FY19 AQIP Action Project Charters

October 3, 2018

Improving the Effectiveness of

Course Evaluations

Promoting Employee Satisfaction

and Engagement

Revising the Strategic Plan, Year 2

Revising the Strategic Plan Year 1:

Environmental Scan

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Submission Date

Project Purpose: What is thebusiness case or benefit tothe institution?

Project Requirements: Whoare the key stakeholders forthis project and what are theirneeds/expectations?

Scope: What topics/issueswill your project address?What will it not address?

AQIP Project Charter Form: Employee Engagement

2018-09-06 10:43:59

The project is related to formal evidence (Great Colleges to Work For Survey,CLC institutional employee surveys, president employee survey) and informalevidence (presidential interview process, constituent governance groups,conversations). Employees wanted this project to be implemented in order toaddress concerns about employee engagement, morale, and communication aswell as institutional culture. Intended benefits include greater employeesatisfaction and engagement (measured by future surveys) potentially throughnew communication strategies, recognition programs, training programs, andrelated activities.

The key stakeholders are all employee groups at the college including regularemployees and adjunct faculty. The task force is focused on identifying whatemployees need now and into the future, to be engaged, and to be successful intheir work toward a common goal of student learning and success.

Topics/issues within scope:

- Inter-organizational communication - Interpersonal communication among colleagues - Professional development opportunities - New employee onboarding and current employee transition into new positionsSupervisor best practices - “Silos and islands” affecting seamless student experiences and organizationaleffectiveness - Expanded employee recognition programs and initiatives

Out of scope:

- Compensation and benefits

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Project Goals/Objectives:What are the verifiablesuccess criteria for thisproject?

Deliverables: What things willbe produced by the end of theproject?

Upload your Project ScopeStatement Worksheet

Immediate project goals/objectives:

- Achieve at least an 80% participation level of regular employees and 50%participation level of adjunct faculty for fall 2018 employee engagement surveyby removing barriers to completion and stressing anonymity by offeringdesignated work time to complete instrument. - Send personal cover letter with survey invitation (anonymity, purposeful use,desire to seek regular feedback) - Conduct personal visits and communication to encourage participation - Request supervisory encouragement with focus on importance and scope ofsurvey- Offer additional channels for participation (scheduling times, providingcomputer lab, attending to shift schedules) - Request dean, associate dean and chair outreach to adjunct faculty

Potential project goals/objectives (pending survey outcomes):

- Improve communication within college (outside of email and committee) andidentify new and more effective channels - Improve communication to promote collaboration, respect, and integrity - Develop consistent expectations and support for professional development forall employee groups - Identify opportunities to improve new employee onboarding - Identify new and effective methods of employee recognition - Identify areas of concern related to silos/islands to develop seamless studentexperiences - Identify best practices for supervisory leadership

The project team anticipated the following deliverables at the conclusion of theproject:

- Summary report of project discussions, findings and recommendations - Recommended opportunities for internal and interpersonal communicationimprovement - Recommended supervisory leadership outline - Recommended employee recognition opportunities - Recommended new employee onboarding process and programmaticelements - Recommended structure for employee professional development experiences - Recommended continuous quality improvement projects for future

Project Scope Statement Worksheet.docx

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Work Breakdown: What workdo you need to accomplish?

Attach your Work BreakdownStructure

Project Tracking: What arethe major milestones for yourproject?

Upload a copy of your ProjectSchedule

Evidence of Success: Whatdata/information will you useto provide evidence that yourproject is successful and thatit has made an impact on theinstitution?

Upload the Assessment PlanWorksheet

Within first two months:

- Support IEPR in administration of employee climate survey- Actively encourage completion of survey through outreach to employeegroups, departments and divisions- Review prior survey outcomes and summarize employee feedback- Conduct a literature review related to employee engagement and satisfaction- Begin to identify potential areas for follow up through focus groups

Anticipated work in subsequent months:

- Review survey results- Identify areas of concern, areas of opportunity, and strategies to obtainadditional information (focus groups, follow up surveys, best practice research,interviews with peer institutions)- Report initial findings and recommendations to appropriate groups andgovernance- Prepare final findings and recommendations

Work Breakdown Structure Template-Satis. and Engagement.docx

- Distribution of and recruitment for completing employee climate survey- Closing date for survey- Analysis of survey- Identification of follow up activities and deadlines for completion- Preparation of findings and recommendations

Project Schedule - Gantt Chart Template.xlsx

Short term: implementation of new and revised employee-focused programs andinitiatives, employee participation levels in programs and initiatives, satisfactionsurveys about programs and initiatives, policy/practice changes

Longer term: benchmark against biennial employee climate survey (nextadministered in 2020), benchmark against Great Colleges of Work For Survey(next administered TBA)

Assessment Plan Worksheet-Satis. and Engagement.docx

Mark as FINAL

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Submission Date

Project Purpose: What is thebusiness case or benefit tothe institution?

Project Requirements: Whoare the key stakeholders forthis project and what are theirneeds/expectations?

AQIP Project Charter Form: Strategic Plan

2018-09-06 10:37:01

CLC will benefit from having an evidence-based, four-year plan. The creation ofthe 2019-2023 strategic plan will be a foundational step to reframe, re-imagine,and re-engineer CLC’s future. Through the strategic planning process, thecommittee will assess stakeholder needs in light of the mission of a communitycollege. The strategic planning process will reveal CLC’s essential priorities andfocus its efforts toward achieving them. With a strong strategic plan that is wellcommunicated and understood, all stakeholders will be able to articulate andconnect elements of the mission, vision and values with specific activities andgoals. The plan will incorporate a corresponding annual accountability report anddashboard or scorecard system.

Underpinning the planning process is understanding stakeholder needs.Through a series of listening sessions and intense environmental scanning, thestrategic planning process is intended to identify consensus priorities for movingthe college forward. Key stakeholders include CLC students, prospectivestudents, the Board of Trustees, President, College Leadership Team, facultyand staff, the Lake County economic eco-system, and the community at large.

Representatives of community groups and industry sectors and communitymembers – The plan will showcase how common interests and partnerships withCLC will continue to be enhanced by striving toward stated, strategic goals.

CLC employees and students – With the engagement of college faculty andstaff, the plan will articulate strategic efforts and the rationale for applyingresources toward specific, strategic activities.

The expectations are that the committee will develop a well-researched,measureable plan that will drive efforts toward agreed-upon, college-widestrategic goals. Progress toward goals will be measured on a routine basis andengender a sense of responsibility for goal completion.

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Scope: What topics/issueswill your project address?What will it not address?

Project Goals/Objectives:What are the verifiablesuccess criteria for thisproject?

WILL: The plan will begin with reaffirmation, or restatement of the college’smission, vision and values (MVV) statements. Pursuant to the MVV statements,the plan will create a well-formatted, well-organized statement of organization-wide goals, with a focus on student learning, degree completion, workforcereadiness and preparation for transfer to institutions that grant baccalaureatedegrees. The plan will provide a structure for a template that will lead all workunits and employees to align activities toward strategic objectives.

WILL NOT: The plan will not create operational plans for departments and willnot establish goals that have no evidentiary support.

What will be in the strategic plan:• Message from president• Mission/vision/values• Strategic goals• Strategic themes – description of the relationship of each goal with specifics• Implementation – overview of how “operational guidelines” are developed /operational plan will be part of budgeting process based on topics• Key performance indicators• Process (appendix)

What will not be in the strategic plan:• Institutional dashboard, a community accountability tool: Subsequent todeveloping the strategic plan, the college will design a means of informingcollege and community stakeholders about progress toward achieving thestrategic goals.• Operational plans: Subsequent to the strategic plan, operational plans will bedeveloped to articulate initiatives aimed at achieving strategic goals.• Deliverables, but possibly an outline of something that could be developed inthe future (in Implementation section, as part of the operational output)

• It is the goal of this committee to have a strategic plan adopted by the Board ofTrustees by June 2019.• The committee will receive meaningful input from the Board of Trustees atcritical junctures.• The committee will host Listening sessions that are well-attended and providedsolid feedback from college and community stakeholders. By well-attended, wemean a sufficient number of attendees who represent the diversity ofconstituency invited to each listening session.• Metrics developed for the end of the 1st, 2nd, 3rd and 4th years – a scorecardthat can be used for each strategic objective• A clearly written document that can cascade throughout the organization andwill be used for future budget cycles• Develop the Theme / Pillar / Commitment Goals (aspirational) Objectives(audience, time frame, measurement)

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Deliverables: What things willbe produced by the end of theproject?

Work Breakdown: What workdo you need to accomplish?

Project Tracking: What arethe major milestones for yourproject?

Upload a copy of your ProjectSchedule

Evidence of Success: Whatdata/information will you useto provide evidence that yourproject is successful and thatit has made an impact on theinstitution?

• SWOT analyses – for the environmental scan, for each of the eight listeningsessions and for the overall project• Listening sessions for five key industry sectors / community groups and threeinternal groups (one student group and two combined employee groups)• Develop the Theme / Pillar / Commitment Goals (aspirational) Objectives(audience, time frame, measurement)• Goal statement, dashboard, nomenclature definitions• Four-year strategic plan, which affirms or revises the MVV statements• The plan will include, with metrics developed for the end of the 1st, 2nd, 3rdand 4th years, a scorecard that can be used for each strategic objective• A clearly written document that can cascade throughout the organization andwill be used for future budget cycles (include messaging that gives a nod toCLC’s 50th anniversary in 2019)

• Organize, facilitate and follow up on eight listening sessions / forums to collectfeedback from key audiences; review notes, perform SWOT analysis, presentdata and incorporate into the strategic plan.• Evaluate the environmental scan and perform a SWOT analysis for eachsection and as an overall document to incorporate into the strategic plan.• Determine key performance indicators and future plans (March/April).• Determine who will write the strategic plan and what the format will be.• Invite and incorporate feedback from the Board of Trustees.• Determine how to introduce the final draft plan to Board of Trustees forapproval, the college community and external stakeholders.• Present / announce the final, approved plan to all; commence plan inconjunction with soft launch of CLC’s 50th Anniversary (May)• Initiate educational sessions to explain how to use the strategic plan throughoutthe organization and to include all employee groups.

October 2018– January 2019: Listening sessions (industry sectors, students,employee groups), environmental scan evaluation, SWOT analysesNovember 2018: COTW Fall Planning Retreat – Board of Trustees to affirmmission, vision and valuesJanuary-March 2019: Write / select format for strategic plan.January 2019: Orientation week / AQIP Team Meeting, Present SWOT Analysisat COTW Board MeetingFebruary 2019: COTW Board Finance RetreatMarch-May 2019: Prepare dashboard for strategic plan; present and gatherfeedback from draft strategic plan within CLC communityMarch 2019: Present draft strategic plan to Board of Trustees at regular BoardMeetingMay 2019: Present final strategic plan to Board of Trustees for approval atregular Board Meeting

Strategic plan timeline_090618.pdf

• Unambiguous alignment of strategic objectives to findings of environmentalscan, community listening sessions and SWOT analyses• Annual scorecard• Evidenced use of change management strategies as part of everyday collegework plans

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