Reorganizing University Outreach: NIU s Progress Toward Engagement Outreach Scholarship Conference 2003 Madison Wisconsin October 13, 2003

Transcription

1 Reorganizing University Outreach: NIU s Progress Toward Engagement Outreach Scholarship Conference 2003 Madison Wisconsin October 13, /13/2003 1

2 Our Purpose Today Show how a vision of engagement can aide reorganization efforts Share a planning model for integrating and streamlining disconnected units. Demonstrate use of reorganization to energize an outreach mission and focus. 10/13/2003 2

3 Realities Spring 2002 Strong history of regionalism and commitment to outreach Continuing education decentralized in 1992 Strong Presidential support for engagement Mergers and acquisitions = 12 disconnected units mainly focused on off-campus activities 10/13/2003 3

4 Realities (Continued) Mixed performance and reputations No centralized planning or marketing Significant duplication of effort Ineffective internal communications Little commitment to engagement 10/13/2003 4

5 Realities (Continued) Campus Wide Outreach Activities Community College Partnerships Contracts and Grants 3 Regional Centers courses 776 Enrollment 13,112 Credit hours 37,403 10/13/2003 5

6 This reorganization was NOT about: Downsizing Budget Cuts 10/13/2003 6

7 Core Organizational Functions Planning 5% Our goal: turn the pyramid upside down Value Added 5% Administration 90% 10/13/2003 7

8 Phase I Core of Strategic Planning Time: Staff: 10 weeks May 1 st to July 15 th 10 key members both internal and external to NIU Outreach Outcomes: vision mission goals strategic priorities Communications: regular updates from VP to all staff 10/13/2003 8

9 Results Produced core planning documents Launched division-wide planning Generated internal and external skepticism 10/13/2003 9

10 Phase II Core of Strategic Planning Time: Staff: 10 weeks Aug 1 st to Oct 15th 3 teams of 12 staff each Programs and Services, Shared Services, Outreach Centers Outcomes: Analysis of operations Recommendations for organizational design Communications: Sub team meetings updates Unit meetings All staff meeting 10/13/

11 Moving Towards University Outreach Jul Aug Sep Oct Nov Dec Ongoing Strategic Planning Phase II II - Planning UO Goal Setting Service Areas Goal Setting Defining Org Structure Staffing Requirements Implementation Planning Ongoing Communications

12 Results New Organizational Structure VP AVP Programs & Services Shared Services Outreach Centers Education and Training Research and Technical Assistance Customer and Partnership Relations Support Human Resources Operations Support Business Services Community Engagement Outreach Center Operations 10/13/

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14 Phase III Initial Implementation Time: Staff: 10 weeks Oct 15 th to Dec 31th AVP, Management Team, new working groups Outcomes: reassignment and relocation of personnel realignment of functions in-depth study of operations Communications: regular s from AVP unit meetings 10/13/

15 Moving Towards University Outreach Jul Aug Sep Oct Nov Dec Ongoing Strategic Planning Phase II II - Planning UO Goal Setting Service Areas Goal Setting Defining Org Structure Staffing Requirements Implementation Planning Phase III - Implementation Staffing Change Management Action Planning Staff Development Developing Performance Management Process Ongoing Communications

16 Results New leadership appointed Management Team Units consolidated and personnel relocated Individuals reassigned Functional teams launched at new unit levels Two new units launched Customer and Partnership Relations University Business Development 10/13/

17 Functional Teams VP AVP Programs & Services Shared Services Outreach Centers = Ongoing Virtual Teams (Example: Business Management, Communications, etc.) = Strategic Teams (Example: Performance Management, Customer Satisfaction, etc.) = Ad Hoc Teams (Example: Office Location/Space etc.) 10/13/

18 Phase IV Implementation Time: Jan 1 st to Dec 31 st 2003 Staff: Management Team, unit leaders, individuals Outcomes: business plans to meet strategic priorities goals and objectives Communications: VP and AVP Unit leaders Management Team Inside Outreach newsletter 10/13/

19 Strategic Priorities Culture of Engagement High level of customer and partner satisfaction Universal understanding of NIU outreach values and capabilities Strategic resource for NIU Strategic resource for region 10/13/

20 Engagement University Outreach Regional Constituencies NIU COB Partnerships CHHS CLAS COE 10/13/

21 Additional Results Business plans aligned with vision, mission, priorities Performance Management Process Branding and identity standards New economic development and regional planning activities 10/13/

22 Additional Results Two units added IMEC and WESTEC Increased services to colleges CE Technologies market research Successful community college partnerships 10/13/

23 Performance Management Process Emphasizes integration of Engagement into departmental, unit, and individual activities Performance Goals Development Goals Built on NIU Outreach Business Plan division, departments, units Leadership 360 s 10/13/

24 Branding and Identity Connecting, Collaborating, Creating Solutions 10/13/

25 Transition Strategies Communications Personnel changes Business planning Culture building Leaders who Walk the Talk 10/13/

26 Continuing Challenges Leadership Centralization Engagement Relationship with NIU New acquisitions and mergers Funding 10/13/

27 Things we learned.. Realignment is not the same as reorganization. Inclusive processes improve results and acceptance. Performance management is the key to long-term change. Transition management can make or break realignment. Reality checks can be a springboard to greater vision. 10/13/

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