1. Institute Improvement Initiative R EPORT TO F ACULTY & S TAFF January 17, 2014 Richard Wilkinson Associate Vice Chancellor Organizational Effectiveness & Development

2. 1.About the Initiative 2.Institute Snapshot 3.Where do go from here?

3. About the Initiative Follow IAS Process Collect Data Identify Promising Actions Implement Identify one or two projects to improve the Institute this year. Goal

4. Graduate Review 2011-2012 Needs Continuous programmatic improvement and a more uniform sense of collegiality Rigorous 3 rd Year reviews of junior faculty “Faculty and staff are encouraged to think creatively and embark on a new phase of development to change the nature and scope of operations.” “Determine whether the pedagogy, course content and course sequencing best support student learning outcomes.” Interim Review Planned for 2016-2017

5. 2013-2014 Data Strong commitment to own program Weak commitment to Institute overall Enjoy working with students and peers Uncertain morale Ambiguous accountability No plan for the future My Assessment Snapshot

6. The Institute is sitting on a great deal of potential. However, there is no long term vision/mission or collaborative plan to make the Institute into a School that extends down to the entire organization. I feel one of our strengths as a school and institute is that we look to helping the community more than other schools. However, one thing we struggle with is acting and making good decisions based on this motivation. The institute is in a flux…The programs are becoming independent but they are not of the same quality and focus. We need to develop processes among us so that we are efficient in delivering a quality education to our students [and] where all faculty can pursue their research so that both the undergrad and grad programs can benefit. 4 Comments

7. I have the opportunity to do what I do best every day. 5243 On a typical day, I have no chance to learn anything new. The success of the Institute is the arrangement of frequent meetings, various activities for student engagement, and the very open and friendly communication between all involved.

8. Dissatisfaction Vision First steps Resistance Formula for change

9. The Basic Plan Winter Quarter Revise Peer Observation Policy Spring Quarter Revise Workload Policy September Develop “Institute 2020” Strategic Plan TBD Training on managing change and transition

10. A Wicked Question How can institute members embrace ownership for the success of their programs and the success of the Institute overall?

11. Vision / Values Current Reality Strategic Priorities Action Plan Strategic Planning Process

12. Sample Strategy Map

13. 8 Options ①Basic ②Interpersonal ③Business Skills ④ABET ⑤Labs ⑥Research ⑦Curriculum ⑧Community

14. Everyone has three votes Top = 5 points 2 nd = 3 points 3 rd = 1 point

15. It is the newness of our words to each other that creates the groundwork for changes in practices. Each time we come together, we have the capacity to transform our experience. Peter Block

16. Thank you!