Inclusive Organization Excellence: Leadership Lessons Learned

1. …in a worldwhere no individual can possibly have all the answers, it is the inclusive organization that excels! Frances Hesselbein, 1996 President/CEO of the Drucker Foundation

2. EITS Business Office • Welcome New Staff • Oracle Calendar and Who Is Out System

3. Office of CIO/ Assoc Provost Related Entities Business/Industry Standards— Best Practices EITS Chancellor Research CIO’s Deans, VP’s, Assoc VP’s/ Provosts Bd of Regents SLR Advisory Council USG Auditor EMT Faculty Gov ACIT UGA Auditor Provost 5 yr Plan ITAC Cabinet Federal/State Legislation State of Georgia Auditor ITAC Advisory Council Compact Planning Research Security Acad/ Instruct ITMF Administrative UgaNet Outreach/ Public Serv

4. Chancellor observations: “…If we are indeed a system --- why are some institutions performing at a higher level of quality? Why is there such unevenness in our system?... …One answer may be that if there is a variance in our operations, then it suggests that we have not established a strong sense of common purpose or a mechanism that either encourages or rewards teamwork…..this suggests that we have a System in which the individual institutions focus on internal needs and institutional ambitions…”

5. Leadership Lessons Learned 101 Barbara A. White circa 1950

6. Lesson One: Talk to each other….remember it isn’t always about competition, but about cooperation and collegiality.

7. Lesson Two:Don’t get lost in the detail….remember the ‘big picture’

8. And…Lesson Three: It’s OK that not everyone cares about the same thing, but one needs some level of organization and focus

9. Premise…..”Good to Great”! …the book Good to Greatby Jim Collins focuses on the factors critical in such a transition beginning with leadership, followed by the strategies necessary in leadership to move the organization forward. Included, but not limited to these strategies are: Understanding the institution’s potential; Decision-making; Development and growth potential; Entrepreneurship in a culture of discipline; and Use of technology as an ‘accelerator’ of momentum Alignment of the parts

11. Joint Performance Evaluation Recommendations from Staff and Management Advisory Boards

12. Joint Performance Evaluation Recommendations from Staff and Management Advisory Boards

13. SAB/MAB Performance Evaluation Recommendations (continued) • The UGA “Classified Employee Performance Evaluation” be modified by EITS so that the rating system corresponds to the Core Values Evaluation. • The UGA “Classified Employee Performance Evaluation” and the Core Values Evaluation be combined into one evaluation document. • All evaluations should be checked by the evaluators’ supervisor to ensure that no trends or inconsistencies are present.

14. SAB/MAB Performance Evaluation Recommendations (continued) • Staff member transferring between two supervisors within EITS • require that the original supervisor perform an evaluation for the staff member within 60 days of the transfer. • This evaluation will then be used in conjunction with the new supervisor’s evaluation in the yearly evaluation for the staff member. • Informal, mid-year evaluations should be required • give each staff member a “status check” of their progress • address any potential problems that will affect their yearly performance evaluation.

15. SAB/MAB Performance Evaluation Recommendations (continued) • It is important for each Rater to rate each individual in a standard manner. • Too many “exceptional” or “above average” ratings dilute the accomplishments of those that truly demonstrate outstanding performance in our Core Value areas. • If an individual receives any score other than a “3” (Meets Requirements) on any Core Value item, the Rater shall give specific examples that illustrate the reason that the team member deserves a higher (or lower) rating.

16. SAB/MAB Performance Evaluation Recommendations (continued) • Exceptional • Consistently exceeds requirements in this Core Value area; this is the highest level of performance that can be attained. • Above Average • Frequently exceeds requirements in this Core Value area; distinguishes himself/herself from peers. • Meets Requirements • The individual meets EITS’ high expectations in this Core Value area. This is the baseline level expected of all EITS staff members. • Needs Improvement • Performance in this Core Value area meets most requirements; however, improvement is necessary in order to meet EITS’ expectations. Raters shall give specific examples and direction so that the individual is aware of the problem and can work towards improving his/her performance in that Core Value area. • Unsatisfactory • Performance is consistently below requirements. A score of 1 indicates that there is a severe problem with a Core Value area, and the supervisor needs to clearly document the problem and work with the individual on a regular basis to improve in that area.

17. Next Steps • Unanimously endorsed by Senior Leadership • The Management Advisory Board has agreed to develop an implementation plan • Timeline • Training for supervisors • Processes documented

18. EITS Strategic Planning Model

19. Purpose • Ensure alignment with the vision and mission of the OCIO, EITS, and UGA. • A unified and integrated strategic hierarchy and planning cycle

20. Background Information • Three planning tools have been used in EITS over the past few years: • Core Systems and Services • 5 Year Plan • Compact Plan

21. Integrating the Planning Activities • OCIO/EITS 5 year strategic plan • Organized according to Strategic Core Areas • Identifies Key Projects and Services • Compact Planning • Also organized according to the Strategic Core Areas • Process to engage UGA to determine wants and needs • Contains details on all Services, Initiatives and Measurable Outcomes

23. Strategic Core Areas • Leadership for Information Technology • Strategic Planning, Policy, and Advisement • Business and Technology Partnerships • Client Service and Support • Information Security • Information Management and Integration • Enterprise Production Systems • Infrastructure and Architecture

24. Overall Perspective Building the New Learning Environment Maximize Research Opportunities Compete in a Global Economy Strategic Core Area = 5 Year Plan Services OrganizationalInitiatives Processes Activities Tasks

25. Compact PlanningA collegial, participatory planning process for Information Technology at the University of Georgia September 5 – 26, 2007

26. https://eits.uga.edu/planningCycle/

27. OCIO/EITS Vision and Mission • Vision • Continue in the role of state and national leader in information technology, and to be recognized as the first source for knowledge and expertise in the area of information technology. • Mission • Provide a robust, reliable, and secure information technology infrastructure, maintain essential production services, and offer world-class support.

28. OCIO/EITS Core Values • Excellence in Customer Service • Our People are Our Greatest Asset • A Winning Attitude • Honesty and Integrity • Teamwork and Communication • Efficiency, Effectiveness, and Improvement

29. Strategic Core Areas • Leadership for Information Technology • Strategic Planning, Policy, and Advisement • Business and Technology Partnerships • Client Service and Support • Information Security • Information Management and Integration • Enterprise Production Applications • Infrastructure and Architecture

30. What is Compact Planning? • A process that creates an alignment of unit and organizational goals and strategies • A venue for establishing initiative-based priorities • A cyclical, iterative, and annual process • A negotiated, bilateral written agreement focused on long-term planning • A process that provides for accountability through specific performance and outcome measures tied to initiatives

31. First Round Compact Planning • Met with over 400 faculty, staff, and students in a series of 100 meetings • Received requests for 292 distinct new services and service enhancements • Many incorporated into the 43 Initiatives in the current 5 year Compact Plan

32. Your Feedback Is Important • Share your ideas and suggestions with us here today. • Go to CIO’s website anytime: • CIO.UGA.EDU • Click on Compact Planning Link on the bottom of the page and complete feedback form.