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Office of the Provost

University of Washington 2y2d Overview for PSO leadership. Office of the Provost. Agenda. Priority Initiatives. 2y2d. What is it about? What direction?. What is it? What is the focus?. Sustainable Academic Bus. Plan. Priority Initiatives:. What is it?

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Office of the Provost

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

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

  3. What is 2y2d? Priority Initiatives 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?) 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 How will we get there? NEXT STEPS: Sustainable Academic Business Plan NEXT STEPS: Focus on Society’s Biggest Issues What are we doing now? Organizational Effectiveness Program Evaluation How will this affect you?

  4. What is the Sustainable Academic Business Plan? Priority Initiatives Plan for how to emerge from the next two years better than we are now, positioned for the next twenty Become more: Nimble Collaborative Flexible Sustainable Increase revenues Decrease costs Engage everyone Increase quality HARD WORK!

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

  6. Become Better with Changing Resources Priority Initiatives

  7. What is the Program Evaluation Initiative? Priority Initiatives • 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

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

  9. What Is the Program Evaluation Timeline? 2010-2011 Priority Initiatives TEST

  10. What will it look like and who was consulted? Priority Initiatives • Program Evaluations Include: • Narrative • 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

  11. Become Better with Changing Resources

  12. What is the Organizational Effectiveness Initiative? 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 Engage everyone Decrease costs HARD WORK!

  13. What are the Components, Methods and Range of Services?

  14. Who Are the Players? 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!

  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 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.

  16. What Support Is Being Provided? 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

  17. What Is the OEI Structure? • Sustainable Academic Business Plan Steering Committee • Provost, Chair President Board of Regents OEI Steering Committee Provost, chair • 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 Clients Efficiency and Effectiveness Expertise

  18. What is the Timeline (through June 2011)? Sep Oct Nov Dec Jan Feb Mar Apr May Jun 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 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

  19. How Can I Learn More?

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