The interim administrator’s guide

Stepping into the role of interim administrator within a large administrative unit can be both exciting and challenging. You’re responsible for implementing policy changes that need to be effective in the short term yet sustainable over time, all while maintaining team morale. Yes, that’s a lot to balance, but it reflects the realities of the role. This blog is inspired by my recent experiences and those of colleagues in similar positions. Our stories highlight the need for practical strategies that resonate across different administrative contexts.

Creating a solid structure is vital in any administrative unit. But how do you introduce necessary policies without making everyone feel like they’re stuck in a corporate meeting? Here are some strategies that we employed:

Prepare a smooth transition.

Instead of launching into significant reforms, try a subtler approach. Begin staff meetings with a quick “highs and lows” round. This simple activity sets a positive tone and engages everyone from the start.

Real-life Example: In a library setting, consider implementing small changes like clearer guidelines for interdepartmental collaboration. You might also introduce a “Book of the Month” discussion, allowing staff to share insights on professional development books. Such activities can spark conversation and foster a sense of community.

Create a policy framework.

When it comes to policy changes, clarity and choice are crucial. Instead of imposing a one-size-fits-all solution, offer a variety of options for your staff to consider.

Real-life Example: In HR, you could present options such as revised work policies, new professional development programs, or updated performance evaluation criteria that include peer feedback. Empowering employees to choose what resonates with them encourages ownership and engagement.

Test with a preliminary launch.

As you prepare to roll out new policies, start with a soft launch. Pilot programs allow for experimentation without the pressure of full implementation.

Real-life Example: In IT, if you’re introducing a new project management tool, test it with one team first. Gather their feedback to make practical adjustments before a broader rollout.

Engage an advisory council.

Form an advisory council of enthusiastic staff willing to embrace change. This group could brainstorm ideas, pilot new policies, and facilitate communication throughout the unit.

Real-life Example: In student services, create a committee that includes representatives from various roles, such as advisors and counselors. This group could meet monthly to review student feedback collected through surveys and use those insights to develop initiatives that address students' needs.

Listen to your staff.

Listening is a crucial skill in this role. Schedule regular open forums or “listening sessions” where staff can share their insights and feedback on potential policy changes.

Real-life Example: In a library, implement a "Feedback Wall" where staff can anonymously post their thoughts and suggestions. Set aside time each month to review these notes together as a team, encouraging open dialogue that can lead to innovative solutions.

In conclusion, navigating policy changes in large administrative units requires a careful balance, especially for an interim leader. You want to provide structure while respecting the existing dynamics within the organization. By embracing small incremental approaches, offering diverse policy options, and considering preliminary launches, you can foster a culture of collaboration and innovation. I encourage you to reflect on your own experiences and share your thoughts. How have you engaged your staff in policy changes? What challenges have you faced, and what strategies have worked for you? Your insights can inspire others facing similar challenges, so don’t hesitate to share.

Acknowledgement: This blog was enhanced with the assistance of AI tools to refine ideas and improve clarity.

Disclaimer: The views and opinions expressed in this post are solely those of the blogger.

Develop an interim policy process for extenuating circumstances

**The views expressed in this blog are my personal views and do not represent the official position of Metropolitan State University of Denver or ACUPA.**

When I drafted the expedited policy clause in Metropolitan State University of Denver’s “policy on policy,” which allows the MSU Denver president to enact interim policies “to address legal requirements or a significant institutional risk,” I did not have a worldwide, coronavirus pandemic in mind. However, as the daughter of two Vietnam vets and the wife of a military historian, I knew that an organizational threat might come from somewhere (or something) unexpected.

Balancing Inclusivity and Operational Effectiveness

MSU Denver’s policy process is designed to be inclusive and transparent. New and revised policies are reviewed by MSU Denver’s President’s Cabinet, by students and employees who serve on the Policy Advisory Council, by the shared governance groups, and by the university community at-large during an open review period. The inclusive process balances efficiency with effectiveness, in that publishing a policy quickly might not mean that a policy is communicated and implemented effectively.

Some circumstances, however, require quick, decisive action when it comes to policies. To address the current situation, MSU Denver’s leadership has instituted several interim policies related to moving courses online, working remotely, and allowing flexible grading options for students for the spring 2020 semester. Policies that were already in the works, such as a new social media policy, are still moving through the inclusive process, with meetings and document review occurring online.

Full Process

• Decision maker: Board of Trustees, president, or provost
• Review/Input:
  • Board of Trustees (for governance policies)
  • President’s Cabinet
  • General counsel
  • Policy Advisory Council
  • Student Government Assembly
  • Faculty and staff senates
  • University community open comment period
  • Ad hoc work groups based on expertise and operational area
• Documentation: Formal policy statement published online in University Policy Library

Interim Process

• Decision maker: President or provost
• Review/Input: Key constituents at president’s or provost’s discretion (in this case, a cross-functional taskforce, including the provost, general counsel, senior leadership team, and others was formed to address all things COVID-19)
• Documentation: Informal policy statements published online in the employee newsletter and MSU Denver’s COVID-19 Updates and Resources webpage

Staying Flexible

Including some flexibility in the policy process has saved me a great deal of stress during this time, as it allows me to focus on ongoing operations as senior leaders within the organization address current developments.