KCTCS President’s Annual Initiative 2011-2012
KCTCS BOARD OF REGENTS MEETINGWest Kentucky Community and Technical College
Paducah, KY
June 2011
KCTCS President’s Annual Initiative 2011-2012
WE ARE ON A JOURNEY…
TO BE THE PREMIER SYSTEM IN THE NATION.
2020
Strate
gic P
lans
2006
2010
2016
2000
1.0
2.0
3.0
KCTCS President’s Annual Initiative 2011-2012
June14
Sept11
Biennial Budget Request
12-14
PLT PlanningRetreat
May11
2012 General Assembly
Budget Session
Jan12
PLT PlanningRetreat
May12
June12
PLT PlanningRetreat
May13
June13
Biennial Budget Request
14-16
Sept13
2014 GeneralAssembly
Budget Session
Jan14
2013 AnnualLegislative
Session
Jan13
PLT PlanningRetreat
May14
TRANSFORMATION IMPLEMENTATION
President’s Annual Focus
to BOR
President’s Annual Focus
to BOR
President’s Annual Focus
to BOR
KCTCS STRATEGIC PLAN 2010-2016
President’s Annual Focus
to BOR
June11
KCTCS President’s Annual Initiative 2011-2012
1999 – A.S.K. (Assess, Support, Knowledge)
2000 - R.S.V.P. (Responsive Solutions through Vigorous Planning)
2001 - D.A.T.E. (District Accountability and Team Effectiveness)
2002 - C.A.R.E. (Collaboration, Accreditation, Retention, Efficiency)
2003 - S.A.I.L. (Strategic Achievements to Invest in Learning)
2004 - P.A.C.E. (Planning, Accountability, Campaigns, External)
2005 - P.A.C.E. II (Planning, Accountability, Campaigns, External)
2006 - P.A.G.E. (Promote, Access, Global Awareness, Enhance)
2007 – L.E.A.P. (Learning, Employment, Assessments, Public)
2008 – A.R.I.S.E (Accountability, Reinvent, Implementation, Strategies, Evaluation)
2009 – F.A.C.E.T (Focused Action on the Commonwealth’s Educational Transformation)
2010 - ADVOCACY
2011 - TRANSFORMATION
Past Leadership Initiatives
KCTCS President’s Annual Initiative 2011-2012
CURRENT STATE
TRANSITIONFUTURESTATE
GREAT GREATER PREMIER
Current Performance
& Outcomes
Transformation Strategies
Future Performance
&Outcomes
Strategic Plan 2010-2016
&
KCTCS President’s Annual Initiative 2011-2012
• New Vision – To be the premier two-year college system in the nation
• New KCTCS Strategic Plan (2010-2016), Performance Measures, and Targets
• Increased need/demand for postsecondary education
• Increased competition among public and private providers
• Greater accountability for student success/ completion
• Increased expectations of students for convenience, affordability, and customer service
• No new state money
CURRENT STATE
KCTCS President’s Annual Initiative 2011-2012
• National Agenda for Community Colleges
• State Agenda = 2020 Vision, HB1 Goals, CPE Goals & related legislative mandates (SB1, HB160, etc.)
• KCTCS Agenda = System and College Strategic Plans, Performance Measures, and Targets for 2016
• Transformation Agenda = Desired Outcomes of Strategies by 2016
FUTURE STATE
KCTCS President’s Annual Initiative 2011-2012
TARGET MEASUREMENT:
The KCTCS President will transform KCTCS by revising the KCTCS Business Plan to achieve the goals, performance measures, and targets outlined in the new KCTCS 2010-2016 Strategic Plan and that supports the three KCTCS mission areas of:
• Workforce Education• Transfer Education• College and Workforce Readiness
TRANSFORMATION INITIATIVE 2010-11
KCTCS President’s Annual Initiative 2011-2012
Business Plan 2011 - 2016
Key Strategies to Achieve KCTCS Strategic Goals, Measures, and Targets
Strategic Needs Analysis of Resources Required to Fund Key Strategies
Resource Development Plan to Fund Implementation of Key Strategies
TRANSFORMATION INITIATIVE 2010-11
KCTCS President’s Annual Initiative 2011-2012
Initiative Approved
KCTCSBoard of Regents
Initiative Rollout
College Leadership
Teams
136 ProposedStrategiesSubmitted
16 colleges & System Office
9 Top
ProposedStrategiesSelected
KCTCS Leadership
Team
Strategic Needs
Analysis
KCTCS System
Office Staff
Review of
Proposed Strategies
KCTCS Board of Regents
Review of
Proposed Strategies & Action
Steps
NEW HORIZONS
DEFINED WHO AND WHAT NEEDS TO CHANGE
June 2010
May 2011
TRANSFORMATION INITIATIVE 2010-11
KCTCS President’s Annual Initiative 2011-2012
FEEDBACK FROM COLLEGE LEADERSHIP TEAMS
Key Factors for Buy-In• Vision• Strong Leadership• Supportive Leadership• Commitment• Sense of Urgency• Stakeholder
Representation• Bottom Up Involvement• Upfront Collaboration• Real Input• Engagement at all levels• Demonstrated Need• Data Driven
• Student Focused• Appreciate Diverse ideas• Constant Communication• Consistent messages• Training and Networking• Adequate & Proper Resources• Well-organized• Persistence/follow-through• Local Flexibility• Results• Reward Achievements• WIFM
KCTCS NEW HORIZONS CONFERENCE, MAY 2011
KCTCS President’s Annual Initiative 2011-2012
Analysis of Implementation
Process and Required Team
Structures
2011PLT Retreat
DEFINED WHEN AND HOW TO CHANGE
CHANGE CHARACTERISTICS
• Scope of Change (workgroup, department, division, enterprise)
• Number of individuals impacted (small, large)
• Type of Change ( policy, process, system, organization, job roles, staffing levels, downsizing, etc.)
• Amount of Change (incremental improvement vs. radical change)
TRANSFORMATION INITIATIVE 2010-11
KCTCS President’s Annual Initiative 2011-2012
DEFINED WHEN AND HOW TO CHANGE
ORGANIZATIONAL ATTRIBUTES
ASSESSMENT = UNDERSTANDING
Organizational value system and culture
= Adaptability to change
Capacity for change = How much more change the organization can absorb
Leadership styles and power distribution
= In the hands of a few or many
Residual effects of past changes = Positive or negative
Middle-management's predisposition to change
= Champions or villains
Analysis of Implementation
Process and Required Team
Structures
2011PLT Retreat
TRANSFORMATION INITIATIVE 2010-11
KCTCS President’s Annual Initiative 2011-2012
LEADINGCHANGE
KCTCS President’s Annual Initiative 2011-2012
DEFINITIONS OF CHANGE
• The act, process, or result of altering or modifying
• The replacing of one thing for another
• A transformation or transition from one state, condition, or phase to another
KCTCS President’s Annual Initiative 2011-2012
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the
lead in the introduction of a new order of things. Niccolo Machiavelli
People don’t resist change. They resist being changed!Peter Senge
Things do not change, we change.Henry David Thoreau
PERSPECTIVES ON CHANGE
KCTCS President’s Annual Initiative 2011-2012
WHO? W
WHAT?
WHEN?
TRANSFORMATION INITIATIVE
HOW?
PROJECT AND CHANGE
MANAGEMENT
KCTCS President’s Annual Initiative 2011-2012
PROJECT MANAGEMENT AND
CHANGE MANAGEMENT
KCTCS President’s Annual Initiative 2011-2012
Current Transition FutureCurrent Transition Future
Project management
Change management
Prosci copyright 2009.
KCTCS President’s Annual Initiative 2011-2012
PROJECT MANAGEMENT • is set of processes and tools applied to business
problems or opportunities to develop and implement a solution.
• defines what is changing (processes, systems, job roles, organizational structure, etc.) in order to manage that change effectively.
• involves an understanding of the tradeoffs between time, cost, and scope change.
• is a structured approach for managing tasks, resources, and budget in order to achieve desired outcomes.
KCTCS President’s Annual Initiative 2011-2012
CHANGE MANAGEMENT is a set of processes, tools and practices to:
• manage the people side of a change.
• transition employees from the current state to the future state.
• bridge between “implementing a solution” and realizing the benefits of change.
• Understand the individual perspective (how people experience and transition through change) and an organizational perspective (how groups can be managed through a change process).
KCTCS President’s Annual Initiative 2011-2012
CHANGE MANAGEMENT is a set of processes, tools and practices to:
• minimize productivity loss, negative customer impact and employee turnover during the change process.
• maximize the speed of adoption and ultimate utilization of the change throughout the organization.
• ensure that employees participate and are involved in the change process in order to achieve desired outcomes.
KCTCS President’s Annual Initiative 2011-2012
Then (1999)
vs.
Now (2011)
Managing Change
KCTCS President’s Annual Initiative 2011-2012
Change Management Research
KCTCS President’s Annual Initiative 2011-2012
Prosci is:• an independent research company in the
field of change management.
• the most widely used change management methodology for managing the people side of change in corporations and government.
• the world leader in change management research.
KCTCS President’s Annual Initiative 2011-2012
PROSCI PROVIDES RESEARCH AND RESOURCES FOR:
• Executives and senior leaders who charter and authorize change.
• Managers and supervisors who oversee employees impacted by change.
• Front-line employees who ultimately bring the change to life.
• Project teams responsible for implementing change.
• HR and Training groups that are enabling change.
KCTCS President’s Annual Initiative 2011-2012
PROSCI’S ADKAR® MODEL
• ADKAR describes the required phases that an individual will go through when faced with change
• ADKAR is a foundational tool for understanding “how, why and when” to use different change management tools
KCTCS President’s Annual Initiative 2011-2012
PROSCI’S ADKAR® MODEL
ADKAR
Awareness of the need for change
Desire to support the change
Knowledge on how to change
Ability to implement new skills
Reinforcement to sustain the change
KCTCS President’s Annual Initiative 2011-2012
CONNECTING ADKAR AND THE CURRENT, TRANSITION AND FUTURE STATES
Current Transition Future
RAKDA
KCTCS President’s Annual Initiative 2011-2012
Prosci Project Change Triangle
Prosci PCT Model
KCTCS President’s Annual Initiative 2011-2012
IMPORTANCE OF ACTIVE, VISIBLE SPONSORS TO SUCCESSFUL CHANGE INITIATIVES?
• Prosci Research study participants identified the # 1 contributor to successful change initiatives to be:
In the 2009 study, sponsorship was
cited 4 times more often than the next
response
In the 2009 study, sponsorship was
cited 4 times more often than the next
response
1998: #1 contributor – Active and visible sponsorship
2000: #1 contributor – Active and visible sponsorship
2003: #1 contributor – Active and visible sponsorship
2005: #1 contributor – Active and visible sponsorship
2009: #1 contributor – Active and visible sponsorship
2007: #1 contributor – Active and visible sponsorship
KCTCS President’s Annual Initiative 2011-2012
Prosci’s Project Change Triangle (PCT)Copyright Prosci 2009.
TRANSFORMATION STRATEGIES TO
ACHIEVEDESIRED OUTCOMES
KCTCS President’s Annual Initiative 2011-2012
THREE PRIMARY ROLES OF SPONSORS
1. Participate actively and visibly throughout the project
2. Build a coalition of sponsorship and manage resistance
3. Communicate directly with employees
* From Prosci’s 2009 Best Practices in
Change Management benchmarking report
KCTCS President’s Annual Initiative 2011-2012
1. ACTIVE AND VISIBLE PARTICIPATION
• Sponsorship is more than signing the check and “kicking the initiative out the door”
• Examples include: Setting expectations and establish clear objectives
for the project Holding the team accountable for results Attending frequent project review meetings and
actively review progress
KCTCS President’s Annual Initiative 2011-2012
2. BUILDING A SPONSOR COALITION
• The coalition is not just an org chart
• The coalition is based on ‘who is being impacted’
• Bottom up approach!
KCTCS President’s Annual Initiative 2011-2012
3. COMMUNICATING DIRECTLY
Prosci Research on Best Practices identified senior business leaders as the preferred senders of messages about the business reasons for the change 0% 10% 20% 30% 40% 50% 60%
Other
CM team leader
CM team member
Project team leader
Project team member
The employee's supervisor
Department head
Senior manager
Executive manager
CEO/President
Percent of respondents
Personal messages
Business messages
* Data from Prosci’s 2007 Best Practices in Change Management benchmarking study
KCTCS President’s Annual Initiative 2011-2012
2011-12 Annual InitiativeCHANGE
KCTCS President’s Annual Initiative 2011-2012
CHANGE INITIATIVETARGET MEASUREMENT:
The KCTCS President will lead KCTCS in the development and implementation of change
management processes and methods to successfully transition KCTCS from its current state
to its desired future state as defined by the nine strategies of the Transformation Initiative.
KCTCS President’s Annual Initiative 2011-2012
COMPONENTS OF THE CHANGE INITIATIVEPresident McCall will:
Create a new KCTCS leadership model and related team structures based on change management research and best practices.
Communicate directly with employees about the changes necessary by visiting each KCTCS college.
Design and implement a comprehensive training program in change management.
Establish a KCTCS Office of Change Management that will provide the ongoing leadership, service, and support to the System Office and colleges.
KCTCS President’s Annual Initiative 2011-2012
CURRENT STATE
TRANSITIONFUTURESTATE
GREAT GREATER PREMIER
Current Performance
& Outcomes
Future Performance
&Outcomes
Strategic Plan 2010-2016&
Transformation Strategies
CHANGE INITIATIVE
KCTCS President’s Annual Initiative 2011-2012
BENEFITS OF SUCCESSFUL IMPLEMENTATION OF TRANSFORMATION STRATEGIES
FOR STUDENTS Increased Access to KCTCS Programs
Enhanced Awareness and Access to Financial Aid
Improved Convenience and Quality of Services
Increased Retention and Academic Success
Enhanced Success in Pursuing 4-year Degrees
Increased Opportunities for Good Paying Jobs
KCTCS President’s Annual Initiative 2011-2012
BENEFITS OF SUCCESSFUL IMPLEMENTATION OF TRANSFORMATION STRATEGIES
FOR KCTCS System-wide Standards and Benchmarks
Comprehensive, Consistent, and Integrated Approaches
Enhanced Skills and Talents of KCTCS Employees
New and Enhanced Technological Innovations
Enhanced Cost-Effectiveness, Productivity, and Efficiency
KCTCS President’s Annual Initiative 2011-2012
BENEFITS OF SUCCESSFUL IMPLEMENTATION OF TRANSFORMATION STRATEGIES
FOR KENTUCKY Well Educated and Highly Trained workforce
Employability of Kentucky Citizens
Globally Competitive Business and Industries
Higher Standard of Living
Economic Prosperity
Quality of Life
KCTCS President’s Annual Initiative 2011-2012
END