Data-Driven Strategic Planning: Four-Year Implementation of a Novel Tool and Process

Abstract

ObjectiveDetermine if the Strategic Plan Interactive Dashboard (SPID) and process (SPID+) effectively (1) provide transparency and accountability, (2) serve as an ongoing monitoring system for tactics and key performance indicators, and (3) provide a holistic view of strategic plan progress. MethodsQuality checks of data to confirm accuracy of information and timely updates were conducted at least quarterly by a single staff member charged with SPID+ administration. Stakeholder feedback was collected at year 5 through unstructured focus groups. Qualitative data were reviewed for themes. Quantitative data from pre- and post-SPID+ implementation were evaluated for differences in strategic plan progress. Reports were assessed to determine if SPID+ is achieving the three project aims. Costs were evaluated to determine relative value of SPID. ResultsQualitative comments from external stakeholders were consistently positive. Themes from internal stakeholders include recognizable process improvements, decreased faculty workload, improved data quality to support decision-making, and enhanced culture centered around the strategic plan. All project aims are being accomplished through SPID+ and post-implementation analysis shows improved strategic plan progress. Cost analysis demonstrated savings (faculty/staff time, equipment, software). ConclusionsSPID+ directly benefits the PharmD by being a single source for data input, tracking, and reporting for the strategic plan, which leads to actionable decisions for program improvement. The culture of strategic planning within the College is benefited because of the standardization of data and improved transparency and dissemination. SPID+ facilitates the goal of having a relevant, ‘living’ Strategic Plan that guides decision-making.