.

Areas of planning.

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions



Reasons and factors for planning.

Index

Pressure of competitive environment: planning as a process of corporate alignment to improve institutional positioning.

Management of the internal complexity: planning as a tool to provide consistency in organizations with diffuse power.

The scope and limits of planning: adapting the ‘what and how to plan’ to the organization’s circumstances.

Key factors of planning in the university: exercising leadership and stimulating participation.

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Index

Institutional Strategic Plan

Annual Budget

Transversal Areas/Specific

Services Strategic Plans (ICT, Library,

Environment)

Scales for budgets: Academic Units

Operative Plans of Management Units

Planning in the ULPGC (and II).

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Institutional Strategic Planning.

The formulation process.

Methodology.

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions



The formulation process.

FEEDBACK

IDENTIFICATION OF STRATEGIC

AXES

ANNUALACTION

PROGRAMS

STATEMENTOF

MISSION

INTERNALANALYSIS

Strengths andweaknesses

ENVIRONMENTANALYSIS

Opportunitiesand threats

STRATEGYFORMULATION

EXECUTION &STRATEGIC

EVALUATION

FORMULACIÓNDE OBJETIVOSFORMULATIONOF OBJECTIVES

ANNUALBUDGET

II CONTRACT-PROGRAM

ELECTORALPROGRAM

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Diagnosis of the situation: the combination of environmental and internal analyses.

External analysis: expert opinions of issues relevant to the university.

Internal analysis: identification of services, processes, resources and capabilities as the most suitable method for the later formulation of the Balanced Scorecard.

Formulation of objectives.

Submission of the analysis to the opinion of the University Community: the search for the broadest possible consensus.

Methodology.


Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions



Strategic formulation (I).

Axes

SOCIAL IMPACT AND SERVICES TO SOCIETY

MANAGEMENT AND SERVICES TO THE

UNIVERSITY COMMUNITY

MANAGEMENT AND SERVICES TO THE

UNIVERSITY COMMUNITY

RESEARCHRESEARCHTEACHINGTEACHINGIndex

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions



Strategic formulation (II).

Axes 4 / 4

Objectives 19 / 19

Strategies 67 / 55

Programs of action 217 / 240

(2002-2006 / 2007-2010)

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Planning of management units.

The purposes of planning management units activity.

The planning process.

Programming for 2006.Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions

To extend the planning culture and the need for accountability for results to the management services.

To favor the alignment of the units with the institution's strategic objectives, and the participation of the personnel in accomplishing those objectives.

To orient the work of the units towards achieving objectives of continuous improvement in the framework of management by processes.

To favor individual motivation, collaborative work and innovative working methods in order to promote organizational change.

Dr.Dr. Francisco Quintana NavarroDr. Arturo Melián González


The purposes of planning.

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Management’s call for an annual forum: Search of motivation by means of participation of the heads of all units.

First stage: Reviewing level of implementation of actions programmed the previous year.

Second stage: Programming next years actions.

Communication of directives for next year

Diagnosis of the current situation.

Based on ISP, formulation of actions with indicators of compliance for the new year.

One person responsible for each action.


The planning process.

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Number of units that participated in the planning forum: 24.

Number of heads who attended the forum: 53.

Number of programmed actions: 154.

Level of compliance with actions programmed for 2005: 82 actions executed.

Consolidation of the planning process in organizational routines.

Programming for 2006.


Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions



The instrument: budget allocations.

The case of departments: funding by structure and by objectives.

The case of centers: funding by structure and by objectives.Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


The budget process as an element of strategic alignment: joint responsibility and allocation of resources.

The scales for budget funding of centers and departments: indicators of structure and of objectives.

Indicators of structure: size of the unit, weighted by aspects of efficacy and/or efficiency.

Indicators of objectives: linked to accomplishing teaching and research objectives.

The instrument: budget allocations.

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


36 units with functions related to teaching and research.

General distribution of resources: 60% by indicators of structure and 40% by indicators of objectives.

Indicators of structure:

By demand: nº of credits registered; credits paid in the 1st and 2nd instances carry a 50% premium.

By supply: nº of lecturers, corrected by the real hours taught.

By supply and demand of practical teaching: nº of teaching laboratories.


The case of departments: funding by structure.

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Indicators of teaching objectives:

Assessment of department teaching.

Teaching manuals published.

FP or dissertations read.

Teachers participating in the teacher training plan.

Teachers in exchange programs.

Presential subjects with active virtual support.


The case of departments: funding by objectives (I).

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Indicators of research objectives:

Doctoral theses defended.

Nº of teachers with research activity assessed positively by Government.

Participation of research groups in the volume of scientific production of the University.

Participation of research groups in the volume of competitive funding captured by the University.


The case of departments: funding by objectives (and II).

Index

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Indicators of teaching objectives:

Graduation rate.

Assessment of teaching.

Processes of current assessment of university studies.

PFC (final projects) or dissertations read.

Students on exchange.

Students in job practice in firms.

Presential subjects with active virtual support.

Cultural activities developed.


The case of centers: funding by objectives.

Index

ULPGC: introduction



Management units

Academic units


Accountability

Effectiveness

Conclusions


Accountability: a summary.

Index

Internal and

external

Government teamEvery unit

AnnualAnnualBudget

InternalHeads of Academic UnitsAnnualAnnual

Scales for Budget Funding of Academic Units

InternalHeads of Management UnitsAnnualAnnualManagement Reports

for Management Units

InternalHeads of services/areasAnnual4 years

Strategic Plans specific services/transversal areas

Internal and

externalGovernment teamAnnual4 yearsInstitutional Strategic

Plan

Accounting toWho accountsFrequency

for controlPlanning period

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Effectiveness of planning.

Index

462

330

338

258

Students incoming

Students outgoing

59.3%45.9%Proportion of doctors

8540Subjects with virtual support

3.83.5Assessment of teaching

20052001Teaching

525220Lecturers with research period positively assessed

6.4 M euros3.4 M eurosTurnover for research services

5.3 M euros1.1 M eurosTurnover for competitive projects

Research

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions


Effectiveness of planning (and II).

Index

89%

3,7

54%

63%

60%

80%

N.A.

0%

0%

0%

Students enrolled on line

Library Users Satisfaction Level

Online processes directed at administration personnel

Online processes directed at students

Online processes addressed at lecturers

+3,775.14 M euros

-14,706.77 M eurosFinancial deficit

Management and Services

ULPGC: introduction



Management units

Academic units

Accountability

Effectiveness

Conclusions

Some final reflections.

Conclusions.

Índice

ULPGC: introduction



Management units

Academic units


Accountability

Effectiveness

Conclusions

The planning requirements: staff leadership and collective participation; involvement of the various bodies and joint responsibility of units; procurement of internal human capital and social support.

The immediate repercussions of the planning process: the contagion effect and the identification of our weaknesses.

The transformative potential of the planning: a tool to manage organizational change.

Challenges for the future and the new processes that arise: structure, human resources and work methods.

Dr. Manuel Lobo CabreraE-Mail: [email protected]

Dr. Francisco Quintana NavarroE-Mail: [email protected]

Dr. Arturo Melián GonzálezE-Mail: [email protected]

Thank you for your attention.

October 2006

STRATEGIC PLANNING TOOLS TO IMPROVE ACCOUNTABILITY...

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