Leadership Council

Bi-Annual Meeting

date: June 20, 2011

location: Sacramento hALL room 275

time start: 1:30pm time end:3:00pm

members present / members present / MEMBERS absent
Barnett / Hafar / Carolipio
Carroll / Kwong / Gravenberg
christensen / Lee / Hayano
curry / Stiffler / Heartt
davis / Stone / Lombardo
Donato / Tano / Mccoy
Fox / Whyte / scott
Guion
agenda / actions
SWOT Analysis / The Council reviewed the results of ABA’s most recent SWOT exercise, conducted over the summer of 2010, to determine currency.Overall it was determinedthat many of the points made within the SWOT analysis needed greater explanation as well as expansion of more concrete meanings.
SWOt strengths discussion / The point was made that ABA has done well in maintaining its reputation despite the loss of staffing. The discussion moved onto what reputation meant, and whether the strength of ABA was its perception of reputation, or the vehicles that help communicate or instill the level of reputation ABA desires. The conclusion was that ABA has done well in developing processes and structures and a culture for helping create a positive reputation.
Mike Lee expanded upon the point, adding that a major strength of ABA is its commitment to fostering customer service, as well as a strong culture and planning practices for anticipating adjustment for evolving needs and resources.
We also came to the conclusion that ABA has strong collaboration between its offices, and that this is also a strength.
The group also wanted to add that another of ABAs strengths is its record of accomplishments, and that these should continue to be communicated.
SWOT Weaknesses discussion / Mike Lee made the point that the current bulleted weaknesses were all based on resources, or in other words, because of the budget uncertainty. However, he wanted to look at other weaknesses we might have beyond budgetary concerns.
If we assume our customer communication is a weak due to managers not having as much available time, do we have alternatives? Have we been effective enough in our communication of the accomplishments we have made? Are we leaving people with a memory of the 99% of the great things we have done, or only the 1% that rises to the level of complaint?
Mike Lee discussed ABA’s lack of targeting specific audiences, and thatwe have to see ourselves from the perspective of the customer, to avoid technical speak and explain things to our customers in a way to help them understand.
Overall, we wanted to decide if the weaknesses we listed and discussed were only resource based, and if not, how they could be addressed.
SWOT Opportunities Discussion / In general, it was discussed that ABA’s Opportunities are future things that haven’t happened yet, but will depend on the environmental factors to make them possible.Opportunities and Threats are typically considered to be outside influences, whereas ABA’s, particularly its stated Opportunities, appear to be proposed actions for leveraging strengths or mitigating weaknesses. Some re-wording may clarify.
Mike Lee discussed the issue of branding. Do people know what ABA stands for? Do they know which offices make up ABA, or how diverse the offices are? It is an opportunity for us to address that issue and to give people the bigger picture.
To do so, we will need to promote the qualities of ABA. An opportunity discussed was working closer with Public Affairs, recently staffed and well-connected, to give them the sort of news-worthy information that helps explain and promote what makes ABA great. Such vehicles for information dispersion would include social media and news releases, potentially to local media outlets.
Other opportunities discussed included:
  • Encourage greater cooperation between offices within ABA, as well as other divisions.
  • Take advantage of existing cross functional or divisional relationships to promote ABA.
  • Use synergy as the means of accomplishing a goal, rather than making simply synergy a goal; rather, making things practical and helpful, not just information sharing.

SWOT threats discussion / The key take away from this discussion is that our threats are external, with many of them being budget related, due to the budget’s uncertainty, as well as the likely increased cuts to higher education.
Another threat to ABA is regulation, as well as public information requests. These are time consuming and take away from other vital projects.
Also, it was discussed the recent attacks on public service as a threat to ABA as well. A negative image of public service, or with reduced pay/security/benefits, may weaken the talent pool for prospective hires and drive early retirements, a potential loss of institutional memory.
Division Priorities / The University’s Futures Initiative is on hold, pending clarification of the budget picture. In the meantime, ABA will focus on division priorities to increase organizational effectiveness and ready ourselves to address the University’s new strategic goals once they are formalized and communicated.
Customer Service: continues to be a top priority, but we should build a new process that weaves itself into the fabric of ABA, strengthening the culture within ABA. We don’t want to offer customer service because we have to, but because we want to and ought to. It requires attitude building.
The marketing concept of repetition can be useful here. And, building the satisfaction level of employees can help immensely.
  • Key Functions: how do we identify these functions? How do we cross over family level boundaries to become more efficient?
  • Efficiencies: we should strive for greater efficiencies whenever available, and look for opportunities, but not at the cost of our people.
  • Compliance: always a priority and it is good to be compliant to prevent future problems, risk avoidance.
  • Safety: a priority for all employees
  • Fiscal Stability: truly means being disciplined. Tight budget constraints now provide “practice” for when things may turn better. The discipline we learn now will be useful in the future.
  • Professional Development: We still want to offer the channels necessary for people to advance in their careers.
  • Recognition: continue our recognition programs, including non-monetary forms of congratulations.
  • Add: Communication: an area we can continue to improve upon
The spirit of continual Improvement is the umbrella concept over all priorities.
alignments / ABA’s 2011-12 Priorities will influence planning for 2011-12. Other alignments may continue to be relevant, including the broad outcomes of D2010, ABA’s Strategy Map, and Sac State’s Strategic Plan goals, where relevant to ABA activities.
2011-12 GOALS, DRIVING FACTORS AND GOAL SETTING PROCESS / Agenda items tabled for lack of time.
actions /
  • Sarah will update the SWOT results to reflect today’s discussion and disseminate to Leadership Council members for comments.
  • Sarah will meet with Mike to discuss agenda items not covered and determine a planning process for 2011-12 that reflects today’s discussion.
  • The process will be communicated either at an additionally scheduled Leadership Council meeting, or via e-mail with follow-up as needed with individual families.

Recorded by: Andrew Stiffler 5/19/2011