Delivering the Access to Excellence Goals: Raising Overall Achievement and Closing Achievement Gaps

Transcription

1 Delivering the Access to Excellence Goals: Raising Overall Achievement and Closing Achievement Gaps 0

2 The Access to Excellence Strategic Plan The new CSU strategic plan sets forth three major priorities: 1. increasing student access and success 2. meeting the state s need for economic and civic development through continued investment in applied research and meeting workforce needs; and 3. Sustaining institutional excellence through investment in faculty and staff, innovation in teaching and increased involvement of undergraduates in research and their communities. The plan outlines eight specific goals within these priorities. 1

3 Planning for Delivery on ATE Priorities and Goals The Charge The Approach In approving the new strategic plan, the Board asked that timetables and metrics be developed for the plan, and for periodic updates on progress towards achieving its goals. An implementation plan will be developed over the next several months. A mandate for reform an instruction to deliver. 2

4 Approach to Delivery on Priorities and Goals deliverology (n.) is a systematic process through which system / campus / divisional / unit leaders drive progress and deliver results. Priorities and goals can be delivered on time and on standard, but only if one keeps bringing people back to the fundamentals: What is our system / campus / division / unit trying to do? How will we deliver that? How, at any given moment, will we know whether or not we are on track? How, if progress is not what we hoped for, will we solve the problem? How can a central Delivery Unit help? 3

5 Approach to Delivery : Process Components Setting Targets which set measurable goals Develop a Delivery Plan which is used to manage delivery What is the delivery chain? What are the milestones and trajectories? What data will be collected at every stage in the process? Who are key stakeholders? Who is accountable at the top and all along the delivery chain? Monthly Reports on key themes Stocktakes held every other Executive Committee meeting / Cabinet meeting / Divisional Team meeting / Unit meeting Problem-solving/Corrective Action where necessary Delivery Reports minimum of two reports to Board of Trustees summarizing progress on delivery Recent performance with assessment of likely delivery (traffic lights) Priorities summarized in a league table 4

6 Delivery Reports: Assessment Framework 5

7 Delivery Reports: Summary in League Table 6

8 Deliverology versus Deliveritis 7

9 Deliverology versus Deliveritis 8

10 The CSU ATE Delivery Plan: Goals The CSU new strategic plan calls for three major priorities and eight goals within these priorities. Goal 1: Reduce existing achievement gaps. In adopting this strategic plan, the CSU leadership commits to halving existing achievement gaps within the next ten years. The first step in accomplishing this will be to set clear goals and performance benchmarks that can be the basis for accountability for achieving these results. Work will need to occur at each of the points in the educational pipeline where leakages are occurring: in college-going rates among recent high school graduates; in first-year retention rates; in transfer readiness and success; in baccalaureate degree completion; and in graduate and professional school readiness and completion. 9

11 The CSU ATE Delivery Plan: Setting Targets When setting targets, the CSU can utilize a number of types of benchmarks: 10

12 The CSU ATE Delivery Plan: Setting Targets Currently, there is a wide range of graduation rates among CSU campuses: 11

13 The CSU ATE Delivery Plan: Setting Targets If all campuses had graduation rates at or above the system s top quartile of campuses, the overall CSU graduation rate would increase to 51.8% 12

14 The CSU ATE Delivery Plan: Setting Targets CSU would improve its graduation rate by 6% if each campus obtained a graduation rate in the top quartile of its peer group. 13

15 The CSU ATE Delivery Plan: Draft Project Management November 20 December 8-9 December 25 By January 8 January January January 29 January 30 CO launch delivery team and begin reaching out to campuses Present plans to Presidents at Executive Committee Meetings Receive all campus plans Respond to campus plans; prepare Chancellor presentation to BOT; assemble mega plan and trajectory for the system Work with McKinsey and Barber on a capacity review Chancellor presents to the Board of Trustees Submission of first monthly report one page: We promised. We delivered. Develop initial draft of Delivery Chart (league table?) for CO; problem solve / take corrective action where necessary 14

16 Towards a CSU Chico Delivery Plan: In Perspective Over the past five years, Chico has been on a trajectory of increased institutional effectiveness and accountability: Alignment of divisional strategic plans with University s Strategic Plan for the Future Move towards linked performance indicators for the University Annual Report Card Development of the Enterprise Data Warehouse and web-based Reporting Services Thus, deliverology approach dovetails nicely with campus efforts and will allow the campus to further address the WASC Commission Recommendation: The team viewed it as essential that the campus focus on the most important performance indicators and establish targeted goals and measurable objectives to be reached over the next five years. The Commission concurs. 15

17 Towards a CSU Chico Delivery Plan: Next Steps Key areas to be considered in development of delivery plan: Launch Chico delivery team composition of team; assign leadership, management and accountability Set trajectory for implementation define key milestones and overall time table Identify relevant activities and delivery chain what levers are available? What activities to improve, remove, introduce? Detail Performance Management what indicators and sub-indicators to monitor to see whether delivery is on track? Describe resources and support required what resources are required for plan s success, and if not currently available, how to be obtained? Prepare to engage stakeholders who are relevant stakeholders? How to manage change over time? How to communicate key messages of change program? Anticipate and prepare for challenges what risks and constraints might throw off efforts. How to manage? 16

18 Deliverology: Lessons Learned Interestingly, as time went by, once officials had clarified the delivery chain and started to exert influence on it, they found their jobs much more worthwhile. Many civil servants, after all, had embarked on their careers motivated by the thought of making a difference, only to be ground down by the inertia of the machine of which they had become a part. Often we found we had reignited their motivation; they were once again making a difference. Sir Michael Barber 17