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Building a Strategic Management System Office for Student Affairs, Twin Cities Campus

Initiative Idea. Initiative Idea. Initiative Idea. Initiative Idea. Initiative Idea. Ground Level Work Metrics Initiatives Managing Change

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Building a Strategic Management System Office for Student Affairs, Twin Cities Campus

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  1. Initiative Idea Initiative Idea Initiative Idea Initiative Idea Initiative Idea • Ground Level Work • Metrics • Initiatives • Managing Change • Change Management Team:provide advice and tools to OSA directors regarding communication and change management needs stemming from the creation of a Strategic Management System for OSA • OSA newsletter • Town hall meetings with OSA staff • All-OSA staff meeting • PowerPoint presentation and FAQ for directors to use with staff about the process Preliminary Components SWOT Value Proposition for Those We Serve Office for Student Affairs Units Senior Leaders Group • The System • Build the strategic foundation • Manage change • Build a detailed strategy • Measure performance • Allow priorities and performance to drive selection of improvement projects • Cascade the system into the organization • Allow strategy and performance to drive your budget • Evaluate your work on a regular basis (1) July 07 (5) Dec 07 / Jan 08 Building a Strategic Management SystemOffice for Student Affairs, Twin Cities Campus Those We Serve = Students: Provide development, support, services, programming, accountability, and employment Community: Provide outreach programs, services, facilities, expertise, and funding Parents / Families: Provide information, education, reassurance, and problem solving Faculty / Staff / Colleges / OSA: Provide referrals, resources, training, and information Desired Image = Knowledgeable … Competent … Professional … Collaborative … Good Stewards …. Valuable … Caring … Supportive … Inclusive … Compassionate … Proactive … Learning-centered … Accessible x38 Planning Team: Jerry Rinehart, Vice Provost for Student Affairs; Tom Dohm, Office of Measurement Services; Meredith Fox, University Administrative Team; Andrew Merrill, Office of Measurement Services; June Nobbe, Student Engagement & Leadership; Amelious Whyte, Office for Student Affairs Theme Teams • Lessons Learned • Continued leadership and engagement from the top is vital • An inclusive process brings challenges and opportunities • Effective facilitation is a key success factor • Give the process the amount of time it takes, while always focusing on results • Explain and continually reiterate the process’ critical path (timelines and milestones) • Acknowledge the challenges presented by the methodology • Provide “stage-appropriate” education for participants • Secure appropriate staff expertise and logistical support before launching a major initiative like this • Next Steps • Finalize and operationalize metrics to evaluate progress • Evaluate and launch initiatives to achieve strategic objectives • Research and implement strategies that integrate the strategic plan into the regular work of OSA (2) Aug 07 (3) Sept / Oct 07 Educational Partnerships We share our expertise and collaborate across boundaries to inspire an institutional focus on students. Excellence and Innovation in Programs and Services We are a national leader in promoting a vital campus environment through our exceptional work, outstanding staff and creative and forward-looking initiatives. Holistic Student Experience We provide student-focused services and opportunities that are inclusive, meaningful, challenging, responsive to the different dimensions of a student’s life, and academically integrated for a lasting impact. Organizational Vitality We are guided by an effective business model that garners necessary resources, is accountable to its stakeholders, and fosters continuous quality improvement. (4) Nov 07

  2. Office for Student Affairs DRAFT - Last Updated: 11.19.07 A: Promote a University Community/Culture Focused on Student Health, Wellness, and Success People We Serve B: Provide Excellent Programs and Services Relevant to Student Needs C: Optimize Strategic Campus and Community Partnerships Org. Resource Productivity D: Ensure Sustainable Funding, Resources, and Facilities E: Ensure Action-Oriented, Outcomes-Focused Management Mission-Driven Processes F: Effectively Communicate the Value and Relevance of OSA’s Programs and Services H: Increase Inter-Departmental Communication and Collaboration G: Cultivate Continuous Improvement and Innovation in Programs and Services People & Capacity J: Develop a Culture that Advances OSA’s Mission, Vision, and Values I: Leverage and Utilize Technology K: Maximize Opportunities to Enhance Staff Excellence L: Ensure Integrative Planning, Assessment, and Research

  3. Our Methodology

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