2007 Faculty & Staff Denison Organizational Culture Survey

UNTHSC Strategy Map 2007

AdministrationOptimally support and facilitate the creation of a top 10 health science

center devoted to developing knowledge and creating providers to maximize

health and quality of life

MissionTo improve the health and quality of life for the

people of Texas and beyond through excellence in education, research, clinical care, community engagement and to provide national leadership

in primary care

Vision Values

To become a top 10 health science center

1. Develop and implement mission-based budget, metrics and organizational structure2. Create a culture of excellence, performance improvement and accountability

1. Administration cost as percentage of total expenditures2. Faculty and staff satisfaction

Metrics – How do we know that we are there?

Academic AffairsBecome a top 10 Health Science Center

in our academic programs to create knowledge, scientists and healthcare

professionals devoted to meet the critical health needs of the state of

Texas and the nation

1. Develop capacity to expand existing academic programs and develop new educational offerings in Pharmacy, Physical Therapy and Clinical Neuropsychology2. Strengthen the recruitment and retention of a diverse and highly qualified student body and faculty to build capacity and increase the number of students in existing academic programs3. Pursue a quality enhancement process that prepares graduates who achieve the highest levels of performance in their respective health professions

ResearchTo become the leading health science

center devoted to collaborative and translational research focused on critical

health needs of Texas and the nation

1. Align all Institutes and Centers to institutional mission and goals2. Promote and support interdisciplinary research, blending basic, clinical and public health investigation, with particular emphasis in the following areas of strength: Aging and Alzheimer’s; Physical and Osteopathic Manipulative Medicine; Health Disparities; and Women’s Health3. Assist investigators in securing extramural funding as well as disseminating knowledge in peer reviewed publications and at national scientific meetings4. Each department in every school is asked to increase research funding in all categories of grants and contracts with emphasis on NIH funding, to increase the number of its faculty members who are funded and to obtain higher dollar grants and contracts

1. Total extramural research award funding2. Total number of peer reviewed publications in print or in press3. Total number of national and international scientific meeting presentations or symposia organized

Clinical CareTo become the preeminent multi-

specialty medical practice in Tarrant County and the health care partner of

choice in our communities

1. Develop capacity to become Tarrant County's leading provider of clinical services: a. Develop tools and processes to demonstrate medical care quality b. Create high patient and employee satisfaction c. Adhere to principles of sound financial management2. Develop Centers of Excellence in: a. Aging and Alzheimer's b. Musculoskeletal and Osteopathic Manipulative Medicine c. Health Disparities d. Women's Health

1. Total clinical revenues2. Time to next third new appointment3. Patient satisfaction

Community Engagement To create and maintain a partnership based environment in the internal and

external communities that provides the fiscal, political, and human resources

support necessary to meet our institutional goals

1. Increase health science center recognition as a premier institution in selected areas by developing an organizational brand that effectively conveys our messages2. Develop and evaluate community-oriented initiatives to ensure beneficial bidirectional partnerships in health, education and/or research3. Create capacity and relationships to fund endowed chairs, capital improvement and student scholarships4. Maintain and/or improve government support at the local, state, and national levels

1. Total amount of gifts2. Number of community participants in a health science center program or initiative3. Awareness of the health science center, its messages and needs

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Goals - What do we expect to achieve? Goals - What do we expect to achieve? Goals - What do we expect to achieve? Goals - What do we expect to achieve?Goals - What do we expect to achieve?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

1. Academic program revenues2. Number of enrolled students3. Student satisfaction

Compassion IntegrityTeamwork InnovationPride

The Denison Survey results are a measure

of the UNTHSC culture

Getting Ready for Feedback:

What is the Purpose?

• The purpose of feedback is to improve UNTHSC’s effectiveness and performance

• Feedback helps people to get a better picture of their organization’s strengths and challenges

To What Benchmark Is UNTHSC Being Compared?

• The database includes about 888 organizations; over 280,00 total respondents; 20 years of research

• The sample includes organizations from all over the world. About 75% of them are from North America

• Education, government, healthcare, pharmaceutical and social service organizations account for approximately 20% of the organizations in the 2004 Normative Database

Organizational Culture

• Culture impacts organizational performance and effectiveness

• The culture of a high performing organization must be strong in all of the traits and indices measured

• Results show how we rank compared to other organizations who have taken the survey

This is one of the 4 key traits that impact performance

This is a percentile score. A percentile is our organization’s score as a percentage benchmarked against the average of other organizations.

This is one of the 3 indices that measure behaviors for this trait. Each of the 12 indices consists of 5 survey items.

Understanding Your Results

Understanding Your Results

Adaptability Mission

Involvement Consistency

External

Internal

StableFlexible

Adaptability & Mission take as their focus the

relationship between the organization and the external environment Mission & Consistency

emphasizes the organization’s capacity

for stability and direction

Consistency & Involvement addresses the internal dynamics of

the organization, relationships between

people and departments

Involvement & Adaptability

emphasizes an organization’s

capacity for flexibility and

change

We are highest for Mission: Vision,

Strategic Direction & Intent, and Goals &

Objectives

We need to keep building our

Consistency: Core Values,

Coordination & Integration, and

Agreement

There are opportunities to

improve levels of Involvement:

Empowerment, Team Orientation

& Capability Development

There are opportunities to

increase Adaptability: Creating Change,

Customer Focus, and Organizational

Learning

These are the five items for which UNTHSC received the highest percentile scores. They are listed in order from highest to lowest score.

These are the five items for which UNTHSC received the lowest percentile scores. They are listed in order from lowest to highest score.

The colors indicate the traits to which each item is attributed for easy identification of patterns and trends.

Adaptability

Creating Change━ Attempts to create change usually

meet with resistance━ New and improved ways to do work are

continually adopted

Customer Focus━ Customer input directly influences our

decisions━ The interests of the customer often get

ignored in our decisions

MissionVision✚ We have a shared vision of what the

organization will be like in the future✚ Leaders have a long-term viewpointGoals and Objectives✚ The leadership has “gone on record”

about the objectives we are trying to achieve

Strategic Direction & Intent✚ There is a clear strategy for the

future

Involvement

Team Orientation━ People work like they are part of a team━ Teamwork is used to get work done,

rather than hierarchyCapability Development━ There is a continuous investment in the

skills of employees━ The capabilities of people are viewed as

an important source of competitive advantage

Consistency

Core Values✚ Ignoring core values will get you in

trouble✚ There is an ethical code that guides

oru behavior and tells us right from wrong

Flexible Stable

Internal Focus

External Focus

UNTHSC Strengths and Opportunities

Where do we go from here?

• Maintain strengths

• Address opportunities to become a high performing organization

• Link strengths and opportunities to strategy maps and action plans

UNTHSC Strategy Map 2007

Mission Vision Values

Goals What do we expect to achieve? Goals

What do we expect to achieve? Goals What do we expect to achieve? Goals

What do we expect to achieve? Goals What do we expect to achieve?

Administration

Academic Affairs

Research

Clinical Care

Community Engagement

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

School/Department Strategy Map 2007

Mission Vision Values

Goals What do we expect to achieve? Goals

What do we expect to achieve? Goals What do we expect to achieve? Goals

What do we expect to achieve? Goals What do we expect to achieve?

Administration

Academic Affairs

Research

Clinical Care

Community Engagement

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Tactical Initiatives – How will we accomplish our goals?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Metrics – How do we know that we are there?

Department/UnitStrategy Map 2007

School/Department

Strategic Plan

1.2.3.

Linking Denison Results to Strategy

School/Department Action Plans

Department/Unit Action Plans

Department/Unit Strategic

Plan

Faculty/Staff Goals & Objectives 2007

STRATEGY MAP ACTION PLAN [School/Department/Unit]

GOAL: TACTICAL INITIATIVE:

ACTIVITIES What actions will you undertake to achieve tactical initiatives and

meet identified metrics?

METRICS How will you measure the

performance of the activity?

RESPONSIBILITY Who is accountable for

the success of the activity?

RESOURCES What current and

additional resources are required?

MILESTONES Begin, end and critical points

Salary: M&O: Travel:

Begin: End: Critical Points:

Salary: M&O: Travel:

Begin: End: Critical Points:

Salary: M&O: Travel:

Begin: End: Critical Points:

Salary: M&O: Travel:

Begin: End: Critical Points:

Salary: M&O: Travel:

Begin: End: Critical Points:

UNTHSC Strategy Map 2007

STRATEGY MAP ACTION PLAN

[School/Department/Unit] GOAL: TACTICAL INITIATIVE: MARKET ANALYSIS A process that results in factual information that helps you identify opportunities

COMPETITIVE ADVANTAGE How will achieving this goal differentiate you from your competitors?

ALIGNMENT STATEMENT Which goal(s) of the unit above you does your goal align with and how does it support that goal(s)?

UNTHSC Strategy Map 2007

STRATEGY MAP ACTION PLAN [School/Department/Unit]

GOAL: TACTICAL INITIATIVE:

ACTIVITIES What actions will you undertake to achieve tactical initiatives and

meet identified metrics?

METRICS How will you measure the

performance of the activity?

RESPONSIBILITY Who is accountable for

the success of the activity?

RESOURCES What current and

additional resources are required?

MILESTONES Begin, end and critical points

Salary: M&O: Travel:

Begin: End: Critical Points:

Salary: M&O: Travel:

Begin: End: Critical Points:

Salary: M&O: Travel:

Begin: End: Critical Points:

Salary: M&O: Travel:

Begin: End: Critical Points:

Salary: M&O: Travel:

Begin: End: Critical Points:

UNTHSC Strategy Map 2007

STRATEGY MAP ACTION PLAN

[School/Department/Unit] GOAL: TACTICAL INITIATIVE: MARKET ANALYSIS A process that results in factual information that helps you identify opportunities

COMPETITIVE ADVANTAGE How will achieving this goal differentiate you from your competitors?

ALIGNMENT STATEMENT Which goal(s) of the unit above you does your goal align with and how does it support that goal(s)?

UNTHSC Strategy Map 2007

Metrics

Metrics

Vision: To become a top 10 health science center...

Institutional LevelMission-Centric Domain/Metric Actual % of Goal Actual % of Goal Actual % of Goal ActualAdministration

Administration cost as a percentage of total

expenditures1

10.22% 85.2%

Faculty and staff satisfactionAcademic Affairs

Academic program revenues2

16,344,365$ 38.5%

TCOM-DO 12,684,536$ 39.2%

TCOM-PAS 933,822$ 35.7%

GSBS 1,223,664$ 42.9%

SPH 1,424,849$ 33.0%

Graduate Medical Education 77,494$ 25.0%

Number of of enrolled students3 1,129 95.1%

TCOM-DO 555 98.2%

TCOM-PAS 89 93.7%

GSBS 246 97.6%

SPH 239 86.9%

Student satisfactionResearch

Total extramural research award funding4

7,643,363$ 27.3%

TCOM 3,129,202$ 36.8%

GSBS 4,230,831$ 22.9%

SPH 243,392$ 9.7%

Total extramural research grants submitted5

24,237,879$

TCOM 3,823,362$

GSBS 18,348,482$

SPH 2,026,096$

PACE educational contracts 548,472$ 23.8%

Total number of peer-reviewed publications -

Published/In Press6

172

Total number of first author peer-reviewed publications -

Published/In Press6

89

TCOM 10

GSBS 47

SPH 32 Total number of first author national and international scientific meeting presentations and symposia organized 182

TCOM 14

Denison Survey - Feb

Student Survey - Feb

First Quarter (Sept-Oct-Nov) Second Quarter (Dec-Jan-Feb) Third Quarter (Mar-Apr-May) Fourth Quarter (Jun-Jul-Aug)

Strategy Map Metrics - FY 2007

Vision: To become a top 10 health science center...

Institutional LevelMission-Centric Domain/Metric Actual % of Goal Actual % of Goal Actual % of Goal ActualAdministration

Administration cost as a percentage of total

expenditures1

10.22% 85.2%

Faculty and staff satisfactionAcademic Affairs

Academic program revenues2

16,344,365$ 38.5%

TCOM-DO 12,684,536$ 39.2%

TCOM-PAS 933,822$ 35.7%

GSBS 1,223,664$ 42.9%

SPH 1,424,849$ 33.0%

Graduate Medical Education 77,494$ 25.0%

Number of of enrolled students3 1,129 95.1%

TCOM-DO 555 98.2%

TCOM-PAS 89 93.7%

GSBS 246 97.6%

SPH 239 86.9%

Student satisfactionResearch

Total extramural research award funding4

7,643,363$ 27.3%

TCOM 3,129,202$ 36.8%

GSBS 4,230,831$ 22.9%

SPH 243,392$ 9.7%

Total extramural research grants submitted5

24,237,879$

TCOM 3,823,362$

GSBS 18,348,482$

SPH 2,026,096$

PACE educational contracts 548,472$ 23.8%

Total number of peer-reviewed publications -

Published/In Press6

172

Total number of first author peer-reviewed publications -

Published/In Press6

89

TCOM 10

GSBS 47

SPH 32 Total number of first author national and international scientific meeting presentations and symposia organized 182

TCOM 14

Denison Survey - Feb

Student Survey - Feb

First Quarter (Sept-Oct-Nov) Second Quarter (Dec-Jan-Feb) Third Quarter (Mar-Apr-May) Fourth Quarter (Jun-Jul-Aug)

Strategy Map Metrics - FY 2007