Transcript President`s Annual Initiative - Kentucky Community & Technical

KCTCS BOARD OF REGENTS
MEETING
West Kentucky Community and Technical College
Paducah, KY
June 2011
WE ARE ON A
JOURNEY…
2010
2006
2000
2020
2016
TO BE THE
PREMIER
SYSTEM
IN THE
NATION.
May June Sept
11
11
11
Jan
12
PLT
Planning
Retreat
May
12
June
12
Jan
13
PLT
Planning
Retreat
May
13
June
13
Sept
13
Jan
14
PLT
Planning
Retreat
June
14
May
14
PLT
Planning
Retreat
Biennial Budget
Request
14-16
Biennial Budget
Request
12-14
President’s
Annual Focus
to BOR
President’s
Annual Focus
to BOR
2012 General
Assembly
Budget Session
President’s
Annual Focus
to BOR
2013 Annual
Legislative
Session
KCTCS STRATEGIC PLAN 2010-2016
TRANSFORMATION IMPLEMENTATION
President’s
Annual Focus
to BOR
2014 General
Assembly
Budget Session
Past Leadership Initiatives
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
CURRENT
STATE
TRANSITION
FUTURE
STATE
GREAT
GREATER
PREMIER
Current
Performance
&
Outcomes
Strategic Plan
2010-2016
&
Transformation
Strategies
Future
Performance
&
Outcomes
CURRENT STATE
•
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
FUTURE STATE
• 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
TRANSFORMATION INITIATIVE 2010-11
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
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
Initiative
Approved
KCTCS
Board of
Regents
Initiative
Rollout
College
Leadership
Teams
136
Proposed
Strategies
Submitted
9
Top
Proposed
Strategies
Selected
16 colleges &
System
Office
KCTCS
Leadership
Team
Strategic
Needs
Analysis
Review
of
Proposed
Strategies
Review
of
Proposed
Strategies
& Action
Steps
KCTCS
System
Office Staff
KCTCS
Board of
Regents
NEW
HORIZONS
June
2010
May
2011
DEFINED WHO AND WHAT NEEDS TO CHANGE
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
TRANSFORMATION INITIATIVE 2010-11
CHANGE CHARACTERISTICS
Analysis of
Implementation
Process and
Required Team
Structures
2011
PLT Retreat
• 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)
DEFINED WHEN AND HOW TO CHANGE
TRANSFORMATION INITIATIVE 2010-11
ORGANIZATIONAL ATTRIBUTES
Analysis of
Implementation
Process and
Required Team
Structures
2011
PLT Retreat
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
DEFINED WHEN AND HOW TO CHANGE
LEADING
CHANGE
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
PERSPECTIVES ON CHANGE
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
Things do not change, we change.
Henry David Thoreau
People don’t resist change. They resist being changed!
Peter Senge
WHO
?
WHAT
?W
TRANSFORMATION
INITIATIVE
WHEN
?
HOW
?
PROJECT AND
CHANGE
MANAGEMENT
PROJECT MANAGEMENT
AND
CHANGE MANAGEMENT
P ro ject m an a g em en t
C u rren t
T ran sitio n
C h an g e m an ag em en t
Prosci copyright 2009.
F u tu re
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.
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).
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.
Then (1999)
vs.
Now (2011)
Change Management Research
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.
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.
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
PROSCI’S ADKAR® MODEL
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
CONNECTING ADKAR AND THE CURRENT,
TRANSITION AND FUTURE STATES
Current
A
D
Transition
K
Future
A
R
Prosci Project Change Triangle
Prosci PCT Model
IMPORTANCE OF ACTIVE, VISIBLE SPONSORS
TO SUCCESSFUL CHANGE INITIATIVES?
• Prosci Research study participants identified the # 1 contributor to
successful change initiatives to be:
1998: #1 contributor – Active and visible sponsorship
In the 2009 study,
sponsorship was
cited 4 times more
often than the next
response
2000: #1 contributor – Active and visible sponsorship
2003: #1 contributor – Active and visible sponsorship
2005: #1 contributor – Active and visible sponsorship
2007: #1 contributor – Active and visible sponsorship
2009: #1 contributor – Active and visible sponsorship
TRANSFORMATION
STRATEGIES TO
ACHIEVE
DESIRED OUTCOMES
Prosci’s Project Change Triangle (PCT)
Copyright Prosci 2009.
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* From Prosci’s 2009
Best Practices in
employees
Change Management
benchmarking report
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
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!
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
C E O /P re s id e n t
E xe c u tiv e m a n a g e r
S e n io r m a n a g e r
D e p a rtm e n t h e a d
T h e e m p lo y e e 's s u p e rv is o r
P ro je c t te a m m e m b e r
P ro je c t te a m le a d e r
C M te a m m e m b e r
P e rs o n a l m e s s a g e s
C M te a m le a d e r
B u s in e s s m e s s a g e s
O th e r
0%
10%
20%
30%
40%
50%
P e rc e n t o f re s p o n d e n ts
* Data from Prosci’s 2007 Best Practices in
Change Management benchmarking study
60%
2011-12 Annual Initiative
TARGET 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.
President 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.
CURRENT
STATE
TRANSITION
FUTURE
STATE
GREAT
GREATER
PREMIER
Current
Performance
&
Outcomes
Strategic Plan 2010-2016
&
Transformation Strategies
Future
Performance
&
Outcomes
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
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
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
END