PHIL SPEARY, PH. D. DIRECTOR OF ACADEMIC EFFECTIVENESS & ASSSESSMENT BUTLER COMMUNITY COLLEGE (KS) INNOVATIONS PHILADELPHIA 2012 GETTING ALL YOUR STRATEGIC INITIATIVES ON THE SAME BUS

Can you imagine this travel scenario? The Academics bus leaves taking the Dev. Ed students to find a more effective path to Gen Ed The Student Services bus is taking Enrollment Mgmt. staff on a new route to advising at risk students The Facilities bus is on a staff trip to renovate learning spaces technology The Finance bus is taking budget officers on a tour of cost cutting measures Will they all end up at Helping Students succeed?

Intended Outcomes for this Session To recognize the challenges of advancing competing strategic initiatives To describe a model for coordination of strategic initiatives to work in complementary tandem To consider the potential application of this model to the home institution

Butler Community College Located in South Central KS (east of Wichita) 21 learning sites including area high schools 13,000+ students On-line 3 rd largest campus employees HLC accredited

Previous Approach to Strategic Initiatives Strategic initiatives tied to Strategic Priorities Strategic Initiatives led by Strategic Coordinators leading cross-functional teams Strategic teams operating in isolation without clearly defined decision making authorization Strategic initiatives could compete at cross-purposes with each other through lack of communication and alignment

I ntegrated P lanning & R esource A llocation Alignment of Planning, Resourcing and Improvement across the institution Institutional Performance Management (Pres. & Board) Executive Performance Management (VPs) Division Performance Management (Deans & Directors) Unit Performance Management (Depts.)

Levels of Responsibility Division leaders (VPs, Deans, Directors) engage in strategic analysis, visioning, goal-setting, definition of resource needs, and improvement implementation Division leaders work with units in defining Division goals to which each unit will contribute Units identify short and long-term improvements which work toward those Division goals Strategic goals arise out of alignment of unit goals which have systemic significance such as Improve Student Learning, Increase Retention

Butlers Strategic Priorities Ensure Student Success Contribute to Communities Invest in Employee Success Advance Institutional Effectiveness

Each Strategic Priority has KPIs Ensure Student Success Learning assessment Completion Transfer GPA Retention Student Engagement Student Satisfaction

Strategic Communication Each Strategic Initiative is assigned to an Executive (VP) sponsor for monitoring and advocacy Strategic coordinators report on quarterly basis Divisional leaders and strategic coordinators meet to view KPIs, needs, progress on quarterly basis

Operating from Lessons Learned Dont assume others outside the Team know what youre doing Dont try to make progress without a destination (KPIs) Dont leave a team without the authority to decide at decision points Dont let a great deal of effort be expanded with no likelihood of resource allocation Communicate among teams/units/divisions Find common ground for mutual benefit

Role Play Strategic Communication Each group will represent strategic leaders at the Divisional Level: Academic Dean Enrollment Management Dean Director of Facilities VP of Finance Moderator Inform each other of your efforts Review relevant KPIs Find points of potential cooperation/competition

For more information Phil Speary