NAEP Procurement Academy Tier III: Senior Professional

1. NAEP Procurement AcademyTier III: Senior Professional Ray Jensen, C.P.M. – Arizona State University Craig Passey, C.P.M. – Brigham Young University

2. Introductions • Why we do them • Why they’re valuable

3. NAEP • Your Association • Resources

4. NAEP Academy Overview Foundation: • Legal Aspects • Procurement Cycle • Sourcing • Specification Development • Bid Evaluations

5. NAEP Academy Overview Professional: • Contract Formation • Contract Administration • Ethics • Negotiations • Finance • Relationship Management

6. NAEP Academy Overview Senior Professional: • Managing People • Writing Job Descriptions • Performance Reviews • Discipline • Partnerships and Organizational Dynamics • Legal Aspects • Leadership

7. Let’s Get Started!

8. Personal and Institutional Leadership

9. Overview of Segment • Building the Foundation for Leadership • Strategic Planning from 30,000 feet • Understanding the Pathway to Change • You as a Leader

10. Building the Foundation

11. It’s all about you (initially) • Start with Life’s Big Questions • Who am I? • Why am I here? • Where am I going? • What do I have to offer? • Why this matters • Identity - Values - Alignment • What I do flows from who I am.

12. Alignment • Your institution has a mission • What is it? • It also has a vision and goals • These will change over time • These key elements are “Top / Down” • Governing Board • Senior Executive

13. Alignment • In order to succeed, these must align: • Personal Values and Skills • Institutional Mission • Departmental Role • Understanding your Role

14. Understanding Your Role • Go back to the big questions • Who are we? Values • Why are we here? Mission • Where are we going? Vision • What do we have to offer? People / Skills • Which is the most important? • Jim Collins • The Core – “Big Rocks”

15. Big Rocks

16. Big Rocks Defined • The Core Elements of your Mission • This is your unit’s purpose • Made up of sub-projects / programs or functions • May overlap with the Big Rocks of other units Big Rock Big Rock

17. Unit Map

19. Big Rock Sheet

20. Breaking Down B o s R g i k c

21. Questions To Ask Source: The Filardo Group Library, 2007

22. What do you do? Source: The Filardo Group Library, 2007

23. How well do you do what you do? Source: The Filardo Group Library, 2007

24. Can you validate your standard of performance by reliable, relevant data from those you serve? Source: The Filardo Group Library, 2007

25. What service level do you want to have? Source: The Filardo Group Library, 2007

26. Do you know your gaps between your current and desired service level? Source: The Filardo Group Library, 2007

27. Do you know what you will need to reach your desired service level? Source: The Filardo Group Library, 2007

28. Big Rock

29. Big Rock Little Rock Little Rock Little Rock Little Rock Little Rock Little Rock

30. Best In Class Better Good Below Average

31. Big Rock Little Rock Little Rock Little Rock Little Rock Little Rock Little Rock

32. OK… What Next? • Identify the Little Rocks • Determine your current service level • Decide if the Little Rock is critical • List resources needed to maintain the current service level

33. Take 15! Break

34. Strategic Planning

35. Future Focus Where are you now? Situation Analysis Where do you want to go? Mission Vision Values Key Result Areas How will you get to where you want to go? Strategy Goals Action Steps

36. Where are you? • What is your reputation for value? • How does that impact • Programs? • Processes? • Are your resources increasing or decreasing? • Tangible and intangible • Is customer participation increasing or decreasing?

37. Your reputation for value • Product (Program) Leadership • Operational Excellence • Customer Loyalty (Intimacy)

38. Product (Program) Leadership • What we must offer: • Leading edge stuff • Know what your customers need before they do • New applications for existing programs • Program delivery through new vehicles • Build reputation for execution with excellence

39. Product (Program) Leadership • What we must do: • Develop a culture that supports invention, innovation and risk taking • Accept mistakes • Be able to scan market and customers • Develop faster program development process • Leapfrog current programs

40. More • What we must do • Keep your eye on financial stability • Provide very good customer service and support for the products and programs you offer

41. Operational Excellence • What we must offer: • Combine programs of value with ease of use • Provide proven products and service more effectively than others • Understand your customer needs • Use customer feedback

42. More • What we must offer: • Build reputation on being • Effective • Efficient • Commitment to providing or being of value to your customers

43. Operational Excellence • What we must do: • Review and reshape infrastructure • Operate with financial stability and security • Use economies of scale to keep your costs down • Provide high quality customer service • Develop rapid, responsive service delivery systems

44. Customer Loyalty (Intimacy) • What we must offer: • Closer relationships with customers • Programs and services tailored to specific customer groups • Understanding of customer segments • Constantly upgraded programs and services

45. More • What we must offer: • Loyalty – – stand behind your customer • Programs, products and services that make your customers successful • Commitment to take care of individual customer needs

46. Customer Loyalty (Intimacy) • What we must do: • Focus on relationship • Building – Managing – Maintaining • Increase ability to customize programs • Focus on key or core customers • Develop customer relationship databases

47. More • What we must do: • Create a culture that embraces relationships • Delegate authority to those closest to your customers • Empower with freedom to make mistakes

48. What is your reputation for value?

49. Where are you? • Increasing Participation / Satisfaction • Increasing Resources • Opportunity to grow your market for existing programs and to add new products, programs and services.

50. Where are you? • Shrinking Participation / Satisfaction • Increasing Resources • Opportunity to develop new programs and to abandon those that are not performing well.