PHIL SPEARY, PH. D.DIRECTOR OF ACADEMIC

EFFECTIVENESS & ASSSESSMENTBUTLER COMMUNITY COLLEGE (KS)

INNOVATIONSPHILADELPHIA 2012

GETTING ALL YOUR STRATEGIC INITIATIVES ON

THE SAME BUS

Can you imagine this travel scenario?

The Academics bus leaves taking the Dev. Ed students to find a more effective path to Gen Ed

The Student Services bus is taking Enrollment Mgmt. staff on a new route to advising at risk students

The Facilities bus is on a staff trip to renovate learning spaces technology

The Finance bus is taking budget officers on a tour of cost cutting measures

Will they all end up at Helping Students succeed?

Intended Outcomes for this Session

To recognize the challenges of advancing “competing” strategic initiatives

To describe a model for coordination of strategic initiatives to work in complementary tandem

To consider the potential application of this model to the home institution

Butler Community College

Located in South Central KS (east of Wichita)

21 learning sites including area high schools

13,000+ studentsOn-line 3rd largest

“campus”’1200+ employeesHLC accredited

Previous Approach to Strategic Initiatives

Strategic initiatives tied to Strategic Priorities

Strategic Initiatives led by Strategic Coordinators leading cross-functional teams

Strategic teams operating in isolation without clearly defined decision making authorization

Strategic initiatives could compete at cross-purposes with each other through lack of communication and alignment

Integrated Planning & Resource Allocation

Alignment of Planning, Resourcing and Improvement across the institution Institutional Performance Management (Pres. &

Board) Executive Performance Management (VPs)

Division Performance Management (Deans & Directors)• Unit Performance Management (Depts.)

Levels of Responsibility

Division leaders (VPs, Deans, Directors) engage in strategic analysis, visioning, goal-setting, definition of resource needs, and improvement implementation

Division leaders work with units in defining Division goals to which each unit will contribute

Units identify short and long-term improvements which work toward those Division goals

Strategic goals arise out of alignment of unit goals which have systemic significance such as Improve Student Learning, Increase Retention

Butler’s Strategic Priorities

Ensure Student Success

Contribute to Communities

Invest in Employee Success

Advance Institutional Effectiveness

Each Strategic Priority has KPIs

Ensure Student Success Learning assessment Completion Transfer GPA Retention Student Engagement Student Satisfaction

Strategic Communication

Each Strategic Initiative is assigned to an Executive (VP) sponsor for monitoring and advocacy

Strategic coordinators report on quarterly basis

Divisional leaders and strategic coordinators meet to view KPIs, needs, progress on quarterly basis

Operating from Lessons Learned

Don’t assume others outside the Team know what you’re doing

Don’t try to make progress without a destination (KPIs)

Don’t leave a team without the authority to decide at decision points

Don’t let a great deal of effort be expanded with no likelihood of resource allocation

Communicate among teams/units/divisionsFind common ground for mutual benefit

Role Play Strategic Communication

Each group will represent strategic leaders at the Divisional Level: Academic Dean Enrollment Management Dean Director of Facilities VP of Finance Moderator

Inform each other of your effortsReview relevant KPIsFind points of potential cooperation/competition

For more information

Phil Speary pspeary@butlercc.edu