Slate leverages a "train-the-trainer" model of implementation. A core team from each institution—the Slate Captains—will attend Slate Launchpad and ultimately oversee the project. The Slate Captains will actively take responsibility for creating sustainable business processes within Slate and provide training to other users within the office.
We recommend limiting the number of Slate Captains to two to three individuals.
Selecting Slate Captains
Slate Captains should be experienced admissions officers who have a solid understanding of current processes and how they intersect, such as the application, reading, decisioning methods and goals, and record management.
Captains should be organized individuals who can clearly articulate current business processes. They should be creative and willing to re-imagine new business needs. They should also be able to commit adequate time to focus and go through the necessary build-out and training along the way.
Perhaps most importantly, Slate Captains should be empowered to make decisions throughout the implementation without consistently relying upon outside support.
Possible candidates for the Slate Captain role include the following: Director of Operations, Associate or Senior Director, or an Admissions Coordinator.
Other essential staff will be involved at key moments during an implementation—including leadership and IT staff—but the Slate Captains will ultimately be making decisions and building out the process. It is important to carefully plan and delegate projects throughout implementation.
Much like an admissions office itself, Slate is an integrated system. And, as such, different team members may be called upon to support particular phases during the transition to Slate. Potential roles in Slate and the associated for team members are outlined below: