HBCUs should PLAN --> DO --> CHECK --> ACT

When it suits me, I consider myself a HBCU insider since I worked at one for several years and I took some classes while there. Shaw University in Raleigh, NC is in financial trouble. Many other schools are in trouble too, not just HBCUs, but this hits close to home for me.

From where I sat the amount of planning that was allowed to happen could have increased dramatically. I worked in the Business and Finance office for a while before ultimately becoming the Director of Administrative Computing and it seemed we stayed in emergency mode more than anything else. Stephen Covey’s “First Things First” analogy with the jar, the marbles and the golf balls was hauntingly true for us it seemed. Since administering a college is as cyclical as the college academic year itself, when things did show down we ‘shut down’ from sheer exhaustion. It is humanly impossible to be effective AND work at that pace long-term.

We are all familiar with the Academic Calendar. My unique contribution was the Administrative Calendar. I knew (and published) what had to be done in January to have the student information & financials system (Datatel) ready for incoming freshman. My sole daily work was that preparation. If I hit a showstopper in that prep, it was easy to shift gears and help others with their goals since I knew that system inside out and by default was cross-trained on every position in order to successfully migrate the system to a new major release. Cross-training employees is critical.

This morning, the Interim President of Shaw University, Dr. Dorothy Cowser Yancy said that she has an Abraham Lincoln-like management style; managing by moving about (MBMA). I really hope her enthusiasm is contagious, but more than that, I hope that her MBMA turns up documented cases and scenarios that bring about real change instead of an elaborate silent alarm system when she’s on the prowl. Dr. Yancy is making a great personal sacrifice to delay her retirement to fill this role for Shaw U so I believe her when she says, “Shaw has been around too long to fail. I believe in higher education, but I am totally committed to black higher education. I believe in HBCUs. I believe they should exist. And I believe that if they were not here, they would have to create us this morning.”

Raising $145 million during two capital campaigns while president of Johnson C. Smith University in Charlotte, NC is truly admirable, but did she teach them to fish? I hope so. Is the $39 million increase in their endowment still growing?... or have they ‘shut down’ from sheer exhaustion ? How did she do it? I, like a lot of other people, am hoping she does it again at Shaw. This is what I recommend happens at Shaw:

1. Take a hard look at every department, process and practice and decide how it feeds into the bottom line.
1. The ‘look’ should be extremely detailed and written.
2. Decide ‘What we do and why.’
3. Put everything in one of two buckets; (1) must-have and, (2) Nice-to-have.
4. Immediately halt spending for each “nice-to-have”
5. Analyze each must have and document processes and prioritize them.
1. Re-write and/or create job descriptions based on must haves.
2. Match employee skills to must-have positions.
3. Empower employees to own and do their jobs with built-in accountability.
2. Create measurable, repeatable processes and workflows that directly relate to university goals.
1. Each department/office should have weekly, monthly and annual goals that are transparent, monitored and measured.
3. Improve internal communications and reporting using technology & standards.
1. Leaders should be able to monitor, communicate and tweak departmental goals and progress.
2. Tweaking should be managed, documented and justified.
3. There should be a systematic way for customers (students) and employees to complain and/or give praise.
4. Faculty & Staff should know exactly how their role(s) contribute to revenue streams. They should absolutely be able to see and focus on the big picture through the daily grind.
1. Tie bonuses to performance.
2. Create incentives to motivate employees.
5. Take inventory of supplies, procurement practices and equipment.
1. Cut waste… who is using all the paper, ink, toner, pencils?
2. Are we paying too much for goods and services?
6. Account for and justify each incoming/outgoing dollar.

THEN… check all you’ve done, tweak, repeat.

Welcome Madame President. Good luck Shaw! I believe in you too.

Sincerely,

LORRINDA STEWART MICHIEKA, MBA Business Analyst Process Rengineerist (made that one up… [smile]) Total Quality Manager Lifelong Student Creative Effectiveness Guru http://www.movemymountain.com/ http://www.lorrinda.com/

Links: http://www.shawuniversity.edu/press_releases/Dr_Yancyl.htm http://www.wral.com/news/local/story/5260644/ http://www.newsobserver.com/news/story/1552170.html