Northwest Valley Community CollegeCommunication Plan

Keith MillerAET/560October 13, 2014Dr. Charity Jennings

Currently majority of students not degree seeking Many students enrolled for workplace advancement (certificates, associates programs,

individual classes) Increasing percentage of students are seeking A.A. and A.S. degrees – demand shift Community growing as well Need to grow our programs to meet increasing demand for degree programs Expenses almost double revenues, currently $89 million in debt Decline in student preparedness

Need for Change Reason to Launch

Strategic Responsiveness (Change Implementation)◦ Improve student preparedness◦ Reduce expenses (balanced budget)◦ Provide training for staff

Strategic Renewal◦ Developed curriculum to meet demand for degree/certificate programs◦ Prepare for growing community

Reason to Launch

◦ Self-pace refresher program◦ In-service training for faculty and staff◦ Interactive training session on new Learning

Management System◦ Workforce training using the Transfer Training

method◦ Incorporate First Year Student seminar into New

Student Orientation◦ Learning internships designed for students and

available through business in the local community.

Use Technology

Strategic Renewal (Change Implementation)◦ Add new programs in hospitality, medical and business and

certificate programs to meet local requirements◦ Increase online course availability◦ Update e-Commerce Security◦ Review Student Rights and Responsibilities◦ Balance Budget◦ Revise First Year Student seminar

Training Program

Shared diagnosis will be used to evaluate key elements within the colleges capacity to support the new strategies◦ Evaluate the strengths and weaknesses within the current organization

structure and processes◦ Determine key ways of mobilizing energy needed to abandon the status quo◦ Pinpoint target area for data collection

Diagnostic framework and dialogue Consultant and Questionnaire Face-to-face meetings and Feedback Data point – After Action Review

Testing for Organizational Effectiveness

Change must start at the top level of educational board down to the faculty and students

Engagement and implementation of diagnosis process first steps to change

Transform college’s stagnate state to an environment of embracing change in the classroom and optimum performance from the faculty and students

Ongoing observation by the President and Dean within each classroom not realistic environment

Engagement in decision making will empower faculty and students in the development of the college

Testing cont.

Consultant - Hire an outside consultant to evaluate NVCC’s board of directors to include student services.

Testing (cont.)

Questionnaire – Provide a series of questions to gather information about the climate of NVCC from top to bottom.◦ Depending on the questions and responses may determine

employee clarity of NVCC’s strategy, quality, and supervision.◦ Administered to all levels of faculty

Provide Feedback

Formative and summative evaluation process◦ Control measure◦ Track data

Feedback and Surveys Performance appraisals

◦ Transfer Training method◦ Appraisals

Provide Feedback

Feedback◦ Effectiveness of Change Results

Faculty Comments Student Comments Community Comments

Continuous Improvement Monitors

Face-to-Face Meetings◦ Mutual Engagement

Commitment to Change Process Effective Change Process Change Process affects Organizational Performance

Addressing Negative Responses

Continuous Improvement Monitors Diagnostic framework

◦ Blue print and guide based on information gathered from gap analysis

◦ Outlines better learning environment, methods of educating students, and ways to engage the students and facilitators

Dialogue◦ Effectual process and means of communication◦ Structure of change for President, Dean, and faculty to collaborate

and impart policies and procedures to enhance student learning experience

◦ Builds trust, inclusion and mutual understanding

Affects of Organizational Change

Giberson, T. R., Tracey, M. W., & Harris, M. T. (2006). Confirmative Evaluation of Training Outcomes: Using Self-Report Measures to Track Change at the Individual and Organizational Level. Performance Improvement Quarterly, 19(4), 43-61. doi:10.1111/j.1937-8327.2006.tb00384.x.

Gist, M. E., Bavetta, A. G., & Stevens, C. (1990). TRANSFER TRAINING METHOD: ITS INFLUENCE ON SKILL GENERALIZATION, SKILL REPETITION, AND PERFORMANCE LEVEL. Personnel Psychology, 43(3), 501-523.

Harris, D. (n.d.). Northwest Valley Community College - Kelsey Campus. About us. Retrieved from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Education/NVCC/about.asp.

Lofguist, L. (n.d.) Northwest Valley Community College - Kelsey Campus. Administration. Retrieved from

https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Education/NVCC/admin/business/EcommEMail.pdf.

Oney, L. (n.d.). Northwest Valley Community College - Kelsey Campus. Provost. Retrieved from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Education/NVCC/admin/Binder3.pdf.

Moksvold, L. (n.d.). Northwest Valley Community College - Kelsey Campus. Memo from office of President: Alternative delivery of class notes. Retrieved from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Education/NVCC/homeSub/ClassNoteTechMemo.pdf.

Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Retrieved from The University of Phoenix eBook Collection. Spurgers, R. (n.d.). Northwest Valley Community College - Kelsey Campus.  Academic proficiency of incoming freshman. Retrieved from

https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Education/NVCC/admin/NVCCLMSMemo.pdf.

University of Phoenix. (2014). Virtual organization: Northwest Valley Community College. Retrieved from University of Phoenix, AET560 website.

References