Innovate through good stewardship and continuous improvement Organizations that are committed to the development of innovative practices that facilitate and encourage new ideas in a culture of positive change are positioned to respond effectively to internal and external dynamics and opportunities. The Division of Student Affairs will continue to operate as a mission-centered and agile organization through the effective alignment, allocation, assessment and management of resources. Objective 4.1: Execute an effective operating plan for the management of existing fiscal, technological and facility resources in support of student success through an intentional and targeted continuous improvement taskforce. Objective 4.2: Align division job descriptions and professional development plans with unit, division and university strategic and operational goals. Develop protocols for continuous review of these documents including mapping of individual outcomes with ongoing unit level assessment and resource allocation for training and professional development. Objective 4.3: Promote good stewardship of university resources through increased cross-unit communication and collaboration, identification and reduction of duplicated efforts, and effective use of both centralized and decentralized platforms for marketing of division programs and services. Team Membership Co-Chairs: Jessica Ecock, Student Conduct & Conflict Resolution Shelly Cicero, Sr. Vice President’s Office Members: Pam Bernardi, Health, Counseling and Wellness Tammy Brongo, Student Conduct & Conflict Resolution Jeff Cox, International Student Services Ethel DiGiugno, Center for Residence Life Jennifer Maltby, Assessment, Technology and Communications Scott McVean, Athletics Greg Moss, Recreation and Intramurals Stacy Nation-Knapper, Academic Support Center Chelsea Sims, Center for Residence Life Cheryl Zielinski, English Language Center DIVISION OF STUDENT AFFAIRS INNOVATE STRATEGIC PLAN 2015-2020 | YEAR 2 (2016-17) JANUARY 2017 MID-YEAR REPORT
Transcript
Innovate through good stewardship and continuous improvement
Organizations that are committed to the development of innovative practices that facilitate and encourage new ideas in a culture of positive change are positioned to respond effectively to internal and external dynamics and opportunities. The Division of Student Affairs will continue to operate as a mission-centered and agile organization through the effective alignment, allocation, assessment and management of resources.
Objective 4.1: Execute an effective operating plan for the management of existing fiscal, technological and facility resources in support of student success through an intentional and targeted continuous improvement taskforce.
Objective 4.2: Align division job descriptions and professional development plans with unit, division and university strategic and operational goals. Develop protocols for continuous review of these documents including mapping of individual outcomes with ongoing unit level assessment and resource allocation for training and professional development.
Objective 4.3: Promote good stewardship of university resources through increased cross-unit communication and collaboration, identification and reduction of duplicated efforts, and effective use of both centralized and decentralized platforms for marketing of division programs and services.
Members: Pam Bernardi, Health, Counseling and Wellness Tammy Brongo, Student Conduct & Conflict Resolution Jeff Cox, International Student Services Ethel DiGiugno, Center for Residence Life Jennifer Maltby, Assessment, Technology and Communications Scott McVean, Athletics Greg Moss, Recreation and Intramurals Stacy Nation-Knapper, Academic Support Center Chelsea Sims, Center for Residence Life Cheryl Zielinski, English Language Center
DIVISION OFSTUDENT AFFAIRS
INNOVATE STRATEGIC PLAN 2015-2020 | YEAR 2 (2016-17)JANUARY 2017 MID-YEAR REPORT
DIVISION OFSTUDENT AFFAIRS
INNOVATE STRATEGIC PLAN 2015-2020 | YEAR 2 (2016-17)JANUARY 2017 MID-YEAR REPORT
Schedule of Meetings
Subject Start Categories Topic Innovate July Meeting #1 7/20/2016 Team status updates, steward philosophy Innovate "July" Meeting #2 8/2/2016 Team status updates program review Innovate meeting to prep for year 8/31/2016 Team
new team member integration, update project timeline, status update prof. dev., program review, ops gantt chart, stewardship philosophy roll-out
Innovate 9/13/2016 Team
Innovate 9/27/2016 Team
Strategic Plan Steering Committee Update, Innovate assessment survey development, roll-out of Stewardship Philosophy, Annual Report modifications-different sections to be shared with internal and external stakeholders, off-budget cycle funding request process update, program review development update, professional development forms update,
Innovate 10/11/2016 Team
space assessment hold for university data, collaboration with PD Committee update re barriers, annual report update-input it should reflect on past and inform future activities/plans, potential to use Admin Leader meetings to discuss challenges/opportunities and resource needs before budget hearing requests, need to clarify Innovate and PD Committee functions/roles, Program Review upper admin feedback
Innovate 10/25/2016 Team
Enviro Scan for duplication of programming update-input limit to tutoring as can influence our own division not easily others, Program Review update, HR upward appraisal interest, stewardship philosophy to upload to website shortly
Innovate 11/8/2016 Team
Rewarding Failure-moving cultures and orgs to embrace risk and failure to implement innovation and achieve agility or change, out of budget cycle process update, HR1 recommend mid year and year end performance appraisals on academic year cycle-need to provide time for all parts of process--reflection, JDQ and POW review, self appraisal, manager appraisal, NIL supervisor review, share document, meet to discuss doc, time to sign, joint POW development--rough timing start late march to end late june early july.
Innovate 11/22/2016 Team Discussion of Performance Appraisals and survey
Innovate 12/6/2016 Team Discussion of Performance Appraisals, review of materials from Wendy's group Innovate 12/20/2016 Team Discussion of Performance Appraisal timeline
Innovate 3/4 dayretreat
Wed1/11/201711:00 AM
Team Full day retreat- Innovation brainstorming and review of article and TedTalk. Discussion ofcompleted recommendations. Review of recommendations to work on Sand review ofwhich recommendations will be completed later in time. Completion ofPerformance Appraisal recommendation discussionRecommendation chart review, topics by section--spring 17, future, complete, brainstormnew areas-how to enable staff research as PD, inter dept jobshare as PD and cross train forflexibility, research to id disciplinary emerging trends and best practice development, Midyr report due, PA material close to share with leadership, survey in test phase, Q-is itpossible to incentivize survey, SC to checkInnovate 1/17/2017 Team
DIVISION OFSTUDENT AFFAIRS
INNOVATE STRATEGIC PLAN 2015-2020 | YEAR 2 (2016-17)JANUARY 2017 MID-YEAR REPORT
§
Spring Progress, Future and Completed
Recommendation Task Category Point People Due Date Update/Results Working on Spring 2017
Improve department managers’ knowledge of divisional financing, the university budget process and chargeback system through increased communication, development of “helpful link list,” and development of a strategic fiscal stewardship workshop.
Develop outcomes for workshop and website resources for staff
Fiscal #8 Tammy, Ethel, Shelly, and Jess
Spring Meeting 12/15 to hopefully finalize recommendations for larger Innovate group
Improve the tracking and reporting of departmental expenditures for travel and training to permit an enhanced divisional analysis of professional development expenditures.
Create form for professional development requests and collect information (2 tasks)
Fiscal #10 Jennifer, Ethel, and Sara
In progress- update soon and both go to leadership team for approval -to start using in July
-Update form, send to Innovate for final review -Spreadsheet: start next year- send to employee to go up through the AVPs and then Innovate will collect and analyze data
Create a committee to identify optimal HR processes based on university guidelines to include § Writing JDQs and position descriptions that link
to division strategies and workloads § Creating plans of work and performance
evaluations based on existing JDQs § Establishing a standard JDQ update cycle § Document JDQ review and benchmarking
process § Review all graduate student position
descriptions in hopes of creating a uniform or consistent description (former HR #7)
§ Review performance appraisal process for graduate students (former HR #7)
HR #1 Chelsea, Jennifer, Tammy, Pam, Ethel, and Jessica
Most can be done by end of Fall 2016- Pam and Jennifer will bring info to 10/11 meeting
Most bullets will be completed by mid-Spring 2017. Hold on PAs for grads/student workers until 2017-2018
Review performance appraisal process for graduate students (former HR #7)Establish minimum technology proficiencies for staff positions. Ensure minimums are support-ed through CPD training opportunities (former Facilities & Tech #6A)
Review programs within and outside the division forduplication of effort (departments offering tutoringservices)
Will limit scope totutoring
HR #8 Stacy, Cheryl,& Chelsea
In progress.Recommendationto increase scopetoprograms/present-ations in2017- 2018
DIVISION OFSTUDENT AFFAIRS
INNOVATE STRATEGIC PLAN 2015-2020 | YEAR 2 (2016-17)JANUARY 2017 MID-YEAR REPORT
Future Centralize scalable professional development resources (subscriptions, books, etc.) to eliminate duplication of effort and expenses and make the resources available to more staff.
Collect data on what departments have subscriptions, and memberships. Develop recommendation about how to share divisionally
HR #2 Jennifer Will use data from Fiscal #10 to make recommendations
Align Divisional professional development offerings with Divisional values (modified 1/11/17).
HR #3A Stacy/PD Committee
Wait until values are established (after survey)
PD doesn’t yet- HR says we should be doing this -define “professional development offerings” -define “divisional values” -who- CPD/AVP?
Identify a pool of money specifically for professional development opportunities related to stated values/goals of the Division.
HR #3B Not yet
Establish divisional standards or thresholds for resourcing at department, team or division level. § Require division capital projects in excess of
$5,000 to be reviewed by the Division’s Director of Operations.
Draft a recommendation to present to Sandy
Fiscal #6 Shelly, Cheryl, and Ethel
Establish a fund and award guidelines to provide annual innovation grants to encourage continuous improvement and new ideas among division staff/ departments.
Recommend to Sandy to set aside money. Develop procedures for granting monies
Fiscal #9 Jennifer End of Fall 2016 semester
Complete a space assessment (with the help of FMS) to review current office locations within the division and determine the usage of space. The assessment might include: § What space does every office have to support
their deliveries of services to students? § What space does every person have based on
title and need (i.e., director, etc.)? § Where is each department and does the space
and site make sense? o Are departments situated in the most efficient
way? o What makes sense organizationally? o Is the space near or adjacent to other offices
which could promote collaboration? -Where is underutilized space? -Is each department using its space well?
o Does space relate to student perception? o Does space cause collaboration?
Space based on function o Is it possible to be mobile?
Facilities & Tech #1
Jeff Jess emailed Nicole about timeframe as university is taking on a space project- November 2017
DIVISION OFSTUDENT AFFAIRS
INNOVATE STRATEGIC PLAN 2015-2020 | YEAR 2 (2016-17)JANUARY 2017 MID-YEAR REPORT
Create a committee to complete a technology assessment and review purchases by departments based on ITS guidelines. The review would include hardware, software and web environments in each unit. The assessment might include: § What hardware, software, and web
environment does every office have to support their deliveries of services to students?
o How did they receive these items? o How often do they replace them? o How are they using them? § What hardware and software does every
person have based on title and need (i.e., director, etc.)?
o Can any of the hardware of software items be shared for other departmental use/purposes?
o Can people work in a more mobile way? o What processes does each department use that
is paper-based and what processes are electronic-based? -Do these make sense? -How does this apply to the overall division?
Facilities & Tech #4
Jennifer will connect with ATC- Cheryl can help
From 10/24/16 admin group meeting (with directors, etc.): We should include more than computers- cameras, video displays, ipads, cell phones -Sara B. may be doing some software applications
o Is it possible to be mobile?o Are we looking at space based on students’
needs versus staff need?o What is our comfort based on students
comfort?-Maintaining the flexible space- what does it look like?-What spaces can we use more creatively tobetter serve students (i.e. Academic SupportCenter utilizing Wallace Library for space)
NEW RECOMMENDATIONS TO SOLIDIFY In an effort to increase professional development expected of employees and effectively share resources, people will be prompted to think innovatively of their career aspirations, goals, and support of other offices and the division in terms of: -actively engaging in the field of Student Affairs by way of reading current literature and scholarship, publishing research, theoretical, and opinion pieces, and presenting on various topics -swap/shadow/auxiliary assignments in other departments
Form into recommendation
New TBD
DIVISION OFSTUDENT AFFAIRS
INNOVATE STRATEGIC PLAN 2015-2020 | YEAR 2 (2016-17)
COMPLETE Develop Division philosophy and practice of budgetary stewardship. Document and disseminate P&P division wide.
Create a statement for division to use as guide
Fiscal #1 Innovate Committee
Complete -NEEDS Follow-up push to every employee- leadership
Create an administrative calendar for department managers highlighting tentative dates and deadlines for critical annual division and university administrative processes.
Create calendar Fiscal #7 Shelly and Greg
Complete -approved -posted on website -AVPs shared with directors
Establish process and approval for requesting/approving resources outside typical budget request period.
Create form Fiscal #7B Jeff and Greg ALMOST Complete
-final version- NEEDS leadership review and approval
Earmark division funds to develop guidelines to support an external/consultant review of program for at least one divisional unit annually. Include:
o Conduct an exploratory audit of division positions (10-, 11-, 12-month) to determine whether adjustments are warranted to better match staffing levels to departmental workload
For licensing part: Solicit director input re: position functionally required licensing/certification, fee payment, time allocations
Fiscal #11 Jennifer Complete -ATC taking over and creating specific process to be piloted by Spring 2017- full rollout Fall 2017
demands, particularly summer (former Fiscal#12)
Review graduate student/student resources ingeneral and compare to true FTE need todetermine optimal manner to meet workload(former part of HR #7)
Evaluate resources available for graduatestudents based on unit, including space, accessto hardware, professional development trainings,and other perks (former part of HR #7)
Identify professionally required functionaltraining, licensing and certification for all staff tomeet compliance requirements of their roles.Identify funding amount and source for relevanttrainings. Determine appropriate (self,department,division) source for each. Maintain and updateinformation based on changing environmentaltrends. (Former HR #6)
Implement practice of disclosing budget use asstewardship framing reference and defense ofcurrent allocations for annual budgetconstructionn and request process.(Former (Fiscal #7A)
o
o
o
o
Identify currentstatus of project
Facilities &Tech 3
Dr. Heath Complete Dr. Heath sent Jessdocument withinfo
Review and include space and technological requests inthe annual budget request process.
Provide directions todirectors on how todo this for annualbudget
INNOVATE STRATEGIC PLAN 2015-2020 | YEAR 2 (2016-17)
Define and express the Division’s philosophy ofprofessional development (what is considered PD, what isvalued by Division, etc.)
HR #3 Innovate & PDCommitteecollaboration Sara andTammy,Ericka, andMaggie
Complete -Presented todivision 8/8/16
Create a committee to survey staff to identify barriers toprofessional development to ensure that all staff haveaccess to appropriate and available offerings
HR #4 PD Committee
Complete -PD did survey andfocus groups
Offer Divisional meetings 2-3 times a year to buildknowledge of divisional priorities andprogramming/efforts in other departments.
HR #5 PD Committee
Complete Completed
Work with ATC to create surveys and produce dataindicating current divisional marketing skill resources
Identify opportunities for reallocation of labor and funding to achieve marketing goals Obtain leadership decision regarding centralized or decentralized platforms for marketing Identify additional resources to support marketing initiatives
o
o
o
Marketing #1 Jennifer willconnect withJenn Jones inAugust 2016
Complete Division hireddedicated staffmember manager-satisfied by hire
Additional recommendations to be developed incollaboration with implementation of division marketingmanager
Marketing #2 ATC Complete Division hireddedicated staffmember manager-satisfied by hire
Sharing annual report information division wide Createrecommendation forSandy and Jodiinclude sharing theexecutive summary,shared annually onwebsite
No # Jennifer Complete ATC to providefinal informationto departments
Resources NeededPotential speaker costs estimate at $2,500 based on outcomes of initial Innovation Operations Environmental Survey
MetricsInnovate has developed its initial baseline operations awareness/environmental survey, directly mapping to our identified metrics. The survey will address general awareness of resource allocation aligned to strategic goals, department and division priorities, linkages of functions to job description questionnaires to performance appraisals as well as role of the anonymous survey participant. The survey draft is in test phase currently and will be shared with leadership for input prior to distribution planned within the three week period surrounding Spring Break 2017. Subsequent annual surveys will be conducted to inform both future Innovate initiatives as well as progression towards a more informed, collaborative and agile organization.
