Title: The Futures Project: Transforming a Division of Student Academic Affairs
1The Futures Project Transforming a Division of
Student Academic Affairs
- Ann Groves Lloyd, Ph.D.
- Assistant Dean, Assessment Development
- College of Letters Science, Student Academic
Affairs - University of Wisconsin-Madison
2The Opportunity
- New Dean of College of Letters Science fall 04
- Student Academic Affairs Associate Dean left role
to assume new position in Jan. 05 - Challenges with organizational culture
- Need to assess structure, mission, vision, and
working relationships with departments and across
campus - Dean authorized hiring an outside consultant in
January, 2005
3The Organization
- Division of Student Academic Affairs in the
College of Letters Science - Over 80 full-time academic and classified staff,
as well as graduate students, part-time staff,
and student hourly workers/interns - Restructuring had occurred in 1999, just prior to
the previous associate deans arrival
4Organizational Structure
5The Plan
Key Strategy Areas
Adapted from the work of Russ Ackoff, Creating
the Corporate Future
6Timeline
- Announce Project to Staff Feb. 14
- Background Work February through March
- Background Assessment All Staff Session on
March 14 - Interim or follow-up work
- Ends Planning SAA in 2015? All Staff Session
on April 8 - Interim or follow-up work
- Vision 2015 Key Decision Items All Staff
Session on May 13 - Next Steps Shifting to Implementation
7Planning Deliverables
- Background Assessment Where are we starting
from? - History, Current Operations, Environmental
Trends, and Industry Practice - Internal and External Challenges or Opportunities
Facing the Organization - Analysis of Current Situation, including
relationships with Key Stakeholders - Ongoing Data Collection What should we be
tracking and why?
8Planning Deliverables continued
- Ends Planning Where do we want to be?
- Clarify Identity, Values and Direction
- Define Mission, Vision, and Key Strategy Areas
- Challenge Earlier Assumptions and Revisit Larger
Questions of Purpose - Organizational Implications Potential Shifts in
Direction, Tactics or Measures?
9Planning Deliverables continued
- Means Planning How do we get there from here?
- Identify Gaps Between Current Situation and
Desired Future - Objectives, Action Plans, Accountability, and
Timetables - Resource Projections What Will it Take to get
this Done? - Establish Measures that Link back to Mission and
Vision
10Planning Deliverables continued
- Implementation and Feedback Monitor progress
and adjust - Making it Happen and Making Changes as Needed
- Regular Checks on Progress to Monitor and Make
Adjustments - Plan as Working Tool (vs. Document that Sits on
Shelf) - Ongoing Data Collection What are we learning?
What should we do about it?
11Background Assessment Areas
- SAA Climate and Culture Staff Input (Kent Led)
- Division History and Earlier Planning Work
Staff led - Current Operations Staff led
- Looking Outside Staff led
12SAA Climate and Culture
- Focus Groups
- Individual Interviews
- Electronic Input (survey, on-line forum)
- Engage partners in process (Office of Human
Resource Development, Human Resources, Equity and
Diversity office, and Office of Employee
Assistance)
13Division History and Earlier Planning Work
- Brief overview of division history and evolution
- Major self-study themes and recommendations
what did we learn - Summary of earlier planning work (Mission,
Values, Core Processes)
14Current Operations
- Whom do we serve (students, partners, etc.)?
- What programs and services do we provide, and how
do we provide them? - How does work get done (work flow, especially
administrative functions)? - What contributions do we make (outcomes measures)?
15Looking Outside
- Survey of National Scene General overview of
emerging trends, best practices, peer
institutions, relevant literature regarding
student academic affairs - Organizational Structure/Service Delivery
Explore models from other institutions - University Environment Interview key partners or
stakeholders (Chancellor, Provost, Deans,
Committees, Advisors, etc.)
16Format for All Staff Sessions
- Participation in everything has been optional but
encouraged - Sessions are a combination of large group
presentations followed by small group processing,
along with café discussions to engage as many
staff as possible - Dean has included breakfast, lunch, and breaks
for all sessions big morale boost
17March 14 Background Assessment
- Reports from all three background assessment
groups major themes and key issues/questions - Café discussions, adding Staff Climate and
Culture each staff member went to two café
sessions - Large group reflections SWOT
- Conclusion next steps
18April 8 SAA in 2015
- Morning café topics Paint a picture of SAA in
2015. - Organizational structure, programs, service
delivery? - Major features of our vision?
- How does this picture make SAA better?
- Potential challenges or risks in this vision?
- Tough decisions?
19April 8 SAA in 2015 continued
- Afternoon café sessions key strategy areas
- Internal Work Systems
- Staff Culture Work Environment
- Information Technology
- Large Group Reflection points of convergence
and divergence - Conclusion Next Steps
20May 13 Key Decisions
- Major initiatives for 2005-06
- Centralize administrative services
- Improve working relationships with partners
- Broaden financial strategy
- Implement new meeting forums to create a more
horizontal organizational structure - Improve unit working relationships and
communication - Intensive management training
21May 13 Key Decisions continued
- Two key strategy areas identified
- Develop services, programs, and delivery systems
based on student point of view - Develop clearer message, identity, and visibility
with students and other constituencies on and off
campus
22May 13 Key Decisions Announced
- Personnel Changes Eliminate one Deputy
Associate Dean position one other lateral move
for staff person - Announced an interim Associate Dean until the
permanent hire is made - New organizational structure flattening the
reporting lines to the Associate Dean
23May 13 Key Decisions continued
- New meeting structure Management Team meeting
each week, with larger number and more diverse
group of staff - Initiatives to improve working relationships
among colleagues - Some decisions have been left for the Associate
Dean to make
24May 13 Staff Input
- Afternoon café sessions
- Staff culture and work environment
- Work systems
- Information technology
- Crazy Café
25Implementation Plan
- Develop a Master Work Plan for 05-06 that
outlines priorities and sequence of activities - Clarify lead accountability, timelines, and
outcomes for major initiatives - Estimate staff time and resources required to
support the respective initiatives - Monitor and support progress, reporting back to
the Management Team and SAA staff
26What Weve Learned
- Sense of self there are other divisions of
student academic affairs across the country - Affirmation of purpose
- Affirmation of quality, commitment, and passion
of staff - How much we enjoy working with one another,
especially across units - A greater sense of our community
27Current Initiatives
- Design Team gathering data to redesign student
academic affairs based on student, staff, and
faculty input and current literature. - Centralizing Administrative Services Team
flowcharting essential administrative processes
Management Team reviewing necessity of processes
and reinvestment of staff resources.
28Current Initiatives, cont.
- Organizational Development Team addressing
issues such as climate and culture, developing
training for supervisors, orientation for new
staff, and performance appraisal systems. - Broadening Financial Resources expanding
funding from private donors and grants.
29Challenges Moving Forward
- Major Gaps Regarding Implementation
- Human Resources and Organizational Development
- Planning and Implementation
- Information Technology
30Key Planning Principles
- Promote ownership and buy-in to strategic
direction by involving campus partners, students,
and staff in the planning process. - Make choices. Begin with your vision of the
future and plan backward to the present. - Emphasize flexibility and reframing the problem
vs. quick-fix or one-shot solutions. - Approach problem-solving from a systems level.
31Key Planning Principles continued
- Utilize the planning process to develop better
relationships with various constituencies. - Push decision-making power to the lowest
appropriate level. - Create ongoing vehicles to keep your planning
efforts alive this is one of the biggest
challenges!
32Resources
- Strategic Planning Workbook (for Nonprofit
organizations) Revised and Updated by Bryan W.
Barry (St. Paul, MN Amherst H. Wilder
Foundation) - The Institute for Cultural Affairs,
www.ica-usa.org
33Special Thanks to
- Kent Lesandrini
- Consultant Extraordinaire