University Strategy and Continuous Improvement

• Interviews were conducted with leaders across seven campus groups to further understand their common and unique aspirations.

• The university’s senior leadership were oriented to continuous improvement methodology and best practices in implementing new strategies.
• Summary findings from stakeholder interviews and external research were delivered to senior leadership and campus groups.

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• Staff and faculty in each of the seven campus groups were guided to build individual scorecards with objectives, measures, targets, and initiatives aligned to their unique aspirations.

• B|G leaders ensured strong alignment existed between the seven campus groups and the university’s shared vision.
• The scorecard was further refined and dependencies between campus groups’ objectives and initiatives were tracked to ensure effective use of resources.

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• B|G leaders held information sessions to further articulate the aspirations of the university with stakeholders.
• A sustainable process for maintaining each scorecard and tracking success was implemented to ensure the scorecards continued to deliver value to each campus group
• The scorecard was integrated into ongoing management to ensure leaders had clear visibility into progress in reaching established targets and delivering initiatives.

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• Stakeholders across the university are aligned in achieving a common vision.
• The university regularly reports successes (and failures) in achieving objectives which has led to increased transparency.
• University leaders are focused on simultaneously improving education and administrative processes while effectively using increasingly scarce resources.
• The university has made great strides in delivering an impactful student experience and has increased its community leadership and stewardship.

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