IPS Strategic Plan Dashboard

STRATEGIC PLAN DASHBOARD


The Strategic Plan dashboard tracks progress on each strategic goal as well as the overall impact. Click a tab below to access learn more about each goal and its progress.


 

Goal // IPS Funding will Meet Expanding Customer Needs by 2022

Financial uncertainty was a major theme expressed by employees and customers at the listening sessions. Concerns ranged from general economic uncertainty to specific sources of revenue to support IPS programs. A major strategic goal for IPS is “To ensure that IPS funding will meet expanding customer needs”.

Completion of the financial sustainability goal will allow IPS to have the people and other resources needed to successfully provide services to our customers.

Micro-Goal Strategy Status
Ensure long-term financial viability by 2020.
  • Evaluate growth-oriented and realistic 3-3-0 plan annually.
  • Evaluate the need to reallocate resources annually.
  • Incorporate 10-year analysis in proposed budget.
Complete July 13, 2017
Prepare development plan by June 30, 2017.
  • Receive and adopt the development plan and establish campaign goals by the leadership team.
Complete Aug. 1, 2017
Implement an institute-wide development strategy by 2022.
  • Determine compelling funding needs annually for campaign goals and plans.
  • Redesign web portal and publications for giving.
  • Develop stories based on needs for campaign use.
  • Partner with UT Foundation on development efforts.
  • Identify donors.
  • Establish five distinct campaigns.
  • Endow positions.
Complete Aug. 1, 2017
Increase non-appropriation revenue by at least 5 percent annually by 2022.
  • Increase grant and contract revenue by increasing the number of awards and dollars received.
  • Evaluate and implement diverse types of revenue.
Complete Dec. 13, 2018

 

Goal // Deliver Best-in-Class, Customer-Focused Education and Technical Assistance.

The goal for the new programs strategic planning team is to deliver best-in-class, customer focused education and technical assistance. Quality and standardized training and technical assistance was a key theme that continued to be mentioned. The programs team analyzed the data to determine what actions and strategies had to be in place to achieve quality and success for the educational and technical assistance services.

Once the goal is achieved, the implementation teams will be able to accurately measure the quality and success of our education and technical assistance services.

Micro-Goal Strategy Status
Utilize a learning management system (LMS) that meets customer needs by 2017.
  • Define the specifications for a LMS and customer needs.
  • Determine the viability of working with UT partners.
  • Secure a contract with a vendor.
  • Establish a project plan team for conversion and implementation.
  • Fully deploy the new LMS.
  • Add a specific question to training evaluations about the LMS user experience.
Complete as of Sept. 1, 2017
Have a state-of-the-art education facility in each grand division of the state by 2020.
  • Identify standards for a state-of-the-art facility.
  • Identify multi-use purposes for the space.
  • Inventory current training space.
  • Renovate, rent and furnish space.
  • Evaluate ways to fund training spaces.
Active
Deliver the highest quality training and technical assistance.
  • Deploy a program development, delivery, evaluation and improvement model.
Active
Subject matter experts (SME) are highly effective instructors and consultants based on annual performance evaluations.
  • Screen SMEs for proper credentials.
  • SME demonstrates appropriate ongoing professional development.
  • SMEs participate in the institute’s onboarding process.
  • SMEs will participate in an annual train-the-trainer professional development session hosted by the institute.
  • Utilize a SME evaluation form to audit performance annually.
Complete April 19, 2018
IPS agencies effectively collaborate to solve statewide problems.
  • Cross-agency topical experts meet at least two times a year.
  • Use annual work plans, financial plans and leadership team objectives to build in cross-agency collaboration objectives.
  • Establish an IPS-wide advisory committee.
Summer 2019

 

Goal // Develop a Diverse and Highly Skilled Workforce That Embodies the Values of Integrity, Accountability and Professionalism.

Micro-Goal Strategy Status
Establish professional development guidelines for the institute by June 2017.
  • Revise current procedures by developing professional development guidelines for new employees (0-3 years).
  • Provide training opportunities for personal and professional growth that are available to all staff.
  • Work with annual conference committee to identify opportunities for IPS-wide staff enrichment.
  • All staff will have clear professional development objectives set with their supervisor and articulated in their annual performance review (APR).
Completed July 13, 2017
Evaluate the APR process and report recommendations by 2020.
  • Create a benchmark study comparing different methods used to evaluate employees.
  • Compile a report of findings and make recommendations to the IPS Leadership Team.
Pending UT Study
Develop a succession plan for all key positions by 2020.
  • Determine IPS key positions.
  • Develop and use criteria for identifying the critical tasks and activities of key positions.
  • Develop a short summary of the critical tasks and daily activities of key positions.
  • Develop a standard operating procedure document for the critical tasks and activities.
  • Develop an employment overlap program where a new employee filling a key position can join the employee leaving the organization for the final month of employment.
Active
By 2022, increase the number of diverse hires to better reflect the demographics of Tennessee and create and sustain a climate within IPS where employees know that equity and inclusivity are valued.
  • Analyze current level of diversity within IPS.
  • Develop a job search criterion that requires all known job websites for minorities be notified of any open positions.
  • Utilize existing internship programs to help minority groups develop professional experience in public service.
  • Incorporate diversity competencies into training programs.
Complete March 12, 2019 (work is ongoing)
Develop a career path for IPS job positions by 2020.
  • Develop an outline of all steps required to advance in selected job families at IPS.
  • Develop a document stating the highest level of employment for selected job families at IPS.
  • Inform IPS employees of career path criteria for IPS specific positions.
December 2019

 

Goal // Communicate the Impact, Value and Story of IPS.

As the 2,400-plus comments offered by IPS stakeholders and employees were reviewed and considered, it became plainly obvious where an opportunity for improvement existed. IPS must purposefully work to better tell its story – who it is, where it is and what it does – and the work must begin immediately and effectively in order to benefit the institute and its stakeholders for the long term.

With successful achievement of this goal, IPS can expect a greater understanding of its work and impact on Tennesseans by its external stakeholders, the university community and its employees.

Micro-Goal Strategy Status
Create a consistent website look across agencies.
  • Develop a website style guide.
  • Provide support and resources to agencies to assist with website updates.
  • Comply with web accessibility guidelines.
Complete July 13, 2017
Establish an overall external and system-wide marketing strategy.
  • Engage an external consultant to review resources.
  • Establish marketing budgets for each agency.
  • Develop a marketing strategy.
  • Identify tools to track marketing ROI.
  • Educate employees in the value of sharing what we do with everyone else.
Active
Getting the right message to the right people at the right time.
  • Properly segment customers.
  • Regular reviews of website user experience.
  • Evaluate current print and digital content, event presence and update where necessary.
Active
Grow customer engagement via digital platforms.
  • Develop a digital strategy.
  • Benchmark analytics for each digital platform.
  • Set goals for engagement growth for each platform.
  • Seek customer feedback of digital efforts on IPS survey.
July 2019
Influence customer perception of IPS value.
  • Collect and promote the right data.
  • Regularly promote IPS success stories.
  • Evaluate customer perception of IPS.
December 2019