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Office of the Provost University of Washington 2y2d Overview for PSO leadership.

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Presentation on theme: "Office of the Provost University of Washington 2y2d Overview for PSO leadership."— Presentation transcript:

1 Office of the Provost University of Washington 2y2d Overview for PSO leadership

2 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources What is it about? What direction? 2 Agenda 2y2d Sustainable Academic Bus. Plan Organizational Effectiveness Contacts / Resources What is it? What is the focus? What is it? What is the timeline? Who is doing it? What is the organization structure? How can I learn more? Program Evaluation What is it? What are the goals, organization and timeline? Priority Initiatives Priority Initiatives:

3 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 3 What is 2y2d? Two years (2y) Near-term action Practical Answers “How?” Creates a new business model UW Vision & Values Discovery is at the heart of our university. Integrity  diversity  excellence  collaboration  innovation  respect Creative people—faculty, students, staff—make our vision and values real. UW Vision & Values Discovery is at the heart of our university. Integrity  diversity  excellence  collaboration  innovation  respect Creative people—faculty, students, staff—make our vision and values real. Who are we? What’s next? (What will we be? What direction maintains/sustains excellence, vision and values?) How will we get there? What are we doing now? Two decades (2d) Long-term view Aspirational Answers “What?” Positions the UW to thrive in the 21st Century Two Years to Two Decades (2y2d) NEXT STEPS: Sustainable Academic Business Plan NEXT STEPS: Focus on Society’s Biggest Issues How will this affect you? Organizational Effectiveness Program Evaluation Priority Initiatives

4 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources Plan for how to emerge from the next two years better than we are now, positioned for the next twenty Become more: NimbleCollaborative FlexibleSustainable Increase revenues Decrease costs Engage everyone Increase quality HARD WORK! 4 What is the Sustainable Academic Business Plan? Priority Initiatives

5 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 5 “Become Better with Changing Resources“ Flexible, Nimble, Collaborative, Sustainable Sustainable Academic Business Plan Foster Collaboration Enhance Infrastructure Enhance the Learning Experience Align Goals & Activities Increase Revenue, Leverage Resources Increase Flexibility What is the Sustainable Academic Business Plan? Priority Initiatives

6 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 6 Become Better with Changing Resources Priority Initiatives

7 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / 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 TEST7 Priority Initiatives What is the Program Evaluation Initiative?

8 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources TEST88 Planning & Budgeting: providing central data Colleges: Departments and Non- departmentalized Units President Board of Regents PEI Oversight Committee: Provost Dean, UAA Dean, Grad School Communications: Internal and External Sustainable Academic Business Plan Steering Committee Provost, Chair Program Evaluation Initiative Project Manager What is the Program Evaluation Structure? Priority Initiatives

9 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources TEST What Is the Program Evaluation Timeline? Priority Initiatives

10 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / 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 websiteProvost’s website TEST10 Priority Initiatives What will it look like and who was consulted?

11 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 11 Become Better with Changing Resources

12 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / 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 excellenceEngage everyone Decrease costs HARD WORK! 12 What is the Organizational Effectiveness Initiative?

13 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 13 What are the Components, Methods and Range of Services? ComponentsMethods to Use Range of Services Available (customized to need) Strategy (vision, mission, values, goals, initiatives, vocabulary) Culture building Metrics Process Improvement Innovations Telling the Story Organizational Reviews Strategy Mapping/Applied Strategic Planning Surveying for feedback Current and Future State Process Mapping Gap Analysis Action Planning 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

14 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources Expected: Central Administrative Units led by Vice Provosts and Vice Presidents Optional: Schools, Colleges, Auxiliaries, Others 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 Who Are the Players?

15 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 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 Are We Doing? Unit Process Improvements: Each unit is expected to improve its effectiveness Cross UW Process Improvements : Will choose a limited number of cross UW processes to improve

16 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources Small Dedicated Staff: 0.5 FTE Special Assistant to the Provost 0.5 FTE Project Manager 1.0 FTE Organizational Development Specialist (focus on Process Improvement) 1.0 FTE 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 Support Is Being Provided?

17 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 17 What Is the OEI Structure? External consultants Dedicated OD Staff temp appt Efficiency and Effectiveness Expertise Clients Grad Students Org Change group Strategy Mgmt Central Admin Units Others who opt in POD President Board of Regents OEI Steering Committee Provost, chair Communications: Internal and External Sustainable Academic Business Plan Steering Committee Provost, Chair OEI Initiative: Special Asst. to Provost

18 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 18 What is the Timeline (through June 2011)? SepOctNovDecJanFebMarAprMayJun 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 Start up Project Plan Secure Funding Create Steering Committee Create Services/Levels Solicit Expertise/Support Develop Website/Tools Assess current efforts Peer benchmarking Develop Communications Plan

19 2y2dSustainable Academic Bus. PlanOrganizational EffectivenessContacts / Resources 19 2y2d Marisa Nickle (Project Manager), 206 Program Evaluation Initiative Organization Effectiveness Initiative Ruth Johnston (Lead) OEI website under construction How Can I Learn More? Executive Leadership Mary Lidstrom, Provost (Chair)V’Ella Warren, Senior Vice President


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