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BUILDING TRUST & CREATING BELIEVERS

October 2017

Brigham Young University-Idaho

LaNae H. Poulter, PhD

University Scheduling Manager, Brigham Young University-Idaho

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Purpose

Process

People

Preparation

Trust

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Transition - Timing

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Year-round utilization

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Unprecedented Growth

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• 52 Buildings

• 933 Rooms

• 1,127,861 sq ft

• Enrollment

Campus 21,530

Online 10,512

TOTAL 32,042

126%INCREASE IN

HEADCOUNT

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2010

• 15,726 Reservations

• 333,104 bookings

- 214k courses

- 117k events

• Avg 915 bookings daily

EMS Capacity (benchmark reports)

2016

• 41,811 reservations

• 456,451 bookings

- 229k courses

- 227k events

• Avg 1,250 bookings daily

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Reservation Source of Entry

7

0

4283

78348684

2452

19555

5441

9290

0

5000

10000

15000

20000

25000

2010 2016

Satellite Locations Jenzabar

Virtual EMS (self-serve) Scheduling Office

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Two levels to Organizational Change

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Tip of the iceberg: everyday

operations (most time and energy

when dealing with change)

Deeper level: affective relating to

psychological & social (level at

which institutional culture

operates) (Awbrey, 2005)

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Strengths

Weaknesses

Opportunities

Threats

SWOT (case study of BYU-Idaho & EMS)

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• Strengths:

- shared vision

• Weaknesses

- communication

- lack of trust

• Opportunities

- leadership

- change agents

• Threats

- software selection

- people

Focusing in

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• Accountability

• Accessibility

• Affordability

Improve the quality, serve

more, and lower relative cost.

Shared Concerns

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There must be a trusting relationship between leaders and employees.

With a shared vision, employees become empowered to act.

They rise above the conflicts.

Shared Vision

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“Trust is the glue of life. It's

the most essential ingredient

in effective communication.

It's the foundational principle

that holds all relationships.”

- Stephen Covey

Communication

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“Trust is the most

significant predictor

of individuals’

satisfaction with

their organizations”

(Kouzes & Posner, 2002, p. 247)

Shared trust

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Organizational steps to facilitate

change included opening channels of

two-way communication.

Changes in personnel brought new

dynamics. Processes that had been

merely guidelines were better defined.

Change agents

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EMS

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Configuration - a custom fit

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Buildings

Rooms

Groups

Contacts

Event types

Group types

Billing Plans

User Templates

Resources

67 categories

Custodial

Audio/Visual

Security

EMT

Catering

Support staff

DJs

Fun stuff

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Believers (becoming the “go to” person for answers)

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• Be Capable(configurations)

• Be Available(customizations)

• Be Credible(capabilities)

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Be capable - learn & share

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“By demonstrating an openness to influence, leaders contribute to building the trust that

enables their constituents to be more open to their influence.

Trust begets trust”

(Kouzes & Posner, 2002, p. 247).

Be available - listen carefully

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“A group’s power is often defined by the

quality and size of the space it controls, so

groups protect their turf as a means of

protecting their reputations”

(Forsyth, 1999, p. 431).

Be credible – “My turf”

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Patience + security templates + trust = Progress

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Gain a perspective of being involved to spread the influence and gratitude. You can use your influence to do good.

Sometimes it is not about changing things. It is not about changing rules. It is not about making policy. But it is about influencing people, catching the vision.

Be an influence – catch the vision

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• Reports! Reports! Reports = Windows of Opportunity

*Standard reports *Queries *Exports

Outcome – Delivery and data

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• Standard reports

Outcome – Delivery and data

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• Queries

Outcome – Delivery and data

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• Export (sync academics, browse, manipulate data later)

Outcome – Delivery and data

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• 10,000 more students without adding facilities

• CAN YOU PROVE IT?

Be Ready

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• Pathway Worldwide

• Frugality

Understand the “Why”

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Understand the “Why”

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Understand the “Why”

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Know your data – be the expert

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• Professional

• Relationship

Presentation

• Branding

• Confidence

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Strength: stacked classes to approved time grids starting at 7:45 a.m. maximize utilization

Austin 127

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Opportunity: average of 21.6% more available space after 12:30 p.m.

Improve balance of morning and afternoon course scheduling – example 1

Austin 151

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Opportunity: average of 21.6% more available space after 12:30 p.m.

Improve balance of morning and afternoon course scheduling – example 2

Clarke 149

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Opportunity: Improve utilization on specific days of the week

Tuesdays & Thursdays: 42 % of academic space is open at 1 p.m.

Ricks Building

Back-to-back one-hour

classes at 11:30 and

12:45 end at 1:45 p.m.

90-minute classes at

11:30

ending at 1 p.m.

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Opportunity : Improve utilization on specific days of the week

Friday challenge - 26 % lower utilization on Fridays campus wide – example 1

Taylor 144

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Opportunity : Improve utilization on specific days of the week

Friday challenge - 26 % lower utilization on Fridays campus wide – example 2

Hinckley 245

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Opportunity: Better utilization by starting more classes at 7:45/8:00 a.m.

44 % of academic space is available for first hour of the day campus wide

Smith 322

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Opportunity: Fill in the gaps

Avoid classes that meet on a single day utilizing a preferred MWF time block

Austin 105

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Opportunity: Fill in the gaps

Consider ways to juggle MWF prime time with MTWRF to avoid orphaned rooms

Ricks 229

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Opportunity: careful coordination of block scheduling

Rooms scheduled only one block can become under utilized

Space empty during 1st block – click for 2nd block

scheduling

Romney 173

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Opportunity: avoid “holding” space just in case it is needed.

Release time for classes with no enrollment so space becomes available to others.

Manwaring Center 174A

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Day of week comparison of utilization - Spring Semester 2016

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Classroom utilization across campus – Spring Semester 2016

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Consider available classroom hours and open seats – Spring Semester 2016

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• Trust – “reliability, truth,

ability, or strength of

someone or something”

Build Trust – Create Believers

• Believers – “a specified

thing is effective,

proper, or desirable”

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https://www.oxforddictionaries.com/us/definition/american_english

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Add value

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Think outside of the box

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Develop and express a sense of gratitude

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Questions?

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BUILDING TRUST& CREATING BELIEVERS

LaNae H. Poulter

BYU-Idaho, University Scheduling Manager

Brigham Young University-Idaho

LaNae H. Poulter

University Scheduling Manager

poulterl@byui.edu

208-496-3120

www.byui.edu