OC Adaptation Project:Adapting and Evolving for a Stronger Future

Update & Next Steps

Leadership Team

• David Mitchell, President (chair)

• Allison Phayre, MESH faculty (project manager)

• Jennifer Glasier, Dean of Enrollment Services

• Karen Bolton, B&T faculty

• Damon Bell, Vice President for Student Services

• Sue Riddle, BSN recruiter & Nursing advisor

• Beccie Seaman, Dean of Social Sciences & Humanities

• Rich Lunden, Director, ctcLink

• Philip Mathew, B&T faculty

• Nora Downard, Outreach & Admissions

https://prezi.com/7afgr5fjnqqj/present/?auth_key=2uvbo5q&follow=mnygeeboc4hy

Strategic Goals & Values• Strategic Planning core themes:

• Communication/information sharing• Transparency in decision making• Confusion about budget• Institutional silos• Need cohesion between depts./divisions to execute strategic goals• Mixed message culture/tolerance of poor behavior

• Resource Allocation core recommendations (both task forces):• creation and use of metrics for program performance to increase transparency & provide

accountability• programs need to make budgetary sense and align with the college’s strategic goals• Budget codes are overly complex and do not reflect program needs• Support programs with overlapping functionalities and areas should be reorganized to

streamline processes, information sharing, and effort• Committees should be evaluated for work products

Synchronized Work• Infrastructure

• State level common process work for ctcLink

• Business process documentation (DGA)• Enrollment management data (SEM)

• These groups have worked together all year

• Items have moved between all groups for review, analysis, and systemic improvements

DGA

OCAP

ctcLink

And others: SEM, Title III, College Technology Council

Forward Progress on Strategic Goals & Values: collaborative decision-making, transparency, thoughtful use of finite resources

ctcLink Process Mapping• Each time work leaves a ‘swim

lane’ (vertical column), delays and errors are more likely to occur

• Tracking the progression of work through this type of map makes it possible to identify problematic areas

• Decision points can also be mapped

SEM & Title III

Data Governance Authority: Recommended Data Governance Structure

President

Dr. Mitchell

Chief Information

Officer

Evelyn Hernandez

Database Adminstrator&

Architect

New Vacant

Applications Developer

Adam Zech, IT Specialist III

Application Acquisition &

implementation

Lynne Abbay, Operations

Manager

ctcLink Director

Rich Lunden

ctcLink Business Analyst

Elaine Urrutia

Business Analyst

(.5)

Ernest Dadia

Institutional Effectiveness

Executive Director

Vacant (formerly Summer Kenesson)

Data Analyst

Amanda Gebhart, Institutional Research

& Effectivness

Business Systems & Data Analyst

New Vacant

HRS Data Steward

To be determined

Finance Data

Steward

To be determined

Faculty Data

Steward

To be determined

Financial Aid Data Analyst

/Steward

Coral Mason, IT Data Processor

Instructional Support Data

Analyst / Steward

Patrick Ward, IT Specialist

Student Services Data

Analyst / Steward

Vacant, Data Processor Lead

(Janice Hill Tempoary PT)

Pam Koebelin, ITD Data

Processor

Data & Institutional Effectiveness

ManagerVacant or Jackie Fox,

Title III Activity Director

Data Analyst

Carrie Hillman, Title III Data

Analyst

Business Analyst (.5)

Ernest Dadia, Junior Analyst

KEY:Yellow = New positionBrown = Funded by Title III GrantGreen = To be assigned to existing employeeBlue = Vacant position

Survey Analysis: Employee Engagement & Enrollment Management Functional Areas; Question 6

Infrastructure Gap Assessment: Data, Performance Metrics, & Institutional Effectiveness

OCAP Recommendations

Specific Recommendations for Focus Areas

• Desk audits

• Hiring processes

• Onboarding and training

• Data infrastructure

• Data governance roles

• Data use

Recommendations for Entire College

• Increase cross-functional work

• Develop web-based systems for communication, tracking, and training

• Create performance metrics

• Create a training and development culture

What’s Next?

• 1st quarter experience:• Examine strategies to reduce student burdens in registration in

collaboration with SEM

• Employee hiring, onboarding & training improvements—infrastructure build & execution in collaboration with HRS

• Institutional Effectiveness & Quality Management: infrastructure build

• Additional work guided by analysis of survey results from the other nine functional areas