using visioning to lead organizational change and strategic planning dr. austin a. lanesteve...
Post on 20-Jan-2016
222 Views
Preview:
TRANSCRIPT
Using Visioning to Lead Organizational Change and
Strategic Planning
Dr. Austin A. Lane Steve Scheffler Dr. Chris TkachPresident Dean
Sr. Analyst/IE
Visioning Process
Setting the Stage
Lone Star College System: Overview
• Lone Star College System: serves more than 75K students
• Campuses: North Harris, Kingwood, Tomball, Montgomery, CyFair, University Park
• Mixed racially and ethnically: (39% White, 28% Hispanic, 18% Black, 6% Asian)
• Mixed Age Groups: (26% under 20; 36% 20-24; 38% over 24)
• Unprecedented growth: over past 3 years (nearly 40% since Spring 2009)
• Annual budget: $250,700,000
LSC-CyFair
LSC-Kingwood
LSC-Montgomery
LSC-North Harris
LSC-Tomball
LSC-University Park
LSC-University Center
LSCS Locations
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 20110
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Lone Star College System Student Growth 75,680
LSCS Enrollment Growth
Lone Star College-Montgomery: Overview
LSC-Montgomery: Overview• Founded 1995• Large Urban Associates
College (13,230 students)• 151 full-time faculty, 318
adjunct• Total of 900 employees• The Woodlands, Texas (30
minutes north of Houston)• Feeder ISDs - Conroe,
Montgomery, and Willis • Top transfer destination-
Sam Houston State Univ.• $20 million annual budget
Why Visioning?
LSC-Montgomery in 2009
• New President (after one year with an interim president)
• Systemwide strategic planning process• Intense enrollment growth over past three
years• In the middle of large campus expansion
(3 new buildings + center)• Give everyone a voice• Affirm/refute SWOT analysis conducted by
leadership team• Lay the groundwork for new Unit
Effectiveness Process (UEP)
Visioning Process
Getting it Done
Visioning Steps
• Decisions (location, dates, times, format, budget)• Promotion• Facilitation
• CFO (“Chief Facilitation Officer”)• Small Group Facilitators
• Facilitator training• Supplies/”Day of” logistics• Scribe• Combining session• Communicating the results• Integration into strategic plan
Promotion
Facilitator Training
We picked facilitators who:
• were representative of all areas of the college• were good listeners• were politely forceful• were quick writers
4 Sessions:
Sept. 29: 48 participants (26 staff, 17 faculty, 5 students) Sept. 30: 49 participants (20 staff, 23 faculty, 6 students) Oct. 13: 23 community participantsOct. 13: 15 participants (7 staff, 1 faculty, 7 students)
Combining SessionOct. 20: 32 participants (20 staff, 11 faculty, 1 student)
The Visioning Sessions
Visioning Session Agenda
Visioning Session“Flow”
The Gathering
The Breakout Session
The Big Group
Presentation toDr. Lane / Wrap-Up
Output – Top Ideas“Current/Future State”
Visioning Process
Analysis to Action: The Vision Comes Alive
Assessment Form
Taking their input and turning it into action
Planning: Description Implementing
MonitoringEvaluating and Closing
the Loop
Goal SO SP Objectives Action Steps Start EndExpected Outcomes
Method of Assessment Owner
Accomplishments/ Outputs Results Next Steps
Visioning: Analysis to Action
• Assessment Plan Key Points• Objectives (specific)• Actions Steps (things you need to do in order to
accomplish objective)• Timeline• Ownership
• Take the time to do it (Build it into process)
Assessment Form
Visioning: Analysis to Action
“The Maverick Way”
“The Maverick Way”
Academic Plan (Ann Kirch, VP Instruction)• student learning outcomes • faculty/staff professional dev.• faculty hiring • program advisory committees• section management • dual credit emphasis
SEM Plan (Wendell Williams, VP Student Success)Built Around 7 Critical Points: • recruit back• building a college-going culture • end of 1st year• point of entry • transition• 1st 6 weeks • alumni involvement
Campus Master Plan (Jim Taylor, VP Administration)• building/construction priorities • traffic flow• capital improvement plan • equipment/furniture
Continuous Improvement
Implementing
Evaluating
Planning
Planning: June – September Planning Sessions Document Interventions
Implementing: August- May Implement Interventions Initial Results Update Progress (Jan.)
Evaluating: May – June Results of Interventions Year-end Update (Accomplishments/Recommendations) Closing the Loop (May)
Visioning: Analysis to Action
Visioning Process
Continuous Improvement of the Visioning Process
• Asked participants about the process
• 97% Positive rating• 41% Very satisfied• 56% Satisfied
• 97% Would participate again
• Majority of 2011 facilitators participated in 2009
Feedback on Process
Visioning: Improvements
What went well?
• 25% - The process
• 20% - Camaraderie/Teamwork
• 16% - Having a Voice
• 15% - Ideas Generated
Feedback on Process
Visioning: Improvements
What could be improved?
• 34% - Constructive Criticism (minor e.g., shorter sessions)
• 21% - More Participants/Greater Representation
• 19% - Voting Process (# of Priorities)
• 7% - Food/Room Temperature
Feedback on Process
Visioning: Improvements
Lessons learned
• Recruit hard (especially students and community) •Pick the right facilitators (and use a CFO) •Stay true to the NGT process
• Be flexible •President MUST be actively involved – and present!
•Act on the output
Visioning: Improvements
The Visioning Sessions
Quotations from Participants
Brainstorming sessions. Everyone had a voice w/o criticism.
Able to discuss/express ideas w/o ridicule.
Everyone had the opportunity to contribute.
Teamwork.
Empowering experience!
Collaboration as a team. Respect-Professionalism.
Organization. Facilitators.
The Visioning Sessions
Keeping the Vision Alive
Visioning Process
Thanks! Questions?
top related