1. Project Insight Organization Design Meeting #1 Success Metrics and Design Criteria
November 23, 2005

2. Project Success Metrics
Resource Priorities
Our leadership team prioritizing the changes in our implementation plan
Freeing up resources to work on implementation
Technology
IT requires resources to partner with them on our application requests
We need to integrate with Project eMerge
Budget
Budgets to support Project Insight
Institution support for Integration
Faculty support for the proposed changes (i.e. to International Student Services)
Honesty
To address potential change requirements – people, processes, policies, programs
Integration with other Initiatives
Project Imagine
Campus Infrastructure
Capital Programs – Physical Space
Staff Buy-In
Utilizing the positive energy so far and the value they have to “serve students”

3. Success Metrics for 2006
We have implemented the IT systems and processes that support our Service Delivery model
Orientation and training for all staff has contributed to a seamless transition to our new service delivery model and organization design (including multi-skilling where required)
We have developed and implemented the tools required to support employee success in delivering (includes integrated information sources)
Students have reported that we are meeting their expectations
We implemented our changes using a change management approach that can be replicated for ongoing changes required to sustain our organization
Our staff report that the changes were well implemented, added value and support their career development aspirations
We have set the model for how change can and should happen within the institution

4. Service Delivery Model: Success Criteria
For Students
A personalized versus a transactional experience
A consistent service experience
Friendly, respectful experience
Easy to access, easy to understand our systems and processes
Elimination of run around for signatures, etc.
Hearing a consistent message whoever you talk to
Our staffing reflects the diversity of our students
Will get decisions at the front line
Provision of service within hours that make sense for students
E-service that helps eliminate manual transactions
No marginalization of distinct student populations
For Staff
Staff feel empowered to make decisions, solve problems
Ongoing training and tools to support our service delivery model
The ability to effectively communicate with each other about student files and a way to record conversations, decisions, etc. (Remedy)
For SAS
Our service delivery model is scaleable given additional students to 2010
Must leverage technology to reduce manual tasks and achieve efficiencies
Reduction of white space
Sets the standard for cultural change – telegraphs to the entire organization that student service is critical
Establishes a set of benchmarks we can measure each year

5. Organization Design Criteria
Any choice of organization design must meet these criteria:
Meets or exceed student expectations
Faster, accurate information access – reduces manual and duplicative efforts
Clear workflows, aligned to our policies and integrating appropriate services
True integration – minimize shadow organizations
Direct alignment to UofC priorities and enrollment plan – both operational and strategic positioning
Will meet staff expectations for work environment and career development opportunities
Supports our staff becoming highly desirable, most, sought after for other departments as leaders