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

Ann Groves Lloyd, Ph.D.Ann Groves Lloyd, Ph.D.Assistant Dean, Assessment & DevelopmentAssistant Dean, Assessment & Development

College of Letters & Science, Student Academic AffairsCollege of Letters & Science, Student Academic Affairs

University of Wisconsin-MadisonUniversity of Wisconsin-Madison

The OpportunityThe Opportunity

New Dean of College of Letters & Science fall New Dean of College of Letters & Science fall ‘04‘04

Student Academic Affairs Associate Dean left Student Academic Affairs Associate Dean left role to assume new position in Jan. ‘05role to assume new position in Jan. ‘05

Challenges with organizational cultureChallenges with organizational culture Need to assess structure, mission, vision, and Need to assess structure, mission, vision, and

working relationships with departments and working relationships with departments and across campusacross campus

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

The OrganizationThe Organization

Division of Student Academic Affairs in the Division of Student Academic Affairs in the College of Letters & ScienceCollege of Letters & Science

Over 80 full-time academic and classified Over 80 full-time academic and classified staff, as well as graduate students, part-staff, as well as graduate students, part-time staff, and student hourly time staff, and student hourly workers/internsworkers/interns

Restructuring had occurred in 1999, just Restructuring had occurred in 1999, just prior to the previous associate dean’s prior to the previous associate dean’s arrivalarrival

Organizational StructureOrganizational Structure

Associate DeanStudent Academic Affairs

Deputy Associate DeanAdvising

Deputy Associate DeanPolicy

Deputy Associate DeanPathways to Excellence

Cross College Advising ServiceLetters & Science Advising Center

FIGSCareer Services

Academic Advancement Program

Assistant Deans determiningpolicy actions

Undergraduate Research ScholarsAmerican Indian, African American,

Southeast Asian American, and Chicano/a Academic Student Svcs

Writing FellowsSummer Collegiate Experience

The PlanThe Plan

BackgroundAssessment

EndsPlanning

MeansPlanning

Feedback

Key Strategy Areas

Adapted from the work of Russ Ackoff, Creating the Corporate Future

TimelineTimeline Announce Project to Staff – Feb. 14Announce Project to Staff – Feb. 14 Background Work – February through MarchBackground Work – February through March Background Assessment – All Staff Session on Background Assessment – All Staff Session on

March 14March 14 Interim or follow-up workInterim or follow-up work Ends Planning; SAA in 2015? – All Staff Session Ends Planning; SAA in 2015? – All Staff Session

on April 8on April 8 Interim or follow-up workInterim or follow-up work Vision 2015: Key Decision Items – All Staff Vision 2015: Key Decision Items – All Staff

Session on May 13Session on May 13 Next Steps – Shifting to ImplementationNext Steps – Shifting to Implementation

Planning DeliverablesPlanning Deliverables

Background Assessment – Where are we Background Assessment – Where are we starting from?starting from?

History, Current Operations, Environmental History, Current Operations, Environmental Trends, and Industry PracticeTrends, and Industry Practice

Internal and External Challenges or Internal and External Challenges or Opportunities Facing the OrganizationOpportunities Facing the Organization

Analysis of Current Situation, including Analysis of Current Situation, including relationships with Key Stakeholdersrelationships with Key Stakeholders

Ongoing Data Collection: What should we be Ongoing Data Collection: What should we be tracking and why?tracking and why?

Planning Deliverables Planning Deliverables continuedcontinued

Ends Planning – Where do we want to be?Ends Planning – Where do we want to be? Clarify Identity, Values and DirectionClarify Identity, Values and Direction Define Mission, Vision, and Key Strategy Define Mission, Vision, and Key Strategy

AreasAreas Challenge Earlier Assumptions and Revisit Challenge Earlier Assumptions and Revisit

Larger Questions of PurposeLarger Questions of Purpose Organizational Implications: Potential Shifts Organizational Implications: Potential Shifts

in Direction, Tactics or Measures?in Direction, Tactics or Measures?

Planning Deliverables Planning Deliverables continuedcontinued

Means Planning – How do we get there from Means Planning – How do we get there from here?here?

Identify Gaps Between Current Situation and Identify Gaps Between Current Situation and Desired FutureDesired Future

Objectives, Action Plans, Accountability, and Objectives, Action Plans, Accountability, and TimetablesTimetables

Resource Projections: What Will it Take to get Resource Projections: What Will it Take to get this Done?this Done?

Establish Measures that Link back to Mission Establish Measures that Link back to Mission and Visionand Vision

Planning Deliverables Planning Deliverables continuedcontinued

Implementation and Feedback – Monitor Implementation and Feedback – Monitor progress and adjustprogress and adjust

Making it Happen – and Making Changes as Making it Happen – and Making Changes as NeededNeeded

Regular “Checks on Progress” to Monitor and Regular “Checks on Progress” to Monitor and Make AdjustmentsMake Adjustments

Plan as Working Tool (vs. Document that Sits on Plan as Working Tool (vs. Document that Sits on Shelf)Shelf)

Ongoing Data Collection: What are we learning? Ongoing Data Collection: What are we learning? What should we do about it?What should we do about it?

Background Assessment Background Assessment AreasAreas

SAA Climate and Culture: Staff Input SAA Climate and Culture: Staff Input (Kent (Kent Led)Led)

Division History and Earlier Planning Work Division History and Earlier Planning Work – Staff led– Staff led

Current Operations – Staff ledCurrent Operations – Staff led Looking Outside – Staff ledLooking Outside – Staff led

SAA Climate and CultureSAA Climate and Culture

Focus GroupsFocus Groups Individual InterviewsIndividual Interviews Electronic Input (survey, on-line forum)Electronic Input (survey, on-line forum) Engage partners in process (Office of Engage partners in process (Office of

Human Resource Development, Human Human Resource Development, Human Resources, Equity and Diversity office, Resources, Equity and Diversity office, and Office of Employee Assistance)and Office of Employee Assistance)

Division History and Earlier Division History and Earlier Planning WorkPlanning Work

Brief overview of division history and Brief overview of division history and evolutionevolution

Major self-study themes and Major self-study themes and recommendations – what did we learnrecommendations – what did we learn

Summary of earlier planning work Summary of earlier planning work (Mission, Values, Core Processes)(Mission, Values, Core Processes)

Current OperationsCurrent Operations

Whom do we serve (students, partners, Whom do we serve (students, partners, etc.)?etc.)?

What programs and services do we What programs and services do we provide, and how do we provide them?provide, and how do we provide them?

How does work get done (work flow, How does work get done (work flow, especially administrative functions)?especially administrative functions)?

What contributions do we make (outcomes What contributions do we make (outcomes measures)?measures)?

Looking OutsideLooking Outside

Survey of National Scene: General overview Survey of National Scene: General overview of emerging trends, best practices, peer of emerging trends, best practices, peer institutions, relevant literature regarding institutions, relevant literature regarding student academic affairsstudent academic affairs

Organizational Structure/Service Delivery: Organizational Structure/Service Delivery: Explore models from other institutionsExplore models from other institutions

University Environment: Interview key University Environment: Interview key partners or stakeholders (Chancellor, partners or stakeholders (Chancellor, Provost, Deans, Committees, Advisors, etc.)Provost, Deans, Committees, Advisors, etc.)

Format for All Staff SessionsFormat for All Staff Sessions

Participation in everything has been Participation in everything has been optional but encouragedoptional but encouraged

Sessions are a combination of large group Sessions are a combination of large group presentations followed by small group presentations followed by small group processing, along with “café discussions” processing, along with “café discussions” to engage as many staff as possibleto engage as many staff as possible

Dean has included breakfast, lunch, and Dean has included breakfast, lunch, and breaks for all sessions – big morale boostbreaks for all sessions – big morale boost

March 14 – Background March 14 – Background AssessmentAssessment

Reports from all three background Reports from all three background assessment groups – major themes and assessment groups – major themes and key issues/questionskey issues/questions

Café discussions, adding Staff Climate Café discussions, adding Staff Climate and Culture – each staff member went to and Culture – each staff member went to two café sessionstwo café sessions

Large group reflections – SWOTLarge group reflections – SWOT Conclusion & next stepsConclusion & next steps

April 8 – SAA in 2015April 8 – SAA in 2015

Morning café topics – Paint a picture of SAA Morning café topics – Paint a picture of SAA in 2015.in 2015. Organizational structure, programs, service Organizational structure, programs, service

delivery?delivery? Major features of our vision?Major features of our vision? How does this picture make SAA better?How does this picture make SAA better? Potential challenges or risks in this vision?Potential challenges or risks in this vision? Tough decisions?Tough decisions?

April 8 – SAA in 2015 April 8 – SAA in 2015 continuedcontinued

Afternoon café sessions – key strategy areas:Afternoon café sessions – key strategy areas: Internal Work SystemsInternal Work Systems Staff Culture & Work EnvironmentStaff Culture & Work Environment Information TechnologyInformation Technology

Large Group Reflection – points of Large Group Reflection – points of convergence and divergenceconvergence and divergence

Conclusion & Next StepsConclusion & Next Steps

May 13 – Key DecisionsMay 13 – Key Decisions

Major initiatives for 2005-06Major initiatives for 2005-06 Centralize administrative servicesCentralize administrative services Improve working relationships with partnersImprove working relationships with partners Broaden financial strategyBroaden financial strategy Implement new meeting forums to create a more Implement new meeting forums to create a more

horizontal organizational structurehorizontal organizational structure Improve unit working relationships and Improve unit working relationships and

communicationcommunication Intensive management trainingIntensive management training

May 13 – Key Decisions May 13 – Key Decisions continuedcontinued

Two key strategy areas identified:Two key strategy areas identified: Develop services, programs, and delivery Develop services, programs, and delivery

systems based on student point of viewsystems based on student point of view Develop clearer message, identity, and Develop clearer message, identity, and

visibility with students and other visibility with students and other constituencies on and off campusconstituencies on and off campus

May 13 – Key Decisions May 13 – Key Decisions AnnouncedAnnounced

Personnel Changes – Eliminate one Personnel Changes – Eliminate one Deputy Associate Dean position; one other Deputy Associate Dean position; one other lateral move for staff personlateral move for staff person

Announced an interim Associate Dean Announced an interim Associate Dean until the permanent hire is madeuntil the permanent hire is made

New organizational structure flattening the New organizational structure flattening the reporting lines to the Associate Deanreporting lines to the Associate Dean

May 13 – Key Decisions May 13 – Key Decisions continuedcontinued

New meeting structure – Management New meeting structure – Management Team meeting each week, with larger Team meeting each week, with larger number and more diverse group of staffnumber and more diverse group of staff

Initiatives to improve working relationships Initiatives to improve working relationships among colleaguesamong colleagues

Some decisions have been left for the Some decisions have been left for the Associate Dean to makeAssociate Dean to make

May 13 – Staff InputMay 13 – Staff Input

Afternoon café sessionsAfternoon café sessions Staff culture and work environmentStaff culture and work environment Work systemsWork systems Information technologyInformation technology ““Crazy Café”Crazy Café”

Implementation PlanImplementation Plan

Develop a Master Work Plan for 05-06 that Develop a Master Work Plan for 05-06 that outlines priorities and sequence of activitiesoutlines priorities and sequence of activities

Clarify lead accountability, timelines, and Clarify lead accountability, timelines, and outcomes for major initiativesoutcomes for major initiatives

Estimate staff time and resources required Estimate staff time and resources required to support the respective initiativesto support the respective initiatives

Monitor and support progress, reporting Monitor and support progress, reporting back to the Management Team and SAA back to the Management Team and SAA staffstaff

What We’ve LearnedWhat We’ve Learned

Sense of “self” – there are other divisions of Sense of “self” – there are other divisions of student academic affairs across the countrystudent academic affairs across the country

Affirmation of purposeAffirmation of purpose Affirmation of quality, commitment, and Affirmation of quality, commitment, and

passion of staffpassion of staff How much we enjoy working with one How much we enjoy working with one

another, especially across unitsanother, especially across units A greater sense of our communityA greater sense of our community

Current InitiativesCurrent Initiatives

Design Team – gathering data to redesign Design Team – gathering data to redesign student academic affairs based on student academic affairs based on student, staff, and faculty input and current student, staff, and faculty input and current literature.literature.

Centralizing Administrative Services Team Centralizing Administrative Services Team – flowcharting essential administrative – flowcharting essential administrative processes; Management Team reviewing processes; Management Team reviewing necessity of processes and reinvestment necessity of processes and reinvestment of staff resources.of staff resources.

Current Initiatives, cont.Current Initiatives, cont.

Organizational Development Team – Organizational Development Team – addressing issues such as climate and addressing issues such as climate and culture, developing training for culture, developing training for supervisors, orientation for new staff, and supervisors, orientation for new staff, and performance appraisal systems.performance appraisal systems.

Broadening Financial Resources – Broadening Financial Resources – expanding funding from private donors expanding funding from private donors and grants.and grants.

Challenges Moving ForwardChallenges Moving Forward

Major Gaps Regarding ImplementationMajor Gaps Regarding Implementation Human Resources and Organizational Human Resources and Organizational

DevelopmentDevelopment Planning and ImplementationPlanning and Implementation Information TechnologyInformation Technology

Key Planning PrinciplesKey Planning Principles

Promote ownership and buy-in to strategic Promote ownership and buy-in to strategic direction by involving campus partners, students, direction by involving campus partners, students, and staff in the planning process.and staff in the planning process.

Make choices. Begin with your vision of the Make choices. Begin with your vision of the future and plan backward to the present.future and plan backward to the present.

Emphasize flexibility and reframing the problem Emphasize flexibility and reframing the problem vs. quick-fix or one-shot solutions.vs. quick-fix or one-shot solutions.

Approach problem-solving from a systems level.Approach problem-solving from a systems level.

Key Planning Principles Key Planning Principles continuedcontinued

Utilize the planning process to develop Utilize the planning process to develop better relationships with various better relationships with various constituencies.constituencies.

Push decision-making power to the lowest Push decision-making power to the lowest appropriate level.appropriate level.

Create ongoing vehicles to keep your Create ongoing vehicles to keep your planning efforts alive – this is one of the planning efforts alive – this is one of the biggest challenges!biggest challenges!

ResourcesResources

Strategic Planning WorkbookStrategic Planning Workbook (for (for Nonprofit organizations): Revised and Nonprofit organizations): Revised and Updated by Bryan W. Barry (St. Paul, MN: Updated by Bryan W. Barry (St. Paul, MN: Amherst H. Wilder Foundation)Amherst H. Wilder Foundation)

The Institute for Cultural Affairs, The Institute for Cultural Affairs, www.ica-usa.orgwww.ica-usa.org

Special Thanks toSpecial Thanks to

Kent LesandriniKent Lesandrini

Consultant ExtraordinaireConsultant Extraordinaire