1 Mid Cycle Review Information Technology Task ForceSeptember 25, 2012

2 Mid cycle review teams:President’s Advisory Committee on Mid-cycle Review: Geoff McBoyle, Douglas Peers, Susan Elliot, Adel Sedra, Terry McMahon, Ian Goulden, Andre Roy, Carol Cressman, Susan Horton (Lynn Judge),Cathy Newell-Kelly, Feisal Rahman, Mariam Gill Resource Team: Mary Jane Jennings, Director, Institutional Analysis and Planning Ellen Rethore, Associate Vice-President, Communications and Public Affairs Janet Passmore, Associate Provost, Human Resources Daniela Seskar-Hencic, Associate Director, Institutional Analysis and Planning Data Analysis Team (IAP): Lisa Armstrong, M.A. Katie Cook, M.A. Rich Janzen, PhD Scott Rosas, PhD Daniela Seskar-Hencic, M.A.

3 Mid-cycle Review PurposeReview goals delivered in 2006 Reflect on our progress and engage students, faculty, staff, alumni Create actionable goals for the next five years Introduce an accountability framework with action plans and measures of success  

4 Also… Guide the development and integration of Faculty, Academic Support and Administrative Support Unit plans Inform other initiatives (e.g. student success, strategic workforce planning, multi-year integrated resource planning, internal communications)

5 Foundational Pillars Academic excellenceResearch excellence and impact Co-operative education Graduate studies Internationalization Entrepreneurship

6 Staged Process Stage One Broad Engagement and ConsultationData Analysis Identifying Priorities Stage Two Goal Setting Action Planning Accountability Framework

7 Questions What would you see for the University of Waterloo as one of the globally recognized and respected universities? What might hold us back from getting there? What recommendations do you have? What priorities do we need to focus on?

8 Stage One: Initial InputMeetings with the President: 40 meetings with over 60 groups of students, faculty, staff and alumni An online survey: 2292 responses: 1199 undergraduate students, 288 graduate students, 228 faculty, 346 staff, 88 alumni, and 300 undeclared role /On-campus mail: s directed to the or on-campus mail to the Office of the President

9 People Involved in Stage OneOver 3,400 participants contributed their ideas: five stakeholder groups: undergraduate students; graduate students; faculty; staff; alumni A subset (75) of these individuals were later invited to sort the ideas and rate by importance and feasibility Recruited by the President’s Advisory Committee on Mid-cycle Review; Deans; student associations; academic support units;

10 Stage Two Identified key strategic goals and enabling goalsFocus Groups 20-30 participants with expertise and/or experience Developed High Level Action Plans Facilitated discussions will deliver high level plans with goals, objectives, actions, measurable outcomes, responsibilities and timelines

11 Eliciting Knowledge and OpinionFrom the stakeholder generated ideas contributed between September- November, via consultation meetings, online surveys, and , a set of core statements were extracted. 73 final statements +3,400 participants contributed information Sample Statements: Ensure students are prepared for their careers. Increase collaboration within UW. Increase the number of inbound and outbound international students. Increase the number of graduate programs.

12 Organizing Knowledge and Opinion73 statements were sorted into groups Work quickly and effectively under pressure 49 Organize the work when directions are not specific. 39 Decide how to manage multiple tasks. 20 Manage resources effectively. 4 Each statement was rated twice (Importance & Feasibility) 3 Scan a multitude of information and decide what is important. 1 Manage time effectively 2 Manage resources effectively. 4 Decide how to manage multiple tasks. 5 Organize the work when directions are not specific. Rating Sheet

13 Conceptually different statements appear farther apartEnsure students are prepared for their careers. (23) Increase international promotion and branding. (53) Provide more training for staff, management and faculty. (44)

14 The Emerging StructureClear and Effective Leadership Resources uW Environment Image and Philosophy Visibility and Outreach Student Opportunities and Experience Quality Education …contains all the details and provides a conceptual framework.

15 B: Quality Education Maintain excellence at university's current size.Lower tuition. Increase financial assistance for all students (i.e. graduate, undergraduate and international). Continue to grow (enrolment, endowment, campus size, etc.) the university. Increase focus on under-recognized programs (e.g. the Arts). Decrease the ratio of students to faculty and to staff. Increase quality of education. Ensure excellence in supervisors and mentors. Increase the quality of teaching. Increase the number of graduate programs. Develop more online learning opportunities. Maintain excellence at university's current size. Increase support for graduate studies. Increase the number of unique academic programs (e.g. medical, law, etc.). Increase bursaries and funds to attract students and faculty.

16 C: Resources Re-evaluate resource allocation.Provide clear accountability within UW (for example, in terms of resource allocation and decision making). Acquire more specialized equipment and resources for certain areas. Direct resources to programs in need. Increase inter/transdisciplinarianism (i.e. collaboration between departments and programs). Direct resources to popular programs. Increase transparency regarding resource allocation.

17 D: Clear and Effective LeadershipEnsure staff, student and faculty are engaged in university decision making. Stimulate a culture of innovation by decreasing resistance to change. Improve internal communication (senior admin, faculty, staff, students). Improve administrative processes. Increase collaboration within UW. Provide more training for staff, management and faculty. Provide clear and effective leadership. Increase standards for hiring and promoting faculty and staff. Decrease "siloism" (i.e. exaggerated boundaries between departments, programs, individuals). Retain faculty, staff and students. Lead by example. Increase support for staff (e.g. financial, administrative, recognition). Upgrade technology university-wide.

18 Final Priorities The same 75 stakeholder representatives invited to:Review the emerging priority areas Decide which statements to focus on – up to 5 key statements/objectives Confirmed priorities and objectives Provided suggestions for next steps

19 Comparing Statements in a Cluster on Ratings: Go ZonesFeasibility Low High Importance 49 Low Importance Low Feasibility High Importance High Feasibility Importance mean for this cluster Feasibility mean for this cluster Comparing Statements in a Cluster on Ratings: Go Zones

20 A: Opportunities and Experience - Go Zone3.79 2.6 4.62 1.95 4.38 Importance Feasibility 3.65 3 4 6 19 20 21 23 28 34 39 41 43 59 72 r = .74 Ensure students have a well balanced life (social, health, mental health, physical, academic). (3) Advance student success. (6) Maintain quality of co-operative education. (20) Recruit students who are well-rounded (high marks, extra-curricular, etc.). (21) Maintain high standards for entering students. (59) Ensure students are prepared for their careers. (23) Create a "student-focused" university. (41) Produce students who are well-rounded. (72) Increase school spirit (potentially through athletics, more social opportunities, a UW identity versus program identity). (28) Provide better housing for students. (4) Provide more co-op opportunities. (19) Provide more international co-op opportunities. (34) Increase the number of inbound and outbound international students. (39) Involve more undergraduate students in research. (43)

21 Key goals and objectives

22 Advance Research Excellence and ImpactObjectives Alignment Increase recognition of research Increase resources for research Increase partnerships at all levels (local, national, international) Increase innovation Define balance with teaching Foundational Pillar: Research Excellence and Impact

23 Advance Quality of EducationObjectives Alignment Increase the quality of teaching including online learning opportunities Ensure excellence in supervisors and mentors Decrease the ratio of students to support (faculty, staff, TA’s, instructors, secretarial, registrar, etc.) Increase support for graduate students Increase inter and ‘trans-disciplinarianism’ Foundational Pillars Academic excellence Graduate students Internationalization This is a new term for us—usually hear ‘inter-disciplinarity’ need to explain to Feridun

24 Enhance Student Opportunities and ExperienceObjectives Alignment Ensure students have a balanced life Create a student-focused university Ensure students are prepared for their careers Increase school spirit Provide more co-op opportunities Foundational Pillars Academic Excellence Research Excellence Coop Education Internationalization Entrepreneurship Graduate Studies

25 Enabling goals and objectives

26 Increase Visibility and OutreachObjectives: Increase promotion of uW by better “communicating what we do” or “telling our story(ies)” Create a “brand” for uW that is marketable and recognizable nationally and internationally Participate through volunteering, education, co-op, and research in local community. Build partnerships locally and internationally with universities, organizations and businesses

27 Improve uW EnvironmentObjectives: Create a sense of community on campus (virtual and physical) Increase space available for classrooms, offices, studying and socializing Increase uW’s environmentally sustainable activities Increase equity throughout campus

28 Ensure Clear and Effective LeadershipObjectives: Improve internal communication Improve administrative processes Upgrade technology university-wide Decrease siloism Ensure staff, student, faculty are engaged in decision-making  

29 Improve Resources and FundingObjectives: Re-evaluate resource allocation Provide clear accountability and transparency in resource allocation Enhance relationships with alumni Increase external sources of funding Provide clear accountability within uW

30 Advance Image and PhilosophyObjectives: Address the teaching and research balance Encourage innovation Be known for doing things well Encourage entrepreneurship

31 Visibility and OutreachObjectives: Increase promotion of uW by better “communicating what we do” or “telling our story(ies)” Create a “brand” for uW that is marketable and recognizable nationally and internationally Participate through volunteering, education, co-op, and research in local community. Build partnerships locally and internationally with universities, organizations and businesses

32 uW Environment Objectives:Create a sense of community on campus (virtual and physical) Increase space available for classrooms, offices, studying and socializing Increase uW’s environmentally sustainable activities Increase equity throughout campus

33 Clear and Effective LeadershipObjectives: Improve internal communication Improve administrative processes Upgrade technology university-wide Decrease siloism Ensure staff, student, faculty are engaged in decision-making  

34 Resources Objectives: Re-evaluate resource allocationProvide clear accountability and transparency in resource allocation Enhance relationships with alumni Increase external sources of funding Provide clear accountability within uW

35 Image and Philosophy Objectives:Address the teaching and research balance Encourage innovation Be known for doing things well Encourage entrepreneurship

36 Alignment with Foundational PillarsThe 4 priority areas and the 7 themes emerged from the same set of data and provide complementary views of the input we gathered.

37 Discussed alignment with Faculty PlansFaculties at various stages of strategic planning Determine how MCR goals contribute to Faculty plans Determine how Faculty plans contribute to MCR goals Define progress and outcome measures

38 Alignment with current situation and InitiativesAssess our current situation (government policy, initiatives, progress on 6th decade goals, climate) List relevant initiatives and define their progress and outcome measures (e.g. Teaching Fellows; Student Success) Define new actions and relevant progress and outcome measures

39 Accountability FrameworkGoals Objectives Actions—specific actions to operationalize our objectives Benchmarks Current status Progress indicators Annual updates Success Outcomes—what success looks like Clear lead and support roles identified

40 Lessons Learned and Key MessagesEngage, respect, seek proactive input Use multiple ways to reach people – group and individual Stay connected and transparent Action orientation Have a plan for how to maximize the use of the input Triangulate data/information -use various sources and evidence Explain how outcomes address the pillars, advance the goals, and in turn strengthen the pillars

41 Questions/Discussion