Sept. 5, 2024
Dear Colleagues,
The metaphor for immediate work ahead that resonated with me at this time last year was about the sand in our gears 鈥 that is, the many ways in which University operations were not functioning smoothly or effectively. Though the need for sand-sweeping remains, I鈥檓 pleased to share with you several ways in which we made progress last year.
President鈥檚 Operational Effectiveness Collaborative (POEC)
For those of you who were here for last year鈥檚 Convocation, you may recall that I shared a conversation I鈥檇 had in Summer 2023 with one of our University鈥檚 most devoted supporters鈥攖he grandfather of one of our students. He praised us for our achievements at the macro level: our innovative programs, ambitious expansion plans, and the remarkable community partnerships we've established. However, his words struck me deeply when he urged, "Don鈥檛 forget the micro." He shared how his granddaughter's experience at 91视频, while positive on the macro scale, was often marred by "sand in the gears"鈥攖he small, everyday frustrations that can accumulate, frustrate, and ultimately impede progress.
This conversation highlighted the importance of addressing the micro-level challenges that our students, employees, and external community members can face. I have taken these challenges to heart, and I'm proud to say that we are making strides. Led by Dr. Tiina Itkonen, Brian Lindgren, and Chief of Staff Kaia Tollefson, the President鈥檚 Operational Effectiveness Collaborative, or POEC, enjoyed its inaugural year in 2023-24. It consisted of five teams selected from 17 proposals and was composed of 29 staff, faculty, and administrators with representation from every division on campus.
To learn more about the work of these teams and progress made since they submitted their recommendations in May, I encourage you to visit the POEC website 鈥 which was created this past summer by Catherine Paolillo and Alex Padilla, with content provided through impressive executive reports submitted by each POEC team. The level of academic rigor applied to the assessments and recommendations made by these teams highlights the level of commitment on the parts of these faculty, staff, and administrators who worked within their POEC teams throughout the last academic year to ensure a supportive and efficient campus for our students and for each other.
Dr. Itkonen鈥檚 Executive Summary is well worth the read. Findings from her meta-analysis of the findings from these five teams suggest that at 91视频, there is:
- Limited awareness of the campus ecosystem as a whole
- Lack of shared vision
- Weak linkages and system gaps
- Nowhere to go with innovation and creativity
This kind of analysis makes operational inefficiencies actionable. The clarity of these findings provides a pathway toward solution.
I am happy to report that a good deal of progress has been made in response to the several recommendations made by the inaugural POEC cohort and I would encourage each of you to visit the individual POEC team webpages to learn the status of each recommendation:
- Campus Guest Accommodations
- Forms & Workflows
- Recruitment Coordination
- Student Gift Cards
- Schedule of Classes
While there is still work to be done, additional steps have been taken to support the continued progress of putting the work and recommendations of groups, such as POEC, into action.
With the re-assignment of Dr. Dottie Patten this past summer to the role of Special Assistant to the President & AVP for Organizational Effectiveness, Brian Lindgren and the Organizational Effectiveness program will be moving to the Office of the President (OTP). Brian, along with the extraordinarily capable members of the OTP Core Staff, will work with Dr. Patten to analyze and find ways to implement feasible POEC recommendations, as well as lead other key organizational effectiveness initiatives deemed necessary for implementation, which ultimately contribute to the operational success of the institution.
Critical Learning Collectives (CLC) & Campus Climate Surveys (CCS)
Seven Critical Learning Collectives (CLC) composed of employees from every division 鈥 23 staff members, 12 faculty members, and 14 administrators 鈥 met last year from October through May. Four of the seven groups were combination groups that included staff, faculty, and administrators together 鈥 a truly unique opportunity to share, learn, and think in confidential spaces across employee roles.
The purpose of each CLC was to create a trusted space for a stable group of colleagues to meet regularly, study the latest Campus Climate Survey (CCS) findings, discuss those findings honestly and critically with one another, and use new understandings to make recommendations for campus climate improvements. Some groups extended their work further, using this trusted space to share and work on dilemmas of professional practice as 鈥渃ritical friends,鈥 using CLC protocols led by a qualified facilitator to ensure a protected and productive experience.
With the second CLC cohort having studied data from the second of two CCS on Job Satisfaction, there was significant overlap in recommendations with those from the year before.
The degree of similarity in recommendations proved the need to continue our work in addressing Spring 2023 recommendations, but also to better communicate just how much work has been happening behind the scenes to address those recommendations. Spring 2023 recommendations heavily influenced the Strategic Directions bridge plan and led to such things as the implementation of Flexible Summer Work Schedules, development of the POEC, expansion of CI Connect cohorts, continued prioritization of 91视频鈥檚 Inclusive Excellence Action Plan, planning for improved responses to 鈥淥ther Conduct of Concern,鈥 and institutionalization of CLC at 91视频. See Critical Learning Collective (CLC) Recommendations to President Yao and Cabinet 2022-23 and 2023-24 (, 162KB) for more information.
If this kind of opportunity for community building and problem-solving appeals to you, look for the invitation sent on 9/04/2024 by Chief of Staff Tollefson to all employees to sign up for a CLC this year. The groups will begin meeting in October, prior to administration of the next campus climate survey in November, with thanks to Drs. HyeSun Lee and Matthew Zivot for their leadership in this effort.
I will be the first to say that there is still much work to be done. However, it is important to acknowledge that work is being done. We have thoughtful colleagues who are working each day to ensure that we don鈥檛 forget the micro. Institutionalized opportunities, such as POEC and CLC, exist in an effort to support this work and broad participation is welcomed and encouraged, as each of your unique experiences, knowledge bases, and skill sets can help to contribute to a more efficient and supportive campus. We all need to step back and ask, 鈥淒oes this need to be so hard?鈥 If it doesn鈥檛, then I implore you to do everything within your power to make sure that it isn鈥檛. We know that by improving these micro experiences, we create an environment in which everyone can focus on what truly matters 鈥 learning, growing, and thriving in our campus community.
Sincerely,
Richard Yao, Ph.D.
President