KCTCS BOARD OF REGENTS MEETING West Kentucky Community and Technical College Paducah, KY June 2011 WE ARE ON A JOURNEY… 2010 2006 2000 2020 2016 TO BE THE PREMIER SYSTEM IN THE NATION. May June Sept 11 11 11 Jan 12 PLT Planning Retreat May 12 June 12 Jan 13 PLT Planning Retreat May 13 June 13 Sept 13 Jan 14 PLT Planning Retreat June 14 May 14 PLT Planning Retreat Biennial Budget Request 14-16 Biennial Budget Request 12-14 President’s Annual Focus to BOR President’s Annual Focus to BOR 2012 General Assembly Budget Session President’s Annual Focus to BOR 2013 Annual Legislative Session KCTCS STRATEGIC PLAN 2010-2016 TRANSFORMATION IMPLEMENTATION President’s Annual Focus to BOR 2014 General Assembly Budget Session Past Leadership Initiatives 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 CURRENT STATE TRANSITION FUTURE STATE GREAT GREATER PREMIER Current Performance & Outcomes Strategic Plan 2010-2016 & Transformation Strategies Future Performance & Outcomes CURRENT STATE • 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 FUTURE 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 TRANSFORMATION INITIATIVE 2010-11 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 TRANSFORMATION INITIATIVE 2010-11 Initiative Approved KCTCS Board of Regents Initiative Rollout College Leadership Teams 136 Proposed Strategies Submitted 9 Top Proposed Strategies Selected 16 colleges & System Office KCTCS Leadership Team Strategic Needs Analysis Review of Proposed Strategies Review of Proposed Strategies & Action Steps KCTCS System Office Staff KCTCS Board of Regents NEW HORIZONS June 2010 May 2011 DEFINED WHO AND WHAT NEEDS TO CHANGE 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 TRANSFORMATION INITIATIVE 2010-11 CHANGE CHARACTERISTICS Analysis of Implementation Process and Required Team Structures 2011 PLT Retreat • 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 TRANSFORMATION INITIATIVE 2010-11 ORGANIZATIONAL ATTRIBUTES Analysis of Implementation Process and Required Team Structures 2011 PLT Retreat 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 DEFINED WHEN AND HOW TO CHANGE LEADING CHANGE 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 PERSPECTIVES ON CHANGE 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 Things do not change, we change. Henry David Thoreau People don’t resist change. They resist being changed! Peter Senge WHO ? WHAT ?W TRANSFORMATION INITIATIVE WHEN ? HOW ? PROJECT AND CHANGE MANAGEMENT PROJECT MANAGEMENT AND CHANGE MANAGEMENT P ro ject m an a g em en t C u rren t T ran sitio n C h an g e m an ag em en t Prosci copyright 2009. F u tu re 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) 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 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 A D Transition K Future A R 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: 1998: #1 contributor – Active and visible sponsorship In the 2009 study, sponsorship was cited 4 times more often than the next response 2000: #1 contributor – Active and visible sponsorship 2003: #1 contributor – Active and visible sponsorship 2005: #1 contributor – Active and visible sponsorship 2007: #1 contributor – Active and visible sponsorship 2009: #1 contributor – Active and visible sponsorship TRANSFORMATION STRATEGIES TO ACHIEVE DESIRED OUTCOMES Prosci’s Project Change Triangle (PCT) Copyright Prosci 2009. 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* From Prosci’s 2009 Best Practices in employees 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 C E O /P re s id e n t E xe c u tiv e m a n a g e r S e n io r m a n a g e r D e p a rtm e n t h e a d T h e e m p lo y e e 's s u p e rv is o r P ro je c t te a m m e m b e r P ro je c t te a m le a d e r C M te a m m e m b e r P e rs o n a l m e s s a g e s C M te a m le a d e r B u s in e s s m e s s a g e s O th e r 0% 10% 20% 30% 40% 50% P e rc e n t o f re s p o n d e n ts * Data from Prosci’s 2007 Best Practices in Change Management benchmarking study 60% 2011-12 Annual Initiative TARGET 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. President 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 TRANSITION FUTURE STATE GREAT GREATER PREMIER Current Performance & Outcomes Strategic Plan 2010-2016 & Transformation Strategies Future Performance & Outcomes 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 BENEFITS OF SUCCESSFUL IMPLEMENTATION OF TRANSFORMATION STRATEGIES 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 BENEFITS OF SUCCESSFUL IMPLEMENTATION OF TRANSFORMATION STRATEGIES 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