Planning and Evaluation Office of the Senior Vice President for Development and Public Affairs

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1 Planning and Evaluation Office of the Senior Vice President for Development and Public Affairs The Office of the Senior Vice President for Development and Public Affairs is committed to continuous planning and evaluation in its efforts to achieve best-in-class status. In addition to the quarterly Critical Functions report submitted to the President s Office, DPA completes an annual Goals and Assessment report; a summary of this document is also submitted to the President s Office. Each unit within Development and Public Affairs, including Health System Development and University Relations, submits a comprehensive document for review and inclusion in the summary document. In addition, DPA is required to submit annual goals to the External Affairs Committee of the Board of Visitors. Goals for FY-06 were submitted to the Board in July 2005 and were approved by the Board at its annual retreat. At each meeting of the External Affairs Committee, these goals are reviewed, and the Senior Vice President reports on progress toward at least one, if not several, of the goals. The goals submitted for FY-06 parallel those included in the quarterly critical functions report, but with a focus on the Board s role in support and assessment. Departmental Planning Summary ITC February 2006 ITC s annual planning efforts begin with review of an operating plan and budget and a related annual project list. The overarching direction for information technology is established by the Vice President and Chief Information Officer in consultation with the Executive Vice President and Chief Operating Officer and others. Once the major direction is determined, the tactical planning phase begins with discussions with department-based IT staff, IT advisory committee members, ITC staff members, and University leaders about specific projects that should be considered for the coming fiscal year. The feedback from these faculty, staff, and students helps to assure that projects under discussion address the wide variety of user needs and offer the best possible technical solutions. At the same time that external constituents are asked about proposed projects, ITC s operational divisions begin division-specific planning for projects, with a special focus on human-resource needs that are tied to potential projects. Longer-range IT planning is accomplished in the context of U.Va. s institutionwide priorities and incorporates broad review by all constituents within the University community. Recommendations from the University s Virginia 2020 planning reports have been mapped to those in the multi-year strategic plan for information technology [ and progress is monitored in the specific IT programs that advance U.Va. s goals. The IT strategic plan was developed with broad input from faculty, students, senior administrators, technical staff, and others. The plan s six points provide the institutional direction and conceptual framework under which specific IT project are developed and implemented. The strategic plan was revised in spring 2005 to reflect current and anticipated priorities and projects. Progress against

2 each of the plan s elements is tracked and published each fall by ITC [ To further assure good communication with and accountability to ITC s constituents, the Vice President and Chief Information Officer and ITC s managers make regular presentations about major initiatives to U.Va. s several IT advisory groups and to University administrators. Advisory groups include the University Committee on Information Technology, a president-appointed committee comprised of faculty, staff, and student representatives. Additional advisory groups focus on the needs of academic computing, student computing, and administrative computing, and the Deans Technology Council provides University-wide IT planning in support of the academic mission. The Library's Strategic Planning Process The Library's strategic planning is completed in a two year continuous cycle. The process begins in January with a review of the Vision and Guiding Principles of the Library and the Mission of the University. Keeping this information in mind the Administrative Team develops strategic directions for the next two years. These strategic directions are then pushed out to the staff by the AULs and Deputy of the major organizational areas for feedback, to determine if there is SD cross over to different areas, and for a discussion regarding specific initiatives. The input returns to the Administrative Team who reviews and adapts initiatives as needed. The approved directions and initiatives are then disseminated to staff. The Administrative Team then formulates internal major requests or University budget addenda for needed funding in priority order. Once the Library's budget is determined funding is allocated. Initiatives are then assigned by department or by implementation team. There are two check points for progress on the Library's two year initiatives, one at mid year, and another in the fall when the Library's metrics in the Balanced Scorecard are reviewed to determine whether or not targets have been met. The Library's Planning Process contains metrics within the Learning and Growth perspective as Implementation of Library Planning Initiatives. Target one indicates a 90% completion rate for initiatives, and target two indicates an 80% completion rate. In January of the next year the Library's Administrative Team reviews the progress of current initiatives to determine what has been completed, if there has been adequate progress on initiatives, whether or not the current initiatives are still feasible, and also to determine if there are new directions to consider. Office of the Vice President for Management and Budget Planning Process Historically, the units reporting to the Vice President for Management and Budget (VPMB) developed annual working agreements to guide the work of their unit. These

3 agreements were the means to define and outline mutual goals and objectives. The working agreement specified goals with strategies and an assessment plan linked to each goal. Beginning in the fall of 2004, the Office of the VPMB adopted the Universitywide critical and secondary functions planning model. Each unit has defined primary functions and initiated best-in-class research to assist in the development of specific goals and metrics for assessing progress toward the goals on an annual basis. The status of each metric is updated by each unit on a quarterly basis and is reviewed by the VPMB and the EVP/COO before being forwarded to the President s Office. The VPMB reviews and discusses the goals and metrics with each manager during their one-on-one regular meetings. At the end of the year, the managers summarize their progress toward each goal and develop revised goals and metrics for the coming year. The Office of the Vice President and Chief Student Affairs Officer The Office of the Vice President and Chief Student Affairs Officer (VPSA) oversees the operations of the units that comprise the Division of Student Affairs. The Division s main purpose is to work collaboratively with members of the University community to support the University s primary goal of enriching the minds and lives of all students. This is accomplished by promoting programs, services and interactions that enhance the core values which shape the student experience: honor, academic rigor, student self-governance, public service, diversity and multiculturalism and health and wellness. A central objective of VPSA is to ensure that all of the units that form the division function and render their programs, activities and services in the most effective and efficient manner in support of the University s overall mission. VPSA has been developing a Division plan based on Critical Functions, the goals set forth in the University s 2020 objectives in particular those outlined in the Student Experience in 2020 report, and the recommendations of the University s Diversity Task Force (see planning document). Division leaders have worked closely with the Deans and Directors to systematize individual unit planning, including three-year objectives and strategies to realize those goals. This process enables the Division to redirect resources when new priorities are identified, based ultimately on decisions made by the Vice President. VPSA seeks to align resources with strategies through the annual budget submission process (both on-going or one-time needs), as well as through other solicitations (e.g., parents program funds). The Vice President also provides funds on a one-time basis from her available budgets to help units augment programs or services that further their operational objectives, or that help meet operational needs which cannot be accommodated through their available funds. The units that comprise the Division consistently meet their operational objectives, using their resources efficiently and effectively to further institutional priorities (all objectives met are reported in annual reports, as well as in accomplishments listed as part of critical functions analyses). To encourage continued success, the

4 Division rewards quality performance and strives to ensure appropriate base salary levels. When making base salary adjustments, VPSA uses institutional data and external benchmark data. Vice President and Chief Financial Officer All units reporting to the Vice President and Chief Financial Officer (VP&CFO) have been working on performance accountability using the framework of the Kaplan/Norton Balanced Scorecard. During FY all VP&CFO units completed the first year of actual metrics compared with targets. The Balanced Scorecard provides a framework to: link administrative planning to the university s strategic academic plans and priorities. provide accountability for performance and use of resources by developing metrics that measure not only financial performance but also performance in terms of customer service, efficiency and effectiveness of internal processes, and learning and innovation. This framework meshes well with the eight ISO 9000 principles. provide performance targets to strive towards (based on best-in-class metrics where available). Balanced scorecards have been fully integrated with the University wide critical functions reporting to the President's Office, such that the critical functions are actually a high level subset of initiatives that are of greater significance to the University and of interest to senior management. Office of the Vice President for Research and Graduate Studies As part of our assessment and planning process, the office identified four main critical functional areas as priorities: research enhancement, research compliance, graduate studies and economic development/technology transfer. Sub-categories have been identified within each functional area with associated metrics. Each sub-category is tracked every quarter to determine progress and success. In addition, we have identified best-in-class universities for each category to measure ourselves against and to determine excellence in a particular area. Due to the importance of research compliance (and the greater consequences if we falter), more comprehensive planning and assessment measures are in place. These measures include federal agency and non-profit association accreditation and oversight, which bring on-site monitoring and regular/periodic inspections. We also have our own

5 internal post-approval monitoring program which audits research after approval to ensure compliance with federal, state and university guidelines. We also participate in the President and BoV's planning as it supports research and graduate studies. Two recent planning activities include the 2020 Science and Technology report and the BoV Research Enhancement Program. Each effort identified key areas of focus and improvement which we are using as a road map to tie our critical function planning into the broader University. These planning and assessment activities allow the office to identify key strategic opportunities, provide continuous review and improvement of programs/processes, measure our progress towards achieving pre-defined goals and partner with the Schools/Departments to move the research and graduate studies agenda of the University forward. Department of Athletics Planning & Evaluation In response to the directive from President Casteen, the Department of Athletics annually prepares the Critical Functions Analysis and reports to the President s office. The annual Critical Functions report will: 1. Rank and describe three to five critical functions for which you are responsible. 2. For each critical function, name the best-in-class U.S. university. Describe how this function here compares and differs from the comparable function in this bestin-class peer university. List and describe the performance of no more than 10 other universities to which each of your critical functions might reasonably be compared. 3. List goals for each critical function, with metrics to be used in assessing results achieved. If necessary, devise your own outcome measures; otherwise, use standard metrics that can be tested against peer group norms. For each critical function, specify your timeline for achieving best-in-class. The Department of Athletics submits its Critical Functions report no later than June 30 th of each year and provides quarterly updates to the President s office.