FUTURE PLANS

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Welcome!
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• SAS Staff Conference
• Project Insight Planning
• Oct. 27/28, 2005

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• Agenda - Thursday
• University Club
• Opening Comments 200
• University Positioning 205
• Staff Survey Results 215
• Break Out Workshops 300
• Closing Comments, Social
• Fabulous Gift! 400

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• Agenda Friday
• Alberta Room, Dining Centre
• Coffee, Muffins, Fruit 815
• Interactive Poster Sessions 830
• Keynote Sharon Wood 1000
• Closing Comments, Draw
• and Yet Another Fabulous Gift 1200
• Lunch 1230

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• Were Still On Track
• Today
• Review of staff survey and where it intersects
  with student feedback
• Tomorrow
• Begin to shape the new direction by following
  student and staff life cycles
• Friday
• Move to THIS IS NOW

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• 1st Annual SAS Staff Survey
• High Level Findings

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• 1st Annual Staff Survey
• Participation from all units
• 106 responses (62 response rate)
• 265 visits
• 31 chose to identify themselves by name
• Some of these participated in further staff focus
  groups
• 413 suggestions and comments
• Thank you for participating!

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• Satisfaction Levels
• Peer working relationships 94
• Specific job duties 84
• Communication within your department 81
• Leadership across SAS 77
• Access to info and tools 74
• Training development 72
• Communication across SAS 64
• Personal salary/compensation 65
• Sufficiency of resources to complete work 43
• OVERALL SATISFACTION 78

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• Percentage of staff rating as Satisfied or
  Extremely Satisfied
• Major contributor to satisfaction

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How aligned to the service needs of your primary
customers is your department? Mildly
10 Significantly 56 Highly 35

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Perceived Challenges as we Proceed with Mission
Percentage of staff rating challenge as
Significant or Major Others IDd Project
eMerge, Readiness of staff to embrace change,
Lack of buy-in to mission statement
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Degree of Change Needed to Realize Mission
Percentage of staff rating need for change as
significant or Major.
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• Improvements Recognized to Date Staff
• Integration of Services
• Increased collaboration between units
• Focus on Improving Customer Service
• First Stop , Q-Matic system (biggest
  improvement), Residence Services check-in,
  proactive actions ( phoning students with
  incomplete forms etc.)
• On-line Service Improvement
• More on-line services (admission, UofC 101, etc.)
  
• Expanding workshops and communication (Academic
  Success workshops, E-Zine)
• Improved Space
• Some minor improvements (SAFA front desk, Career
  Services, Native Centre card swipe access)

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• Key Areas for Improvement Staff
• Lack of resources available to complete workload
• Too many competing priorities
• Insufficient support for training and development
  needs
• Improve communication department, SAS, and cross
  campus
• Insufficient access to tools and resources
• To move content and applications on-line
• Office equipment and tools

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• Key Areas for Improvement Staff (contd)
• Need for improved workspace
• Need for improved workflow both within and
  external to SAS
• Reduction in academic program complexity
• Improvements in advising delivery model
• Refine service delivery model
• More integrated service delivery
• Revise Q-Matic system

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• Common Ground
• Staff Student Views

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Important or Critical Service Attributes
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Perceptions in Service Delivery
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• What Matters to Staff Students
• Service integration/improved workflow
• Rationalize timelines and academic policies
• Rationalize organizational design
• Both internal and external to SAS
• Review approach to and integration of Service
  Desks
• Improving knowledge level and communication
  across units
• Continued focus on improving customer service
• Simplify service points of entry and reduce
  transfers and inconsistencies
• Normalize and extend, as appropriate, hours and
  capacity of service
• Improve quality and access to documentation for
  staff and students
• Improve visibility of services
• Provide value added service to students for their
  investment
• Create more on-line service improvement
• Deliver more services through electronic
  applications
• Improve informational content, structure, and
  navigation

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• What Matters to Staff Students (cont.)
• Align service capabilities and capacity with U of
  C priorities
• Including associated staff resourcing levels,
  support tools, and development
• Improved support for experiential learning and
  career skills development
• Align programs (Residence, ISC, Native Centre,
  PSO, SAFA, etc.) to enrollment plans and
  strategic goals
• Improve physical space
• Student spaces
• Staff work space
• Infrastructure improvements
• Improve signage
• Improve the sense of community
• Get more students engaged in the U of C
• Extend reach of services to more students
• Improve staff satisfaction levels and career
  enhancement opportunities

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• Whats Next?

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What Matters Workshop Red University
Club Gold Native Centre Blue International
Centre Green Council Chambers