Consultancy
Background
The Utrecht School of the Arts (HKU) wanted to improve its annual plans. The existing plans were often lengthy and lacked concrete actions and measurable outcomes, making targeted management difficult. Robert Willemars, Director of Finance, Quality and Control, was looking for a way to strengthen the Planning and Control cycle and improve collaboration between education and operations. A concise and uniform format was essential in this regard.
Within HKU, 25 organisational units each worked with their own annual plans, which varied greatly in structure and content. There was no shared framework, making it difficult to monitor progress or formulate joint objectives. The plans were often too broad and not sufficiently action-oriented. HKU needed an approach that would stimulate dialogue between departments and create more focus, consistency and concrete actions within the annual plans.
A3 methodology
Together with BPM Consult, HKU opted for the A3 annual planning methodology. This approach offers a concise format in which objectives, actions and results are clearly structured. The methodology aligns with HKU’s institutional plan and makes it possible to translate policy priorities into concrete plans for each unit on an annual basis. This promotes coherence between education and support services. The A3 structure supports the formulation of measurable and achievable objectives.
HKU organised dialogue sessions with the management of each unit. During these sessions, policy priorities were translated into concrete actions and results for the upcoming academic year. Each unit subsequently produced an A3 annual plan. This uniform approach made it possible to actively monitor progress towards objectives throughout the year and to make adjustments where necessary. BPM Consult facilitated the process and ensured broad support across the organisation.
Results
The introduction of the A3 methodology led to greater focus, clarity and ownership within the annual plans. Each unit now has a clear plan with measurable objectives and actions, making it possible to steer progress more effectively. The dialogue around objectives has improved, and the alignment between education and operations has been strengthened. HKU now experiences greater control over implementation and improved alignment with its strategic goals.
Robert Willemars has noticed the impact of the new approach: “Our shared ambition is now much more present in people’s minds. This is setting the organisation in motion.” The annual plans are no longer a mandatory document, but an active steering tool. The improved Planning and Control cycle contributes to better collaboration and more results-driven working within HKU. The methodology encourages ownership and makes progress visible and open for discussion.
Embedding
The A3 methodology has now become a structural part of HKU’s annual planning cycle. Each year, the organisation continues to apply this approach, with policy priorities consistently translated into concrete actions. While the method allows for tailoring at unit level, it also provides a shared framework and common language. This strengthens strategic steering at all levels. HKU has thereby established a sustainable foundation for results-driven working.
With the introduction of A3 annual plans, HKU has taken an important step in improving its Planning and Control. The collaboration with BPM Consult delivered a practical approach with broad support. The organisation is now better equipped to set objectives, monitor progress and work together towards high-quality education. HKU continues to further develop and embed the methodology in its way of working.
