About

We employ Collective Impact model to empower data-informed changes and enhance student success at UIC.

Other useful literature used for shaping SSI project management structure:

• 5 Critical Steps in the Change management process, by Harvard Business School, 2020 https://online.hbs.edu/blog/post/change-management-process
• Channeling Change: Making Collective Impact Work, By Fay Hanleybrown, John Kania, & Mark Kramer, Stanford Social Innovation Review, 2012 https://ssir.org/articles/entry/channeling_change_making_collective_impact_work
• Who Has the D?: How Clear Decision Roles Enhance Organizational Performance by Paul Rogers and Marcia W. Blenko, Harvard Business Review, 2006 https://hbr.org/2006/01/who-has-the-d-how-clear-decision-roles-enhance-organizational-performance

• Explicit support of the campus higher leadership
• Campus-level visibility and buy-in
• Clearly defined roles and responsibilities
• Detailed record keeping and transparency in reporting to campus community
• Intentional assessment
• Resources for implementation
• Sustainability tracking

• A leadership team priorities projects, defines the charge, and identifies the team composition;
• An Advisory Board provides high-level input that guides the future projects or plans for implementation;
• Project sponsors invite the project team and launch the project;
• Project manager informs the lead(s) and team members of the project management framework and the reporting expectations;
• Project team keep a detail record of their work and prepare a final report at the conclusion;
• Project manager posts all project reports on the project webpage;
• Project manager informs the project sponsors, SSI leadership team, and the SSI Advisory Board about the completed projects and the required support for implementation of the outcomes/recommendations.