kctcs board of regents meeting west kentucky community and technical college paducah, ky june 2011

KCTCS President’s Annual Initiative 2011-2012

KCTCS BOARD OF REGENTS MEETINGWest Kentucky Community and Technical College

Paducah, KY

June 2011


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


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


to BOR


to BOR

KCTCS STRATEGIC PLAN 2010-2016


to BOR

June11


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


CURRENT STATE

TRANSITIONFUTURESTATE

GREAT GREATER PREMIER

Current Performance

& Outcomes

Transformation Strategies

Future Performance

&Outcomes

Strategic Plan 2010-2016

&


• 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


• 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


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



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



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


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)



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



LEADINGCHANGE


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


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


WHO? W

WHAT?

WHEN?

TRANSFORMATION INITIATIVE

HOW?

PROJECT AND CHANGE

MANAGEMENT


PROJECT MANAGEMENT AND

CHANGE MANAGEMENT


Current Transition FutureCurrent Transition Future

Project management

Change management

Prosci copyright 2009.


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)

Managing Change


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

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


CONNECTING ADKAR AND THE CURRENT, TRANSITION AND FUTURE STATES

Current Transition Future

RAKDA


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:

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







Prosci’s Project Change Triangle (PCT)Copyright Prosci 2009.

TRANSFORMATION STRATEGIES TO

ACHIEVEDESIRED OUTCOMES


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


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 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


2011-12 Annual InitiativeCHANGE


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.


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.


CURRENT STATE

TRANSITIONFUTURESTATE

GREAT GREATER PREMIER

Current Performance

& Outcomes

Future Performance

&Outcomes

Strategic Plan 2010-2016&

Transformation Strategies

CHANGE INITIATIVE


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



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



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

kctcs board of regents meeting west kentucky community and technical college paducah, ky june 2011

Documents

kctcs strategic goals

bor kctcs strategic

kctcs agenda

kctcs business plan

future state slide

transformation agenda

kctcs president

college strategic plans