The Futures Project: Transforming a Division of Student Academic Affairs - PowerPoint PPT Presentation

1 / 33
About This Presentation

The Futures Project: Transforming a Division of Student Academic Affairs


Title: The Futures Project: Transforming a Division of Student Academic Affairs Author: Ann Groves Lloyd Last modified by: DenisonNT Created Date – PowerPoint PPT presentation

Number of Views:222
Avg rating:3.0/5.0
Slides: 34
Provided by: AnnG95


Transcript and Presenter's Notes

Title: The Futures Project: Transforming a Division of Student Academic Affairs

The Futures Project Transforming a Division of
Student Academic Affairs
  • Ann Groves Lloyd, Ph.D.
  • Assistant Dean, Assessment Development
  • College of Letters Science, Student Academic
  • University of Wisconsin-Madison

The 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
  • Dean authorized hiring an outside consultant in
    January, 2005

The 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

Organizational Structure
The Plan
Key Strategy Areas
Adapted from the work of Russ Ackoff, Creating
the Corporate Future
  • 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

Planning Deliverables
  • Background Assessment Where are we starting
  • 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?

Planning 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?

Planning Deliverables continued
  • Means Planning How do we get there from here?
  • Identify Gaps Between Current Situation and
    Desired Future
  • Objectives, Action Plans, Accountability, and
  • Resource Projections What Will it Take to get
    this Done?
  • Establish Measures that Link back to Mission and

Planning 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
  • Plan as Working Tool (vs. Document that Sits on
  • Ongoing Data Collection What are we learning?
    What should we do about it?

Background 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

SAA 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

Division 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)

Current 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)?

Looking 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.)

Format for All Staff Sessions
  • Participation in everything has been optional but
  • 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

March 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
  • Large group reflections SWOT
  • Conclusion next steps

April 8 SAA in 2015
  • Morning café topics Paint a picture of SAA in
  • Organizational structure, programs, service
  • Major features of our vision?
  • How does this picture make SAA better?
  • Potential challenges or risks in this vision?
  • Tough decisions?

April 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

May 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
  • Intensive management training

May 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

May 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

May 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

May 13 Staff Input
  • Afternoon café sessions
  • Staff culture and work environment
  • Work systems
  • Information technology
  • Crazy Café

Implementation 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

What 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

Current 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.

Current 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.

Challenges Moving Forward
  • Major Gaps Regarding Implementation
  • Human Resources and Organizational Development
  • Planning and Implementation
  • Information Technology

Key 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.

Key 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

  • Strategic Planning Workbook (for Nonprofit
    organizations) Revised and Updated by Bryan W.
    Barry (St. Paul, MN Amherst H. Wilder
  • The Institute for Cultural Affairs,

Special Thanks to
  • Kent Lesandrini
  • Consultant Extraordinaire
Write a Comment
User Comments (0)