2007-2008 Collaboratory executive priorities
From The Collaboratory
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Priorities for Organizational Development
- Creating a culture of discipleship and excellence within the Collaboratory
- Because we realize that our dream is bigger than we are, we will strive to know the heart of God through the tangible application of our God-given talents and abilities. We will take to heart the words of 2 Timothy 2:15, working to present ourselves as those approved, boldly acting on our convictions, and completing our God-given tasks with excellence, to the best of our abilities.
- Documenting our project work and processes on the Collaboratory Wiki
- We are an organization that experiences nearly 100% turnover of our personnel every four years. Quality assurance and continuity of project work across generations of students therefore require world class documentation of our project work and core processes. Leaders will focus on keeping their Group and Project Articles up-to-date, with their project proposals and yearly project plans clearly posted with personnel records, project summary information, and internal root articles. Our core processes will be documented in two types of pages on the Collaboratory Wiki.
- Event Planning Guides (EPGs) are resource wiki pages that document step-by-step instructions and other information for persons in charge of everything from producing the Collaboratory budget to sending a Site Team to managing an Application Project.
- Task Calendars are wiki pages that contain a chronological listing of recurring tasks assigned to Collaboratory leaders and advisors, with links to related EPGs. These pages will be attached to the job descriptions of Collaboratory leaders and advisors.
- Group management of personnel, projects, and funding
- Quality assurance requires the proportional alignment of our personnel, project commitments, and funding. Too few people overworks personnel and diminishes quality; too many has caused Groups to invent unnecessary new projects. Too few projects leaves good people without meaningful work; too many taxes personnel and financial resources. Too little money jeopardizes quality; too much prompts the untimely addition of projects and reduces concern for stewardship. The breadth of program activity in the Collaboratory requires that Group Advisors and their Student Leaders be empowered to manage their Group's projects and budget, and serve as chief spokespersons and planners for the present and future activities of their Group. New criteria for approval of new programming, policies for recruiting Group members, and Group owned budgets will help Collaboratory leaders to successfully manage growth.
