Resilience benchmarking in tertiary education
Resilience in the College of Arts and Sciences, University of Oregon
Organisational resilience is as important to the University sector as it is anywhere.
Globally, the sector is experiencing marked shifts in enrolments with rapid growth in international student numbers. Standard tertiary markets are also being challenged by competitors providing MOOCs (mass online open courses) while cyber-security represents an ongoing threat to day-to-day operations. Universities also face potential disruptions created by such things as natural disasters alongside those created by people (i.e labour disruption and damage to reputation). An awareness of these and other ongoing risks has led the University of Oregon, to proactively understand how well placed it might be in the context of potential disruption.
The Office of Safety and Risk Services at the University of Oregon is actively seeking to better understand the current landscape of resilience within their largest College. The College of Arts and Sciences is the University’s largest College. It is made of three division containing over 40 separate departments spanning the sciences and arts, and is home to around 1900 staff. Using our benchmarking tool and processes, we are working with the College to gather a baseline of organisational resilience. This will enable the University to identify where excellence exists and where challenges present, so they can proactively work to build resilience across the College.
Resilience benchmarking in local government
Improving city resilience: Ville de Québec
We worked with the municipal authority of Québec (Ville de Quebec) to conduct an organisational resilience measurement project.
In recent years, Québec City has implemented a resilience initiative called Project K, comprising 17 projects addressing potential weak points in the City’s robustness. The objective is to be prepared for a catastrophe by minimising its impact and ensuring that life returns to normal as quickly as possible. Accordingly, the city rose to the challenge of transforming its organisational culture, which required major behavioural changes.
An innovative vision of resilience was applied, materializing through several initiatives, specifically:
- Symposia for City managers;
- Training sessions for elected officials and 5000 municipal employees under the theme “Facing the Challenge”;
- The creation of a resilience committee involving external partners, including risk generators;
- The implementation of a variety of discussion platforms for all stakeholders involved in civil security, including citizens, from a perspective of engagement.