Background

1. MAKING A DIFFERENCEThe Challenge of Turning Vision into RealityTEM ConferenceSydney, August 2006Dr Bob HallPlanning and Institutional Research Unit

4. Background • NZ government tertiary reforms (2002 onwards) • Charters and Profiles • Charters… • Profiles… • April 2003, start redrafting UC Charter • Decide to include “vision and values”

5. Clarifying the terminology • Need to distinguish betweenmission, vision and values • A mission statement captures essence…. • A vision statement captures aspirations… • Values capture heart and soul… • Diagram…

6. Terminology diagram

7. Why we need vision James Lucas, Management Review, February 1998 We need vision… • To guide us – provide direction • To remind us - confirming fundamentals • To free us – how we have always done things • To inspire us – capturing imagination

8. A vision statement should be: Realistic and credible Well articulated andeasily understood Appropriate Ambitious Consistent with values Defensible and achievable A vision statement should not be: A high concept statement A motto An advertising slogan A view from the top A history of the past Passionless Vision do’s and don’ts

9. The visioning process James Lucas, Management Review, February 1998 The visioning process… • Soul searching – knowing who we are • Consulting – seeking widespread input • Being prepared to be challenged – accountable • Communicating – implementing the vision

10. The “old” Canterbury vision • The “old” vision:“To be a premier research university, internationally known for the excellence of its contribution to knowledge, its excellent courses, teaching and graduates, its high levels of citizenship, and to be recognised by its community, including the international network of scholars, for these qualities.” • The “view from generica” – could apply to anyone

11. The Canterbury approach • Agreed on some simple principles • Convened a representative Vision Group • Key senior staff were involved • Reviewed documentation and met regularly • Lunchtime focus groups were held • Input solicited from selected individuals and groups • Material made available on the web

12. The ten-fold brief • The statement should be inspiring • Focus to be on people rather than bricks or mortar • Emphasise historical legacy • One of first universities in New Zealand • Capture connection between past and future • University as a catalyst for change • Must have relevance to all staff, not just academics • Must be easily rendered in Maori • Must highlight significant values • Must be reducible to a single thought Mission impossible?

13. The “new” Canterbury vision • The outcome was a simple statementthat was then amplied on with four paragraphs… • People prepared to make a differencetangata tu, tangata ora • people – “he tangata, he tangata, he tangata” • prepared – ready, willing and able • to make a difference – catalyst for change,having a positive impact, providing a voice for change

14. The vision – para 1 • The context“Since its founding in 1873 the University of Canterbury and its people have a made a difference locally and globally. Proud of that past, we now look to the future with fresh vision that blends the best of Canterbury tradition with the innovation necessary for success in a changing world. People are crucial to this process – people who are prepared to make a difference.”

15. The vision – para 2 • The internal view“We will make a difference by the application we bring to our studies; the passion and rigour we bring to our teaching and research; the inclusiveness and transparency we bring to our decision-making; the care and attention we bring to our administrative tasks; the courtesy we bring to service; and the sense of collegiality and respect we bring to interaction with others.”

16. The vision – para 3 • The external view - city, region and nation“We will make a difference to our city, region and nation by the quality of our graduates; the relevance and excellence of our research; the brilliance of our creativity; the impact of our collaboration with others; the strength of our bonds with community, business, industry and government; and by the leadership we show in Treaty, equity, environmental and other issues.”

17. The vision – para 4 • The external view - International“We will make a difference internationally by enhancing the Canterbury tradition of world-class research and scholarship; working with selected overseas institutions; providing a welcoming destination for international students; and sending out graduates who are prepared to make their mark on the world stage.”

18. Implementing the vision • Vice-Chancellor speeches • Planning documents-Colleges and Service units • Business cases • Branding statements • Web pages • Artefacts etc. • The PIRU exemplar…

19. Expressing the vision Planning and Institutional Research Unit • Mission:To contribute to the University vision of beingpeople prepared to make a difference • Vision:To be known and appreciated for the excellence, relevance and accessibility of our service, staffand outputs

20. The essence of PIRU Vision: To be known and appreciated for the excellence, relevance and accessibilityof our service, staff and outputs Mission: To contribute to the University vision of being people prepared to make a difference

21. Questions and discussion