Building a Strategic Management System Office for Student Affairs, Twin Cities Campus Ground Level Work Metrics Initiatives Managing Change Change Management.

Building a Strategic Management Building a Strategic Management SystemSystem

Office for Student Affairs, Twin Cities CampusOffice for Student Affairs, Twin Cities Campus

Ground Level WorkMetrics

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

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

Office for Student AffairsUnits

Senior Leaders Group

The SystemBuild the strategic foundation

Manage changeBuild a detailed strategyMeasure performance

Allow priorities and performance to drive selection of improvement projectsCascade the system into the organization

Allow strategy and performance to drive your budgetEvaluate your work on a regular basis

Preliminary ComponentsSWOT

Value Proposition for Those We Serve

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

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OSA Strategy MapOSA Strategy MapMission: OSA provides services, programs, and facilities that advance student success, inspire students to make life-long positive contributions to society,

promote an inclusive environment, and enrich the University of Minnesota community. Vision: The Office for Student Affairs provides leadership in achieving the University of Minnesota’s goals and creating and sustaining a world-class

student experience.Values: Collaboration…Excellence…Inclusiveness…Innovation…Integrity…Service…Student-centeredness

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Theme TeamsEducational 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.

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STRATEGIC OBJECTIVE: title here OBJECTIVE COMMENTARY:

Objective Scope Objective Outcomes Key Components/Ideas

Outcome (Long-Term)

Intermediate Outcome

Output Input/Process

I. A. i. a. II. B. ii. b. III. C. iii. c. Potential Measures Potential Measures Potential Measures Potential Measures I. A. i. a. I. A. i. a. I. A. i. a. II. B. ii. b. II. B. ii. b. II. B. ii. b. III. C. iii. c. III. C. iii. c. III. C. iii. c.

Initiative Idea

Initiative Idea

Initiative Idea

Initiative Idea

Initiative Idea

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

I: Leverage and Utilize Technology

L: Ensure Integrative Planning, Assessment, and Research

D: Ensure Sustainable Funding, Resources, and Facilities

A: Promote a University Community/Culture Focused on Student Health, Wellness, and Success

F: Effectively Communicate the Value and Relevance of OSA’s Programs and Services

K: Maximize Opportunities to Enhance Staff Excellence

J: Develop a Culture that Advances OSA’s Mission, Vision, and Values

G: Cultivate Continuous Improvement and Innovation in Programs and Services

H: Increase Inter-Departmental Communication and Collaboration

E: Ensure Action-Oriented, Outcomes-Focused Management

C: Optimize Strategic Campus and Community Partnerships

B: Provide Excellent Programs and Services Relevant to Student Needs

Office for Student AffairsOffice for Student Affairs DRAFT - Last Updated: 11.19.07

Our Methodology

STRATEGIC OBJECTIVE: title here OBJECTIVE COMMENTARY:

Objective Scope Objective Outcomes Key Components/Ideas

Outcome (Long-Term)

Intermediate Outcome

Output Input/Process

I. A. i. a. II. B. ii. b. III. C. iii. c. Potential Measures Potential Measures Potential Measures Potential Measures I. A. i. a. I. A. i. a. I. A. i. a. II. B. ii. b. II. B. ii. b. II. B. ii. b. III. C. iii. c. III. C. iii. c. III. C. iii. c.