adapting and evolving for a stronger future - olympic college · •creation and use of metrics for...
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OC Adaptation Project:Adapting and Evolving for a Stronger Future
Update & Next Steps
Leadership Team
• David Mitchell, President (chair)
• Allison Phayre, MESH faculty (project manager)
• Jennifer Glasier, Dean of Enrollment Services
• Karen Bolton, B&T faculty
• Damon Bell, Vice President for Student Services
• Sue Riddle, BSN recruiter & Nursing advisor
• Beccie Seaman, Dean of Social Sciences & Humanities
• Rich Lunden, Director, ctcLink
• Philip Mathew, B&T faculty
• Nora Downard, Outreach & Admissions
Strategic Goals & Values• Strategic Planning core themes:
• Communication/information sharing• Transparency in decision making• Confusion about budget• Institutional silos• Need cohesion between depts./divisions to execute strategic goals• Mixed message culture/tolerance of poor behavior
• Resource Allocation core recommendations (both task forces):• creation and use of metrics for program performance to increase transparency & provide
accountability• programs need to make budgetary sense and align with the college’s strategic goals• Budget codes are overly complex and do not reflect program needs• Support programs with overlapping functionalities and areas should be reorganized to
streamline processes, information sharing, and effort• Committees should be evaluated for work products
Synchronized Work• Infrastructure
• State level common process work for ctcLink
• Business process documentation (DGA)• Enrollment management data (SEM)
• These groups have worked together all year
• Items have moved between all groups for review, analysis, and systemic improvements
DGA
OCAP
ctcLink
And others: SEM, Title III, College Technology Council
Forward Progress on Strategic Goals & Values: collaborative decision-making, transparency, thoughtful use of finite resources
ctcLink Process Mapping• Each time work leaves a ‘swim
lane’ (vertical column), delays and errors are more likely to occur
• Tracking the progression of work through this type of map makes it possible to identify problematic areas
• Decision points can also be mapped
SEM & Title III
Data Governance Authority: Recommended Data Governance Structure
President
Dr. Mitchell
Chief Information
Officer
Evelyn Hernandez
Database Adminstrator&
Architect
New Vacant
Applications Developer
Adam Zech, IT Specialist III
Application Acquisition &
implementation
Lynne Abbay, Operations
Manager
ctcLink Director
Rich Lunden
ctcLink Business Analyst
Elaine Urrutia
Business Analyst
(.5)
Ernest Dadia
Institutional Effectiveness
Executive Director
Vacant (formerly Summer Kenesson)
Data Analyst
Amanda Gebhart, Institutional Research
& Effectivness
Business Systems & Data Analyst
New Vacant
HRS Data Steward
To be determined
Finance Data
Steward
To be determined
Faculty Data
Steward
To be determined
Financial Aid Data Analyst
/Steward
Coral Mason, IT Data Processor
Instructional Support Data
Analyst / Steward
Patrick Ward, IT Specialist
Student Services Data
Analyst / Steward
Vacant, Data Processor Lead
(Janice Hill Tempoary PT)
Pam Koebelin, ITD Data
Processor
Data & Institutional Effectiveness
ManagerVacant or Jackie Fox,
Title III Activity Director
Data Analyst
Carrie Hillman, Title III Data
Analyst
Business Analyst (.5)
Ernest Dadia, Junior Analyst
KEY:Yellow = New positionBrown = Funded by Title III GrantGreen = To be assigned to existing employeeBlue = Vacant position
Survey Analysis: Employee Engagement & Enrollment Management Functional Areas; Question 6
Infrastructure Gap Assessment: Data, Performance Metrics, & Institutional Effectiveness
OCAP Recommendations
Specific Recommendations for Focus Areas
• Desk audits
• Hiring processes
• Onboarding and training
• Data infrastructure
• Data governance roles
• Data use
Recommendations for Entire College
• Increase cross-functional work
• Develop web-based systems for communication, tracking, and training
• Create performance metrics
• Create a training and development culture
What’s Next?
• 1st quarter experience:• Examine strategies to reduce student burdens in registration in
collaboration with SEM
• Employee hiring, onboarding & training improvements—infrastructure build & execution in collaboration with HRS
• Institutional Effectiveness & Quality Management: infrastructure build
• Additional work guided by analysis of survey results from the other nine functional areas