University of Washington 2y2d Overview for PSO leadership Office of the Provost Agenda 2y2d Sustainable Academic Bus.
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University of Washington 2y2d Overview for PSO leadership Office of the Provost Agenda 2y2d Sustainable Academic Bus. Plan Organizational Priority Initiatives Effectiveness 2y2d • What is it about? • What direction? Sustainable Academic Bus. Plan • What is it? • What is the focus? Contacts / Resources Priority Initiatives: • Program Evaluation • Organizational Effectiveness Contacts / Resources • • • • What is it? What are the goals, organization and timeline? What is it? What is the timeline? Who is doing it? What is the organization structure? • How can I learn more? 2 What is 2y2d? 2y2d Who are we? Priority Initiatives Organizational Effectiveness Sustainable Academic Bus. Plan Contacts / Resources UW Vision & Values Discovery is at the heart of our university. Integrity diversity excellence collaboration innovation respect What’s next? Creative people—faculty, students, staff—make our vision and values real. (What will we be? What direction maintains/sustains excellence, vision and values?) How will we get there? Two Years to Two Decades (2y2d) Two years (2y) • Near-term action • Practical • Answers “How?” • Creates a new business model Two decades (2d) • Long-term view • Aspirational • Answers “What?” • Positions the UW to thrive in the 21st Century What are we doing now? NEXT STEPS: Sustainable NEXT STEPS: Focus Academic Business Plan Biggest Issues How will this affect you? Organizational Effectiveness on Society’s Program Evaluation 3 What is the Sustainable Academic Business Plan? 2y2d Priority Initiatives Organizational Effectiveness Sustainable Academic Bus. Plan Contacts / Resources Plan for how to emerge from the next two years better than we are now, positioned for the next twenty Become more: Nimble Flexible Collaborative Sustainable Increase revenues Decrease costs Increase quality Engage everyone HARD WORK! 4 What is the Sustainable Academic Business Plan? 2y2d Sustainable Academic Bus. Plan Priority Initiatives Organizational Effectiveness Contacts / Resources “Become Better with Changing Resources“ Flexible, Nimble, Collaborative, Sustainable Increase Revenue, Leverage Resources Enhance Infrastructure Increase Flexibility Sustainable Academic Business Plan Enhance the Learning Experience Foster Collaboration Align Goals & Activities 5 Become Better with Changing Resources 2y2d Sustainable Academic Bus. Plan Priority Initiatives Organizational Effectiveness Contacts / Resources 6 What is the Program Evaluation Initiative? 2y2d Priority Initiatives Organizational Effectiveness Sustainable Academic Bus. Plan Contacts / Resources • Program Evaluation provides criteria and metrics to identify areas to better align academic goals and activities – serves as a starting point for conversations about the future – allows each unit to examine what it is doing now and to identify opportunities for prioritization and strategic decision-making TEST 7 What is the Program Evaluation Structure? 2y2d Priority Initiatives Organizational Effectiveness Sustainable Academic Bus. Plan Sustainable Academic Business Plan Steering Committee Provost, Chair PEI Oversight Committee: •Provost •Dean, UAA •Dean, Grad School Program Evaluation Initiative Project Manager Planning & Budgeting: providing central data Contacts / Resources President Board of Regents Communications: Internal and External Colleges: Departments and Nondepartmentalized Units TEST 8 What Is the Program Evaluation Timeline? 2y2d Priority Initiatives Organizational Effectiveness Sustainable Academic Bus. Plan Contacts / Resources 2010-2011 TEST 9 What will it look like and who was consulted? 2y2d Priority Initiatives Organizational Effectiveness Sustainable Academic Bus. Plan Contacts / Resources • Program Evaluations Include: 1. Narrative 2. Unit specific metrics (central data + local data) • Who was consulted/involved? • Oversight Committee • Deans & Chancellors • Faculty Senate Committee on Planning & Budgeting • For more info, see Provost’s website TEST 10 Become Better with Changing Resources 2y2d Sustainable Academic Bus. Plan Organizational Effectiveness Contacts / Resources 11 What is the Organizational Effectiveness Initiative? 2y2d Sustainable Academic Bus. Plan Organizational Effectiveness Contacts / Resources Plan for how to improve work processes in the next two years, in order to position us for the next twenty. We want to become even better! Principles: Rapid – Transparent -- Data Driven – Accountable -- Holistic Add value to the UW Achieve operational excellence Decrease costs Engage everyone HARD WORK! 12 What are the Components, Methods and Range of Services? 2y2d Components • Strategy (vision, mission, values, goals, initiatives, vocabulary) • Culture building • Metrics • Process Improvement • Innovations • Telling the Story Sustainable Academic Bus. Plan Organizational Effectiveness Methods to Use • Organizational Reviews • Strategy Mapping/Applied Strategic Planning • Surveying for feedback • Current and Future State Process Mapping • Gap Analysis • Action Planning Contacts / Resources Range of Services Available (customized to need) • Tool Kit Access • Advising/Consulting • Periodic Check-Ins (observe, measure progress) • Planning (strategy, action) • Facilitating (meetings, process improvements) • Benchmarking • Metrics Development • Training • Conflict Resolution • Change Management 13 Who Are the Players? 2y2d Sustainable Academic Bus. Plan Organizational Effectiveness Expected: Central Administrative Units led by Vice Provosts and Vice Presidents Optional: Schools, Colleges, Auxiliaries, Others Contacts / Resources • Some organizations have a strong history of process improvement (Financial Management/Treasury since 1990) and are viewed as leaders and models • Some organizations are actively engaged and can show results • Some organizations are working on this but can’t show results • Some organizations haven’t begun! 14 What Are We Doing? 2y2d Sustainable Academic Bus. Plan Unit Process Improvements: Each unit is expected to improve its effectiveness Organizational Effectiveness Contacts / Resources Cross UW Process Improvements : Will choose a limited number of cross UW processes to improve Telling Our Story: Will be focused on successes, individual engagement and stories, metrics; will be collecting UW wide process improvements and results Building Capacity: Will provide tools and training for departments to learn how to do their own improvement work over time. 15 What Support Is Being Provided? 2y2d Sustainable Academic Bus. Plan Organizational Effectiveness Contacts / Resources Small Dedicated Staff: 0.5 FTE 0.5 FTE 1.0 FTE 1.0 FTE Special Assistant to the Provost Project Manager Organizational Development Specialist (focus on Process Improvement) Metrics and Reporting Specialist Leveraging process improvement/OD and change experts from across the UW POD/Strategy Management/External Consultants Graduate Students and Faculty 16 What Is the OEI Structure? 2y2d Sustainable Academic Bus. Plan Organizational Effectiveness Sustainable Academic Business Plan Steering Committee Provost, Chair OEI Steering Committee Provost, chair President Board of Regents Communications: Internal and External OEI Initiative: Special Asst. to Provost External consultants Strategy Mgmt Org Change group Central Admin Units Dedicated OD Staff temp appt POD Grad Students Others who opt in Efficiency and Effectiveness Expertise Contacts / Resources Clients 17 What is the Timeline (through June 2011)? 2y2d Sustainable Academic Bus. Plan Organizational Effectiveness Contacts / Resources Start up Project Plan Secure Funding Create Steering Committee Develop Communications Plan Create Services/Levels Solicit Expertise/Support Develop Website/Tools Assess current efforts Peer benchmarking Focus on work inside Admin Units Solicit early adopters │ Intake │ Prep work │ Baseline/benchmark │ Activity │ Evaluate │ Report Focus on institutional process improvement needs Review UW Wide Processes (UW) │ Prioritize Activities │ Solicit Engagement │ Perform Activities Focus on developing skills to build capacity to lead these efforts internally ID general training needs │ Develop training │ Develop tools │ Offer training │ Evaluate training │ Monitor skills application Focus on spreading the word, internally & externally Evaluate progress│ Create metrics │ Report │ Share Learnings | Revise approaches Focus on broader engagement Solicit others to engage │ Create broader plan │ Systemize activities/approaches │ Sustain and expand Sep Oct Nov Dec Jan Feb Mar Apr May Jun 18 How Can I Learn More? 2y2d Sustainable Academic Bus. Plan Organizational Effectiveness Contacts / Resources Executive Leadership Mary Lidstrom, Provost (Chair) V’Ella Warren, Senior Vice President [email protected] 206 543-7632 [email protected] 206 543-8765 2y2d Marisa Nickle (Project Manager), [email protected], 206 685-2745 http://www.washington.edu/discover/leadership/provost/initiatives/2y2d [email protected] Program Evaluation Initiative http://www.washington.edu/discover/leadership/provost/initiatives/2y2d/program-evaluation [email protected] Organization Effectiveness Initiative Ruth Johnston (Lead) [email protected], 206 685-8938 OEI website under construction [email protected] 19