Document 6585226

Strategy Map
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Strategy Map
Long-Term
Shareholder Value
Productivity Strategy
Improve Cost
Structure
Increase Asset
Utilization
Growth Strategy
Expand Revenue
Opportunities
Enhance
Customer Value
Customer Value Proposition
Price
Quality
Availability
Selection
Functionality
Product/Service Attributes
Operations Management
Processes

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Supply
Production
Distribution
Risk management

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Selection
Acquisition
Retention
Growth
Partnership
Relationship
Customer Management
Processes


Service
Image
Innovation
Processes

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Opportunity
R&D portfolio
Design/develop
Launch
Regulatory and Social
Processes

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Environment
Safety and health
Employment
Community
Human Capital
Information Capital
Organization Capital
Culture
Leadership
Alignment
Brand
Teamwork
Strategy Map
Active, Profitable
Sales Support
Growth Strategy
Growth by
Attractive
Financial
Solutions
Market Leader
Within Fleet
Administration/
Financial
Efficiency Strategy
Growth Through
Increased Credit
Administration/
Services
Win/Win with Volvo Dealers
Utilize Synergy
Advantages
VPS/VLS
Natural Partner for
Volvo Dealers
Professional
Risk Handling
Fleet Customers
Natural Partner for
VPS/VLS
Market Leader In
Cost-Efficient
Contract
Administration
End Customers
Attractive Package
Solutions
Close Customer Relations
Professional Service
Product
Development
Market Leader In
Financial Solutions
Concepts
Sales and Marketing
Efficient Market
Communications
with Active Sales
Support
Continued
Education of
Volvo Dealers
Risk Handling
Efficient
Financial
Activity and
Funding
Efficient Credit
Handling
Customer
Loyalty
Efficient
Contract
Administration
Efficient
Customer Care
Motivated and Involved Coworkers
Culture
Active
Participation
Among Everyone
Competence
Attractive
Workplace
Quality-Focused
Coworkers
Right
Competence
Technology
Efficient IT
Support
High Availability
of Information
Strategy Map
2011-2013 Strategy Map
Value to You, Our Customer
Value to You, Our Customer
Value to You, Our Customer
We help people who change the
world
We are a leader, catalyst and
trusted consultant in managing
strategy, learning and continuous
improvement
Create and manage F2
communications
Value to You, Our Customer
Lead and support F2/STEAM to
achieve its objectives, mission and
vision
Help solve complex University-wide
problems
Improve Operational Excellence
Improve,
streamline and
innovative
Consistently
fulfill our
customer value
proposition




Collaboration
Diversity
Excellence
Innovation




Integrity
Respect
Teamwork
Learning
Develop a Talented and Diverse Staff
Improve,
streamline and
innovative
Foster
collaborative
relationship
Enhance
leadership
effectiveness
Develop
individuals to
their full
potential
Facilitate
learning across
F2
Enhance Resources
Create and lead F2-wide metrics
and other systems to manage
information and improve
organizational effectiveness
Steward F2 Resources
Provide customized consulting
Strategic Goals
Core
Commitments
Identity, Vision, Mission
And Core Values
Strategy Map
IDENTITY
MISSION
VISION
CORE VALUES
A diverse scholarly community
dedicated to excellence in the liberal
arts and professional studies. Rooted
in the Lutheran tradition of Christian
faith, the University encourages
critical inquiry into matters of both
faith and reason
Educate leaders for a global society
who are strong in character and
judgment, confident in their identity
and vocation, and committed to
service and justice
To became a
comprehensive
university, highly
regarded for the
quality of both its
undergraduate
and graduate
programs
Excellence
Truth
Faith
Acceptance
Respect
Nurturing
Service
Identity
Recruit &
Retain
Distinguished,
Dedicated
and
Diverse Staff
Recruit &
Graduate Well
Prepared,
Diverse,
Academically
Accomplished
Student Body
Planning and
Assessment
Enhance
Learning
through Ongoing
Assessment
Lutheran Identity
Invest in
Facilities &
Infrastructure
Generate
Resources
Leadership and
Governance
Articulate
Identity and
Enhance
Reputation
Develop
Leadership
Capacity and
Governance
Structures
that Foster
Excellence
Strategy Map
Healthier Children. A Better World
Leading to our
vision of…..
Improved health
outcomes
Bringing value to
our stakeholders
Stakeholder Value
Research translated
to practice
Quality education
and training
Lead in World-Class Quality and Service Excellence
Enhance Child Health Systems
Create a culture of Service excellence
Identity, promote and advocate for evidence based solutions to address key
child health issues in Canada
Champion continuous improvement
To deliver quality
services within an
integrated system
Implement knowledge translation strategies to facilitate rapid uptake of new
knowledge
Optimize patient safety
Improve equitable and timely access
Strengthen enterprise performance management
Build strategic partnership and pursue opportunities to collaborate both
internally and externally
Foster clinical research excellence
Engage in global opportunities to enhance child health and build capacity
Innovate
With a focus on
creative thinking
Create a culture of innovation
Facilitate and promote the
generation of new ideas
Enable Our People
We will develop
and efficiently
utilize our
resources
Facilitate skill growth
and leadership
development
Advance is healthy and
safe organization
Recruit and retain a
highly skilled engaged
and diverse workforce
Recognize and reward
leaders and examples
Enhance communication effectiveness and
accountability
Aligned with
Sick Kids
mission and
values
Ensure innovations and new ideas
are shared
Build Sustainable Infrastructure
Optimize current and
develop new physical
infrastructure
Build an integrated
technology environment
Develop a
comprehensive and
coordinated Health
Strategy
Promote a society
responsible work
environment
Explore opportunities to
commercialize
Maintain Financial Health
Achieve operational efficiencies
Generate increased revenues
Strategically invest funding
Collaborate with the Foundation to align
fundraising strategy with strategic priorities
As innovators in child health, we lead and partner to improve the health of children provincially, nationally and internationally
through the integration of care, research and education.
Excellence
Integrity
Collaboration
Innovation
Strategy Map
Community & Youth Leadership Development and Advocacy
Access to Healthy Food & Built
Environment Ordinances
FOOD SYSTEM
New Markets that offer affordable fresh
healthy food
Anchor downtown institution/infrastructure and catalyze
highly visible opportunities for health and development
Food Retailing
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Food Production
Prioritizing community gardens in land use planning
Operate gardens in parks
Youth/Community Feasts & Block to School
More salad bars & more fresh, local food is school
lunches
 Increase WIC redemption at local produce markets
 Increase Food Stamp/EBT usage at local produce
markets
Health Corridor
Community
Design/Land Use
 Mobile farm stands/markets
 Indoor year-round market (feasibility of)
Increase access to fresh fruits
& vegetables
BUILT ENVIRONMENT/
PHYSICAL ACTIVITY
Policy & Systems
Change
State/Local
Organizational,
National
Transportation
System
Parks &
Recreation
School System
Walking & Bicycling
Safe Routes to School
Sidewalk enhancement
Pedestrian trailblazing signs
Community walking map/program
Recycled bike program
Bike paths/lanes & rest Stations
Bike racks
Cklovia
Complete Streets
Parks & Recreation
Green Necklace/connect parks
Repair basketball courts
Redevelopment of Community Field/Scott’s Tower
School Wellness Policy
 Form school wellness councils
 Create a school wellness advocate/coordinator position for the district
Community & Youth Leadership Development and Advocacy
Strategy Map
Financial Perspective
Cause and Effect Relationship
Defines the chain of logic by which intangible assets
will be transformed to tangible value.
Sustained
Shareholder Value
Productivity
Revenue Growth
Customer Perspective
Customer Value Proposition
Product/Service Attributes
Price
Quality
Time
Function
Clarifies the condition which will create value.
Relationship
Relation
Image
Brand
Internal Process Perspective
Manage
Operation
Manage
Customers
Manage
Innovation
Value-Creating Processes
Manage
Regulatory &
Social
Processes
Learning and Growth Perspective
Human Capital
Information
Capital
Organization
Capital
Defines the processes that will transform intangible
assets.
Clustering of Assets and Activities
Defines the ingredients which must be combined to
create the value.
Strategy Map
Finance and Business Services
Vision: Be an innovative leader in the oversight of Facilities Services resources and information, and provide
unparalleled service in all areas of operation.
Serve to
University and
the community
FC2. Excel at customer
interactions
FC3. Enhance service
delivery based on unique
needs
FC1. Communicate
effectively and consistently
Customers
Learning and Growth
Internal Processes
FL3. Improve
operational knowledge
FL2. Develop coil
aborative relationships
FL1. Strengthen
staff unity
FL4. Encourage
individual development
FF1. Lead the process to
address Facilities Services
resource requirements
FI1. Support
environmental
stewardship
Financial Management
FI2. Execute and
information
management plan
Deliver the
best services
and
performance
FI3. Evaluate and
improve processes
FF3. Develop Facilities Services
resource management policies
and procedures
Mission: We manage and oversee financial resources and provide business expertise to enable Facilities Services to
achieve its mission and goals
Establish
a strong
resource
foundation
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