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Cashing in on Change

Cashing in on Change . Dana Grove, Executive Vice President, Educational Planning & Development/COO Sandra Warner, Deputy CIO/Director of Administrative Computing Services Johnson County Community College. Question #1 . How frequently does the strategic plan at your college change? Why?.

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Cashing in on Change

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  1. Cashing in on Change Dana Grove, Executive Vice President, Educational Planning & Development/COO Sandra Warner, Deputy CIO/Director of Administrative Computing Services Johnson County Community College

  2. Question #1 How frequently does the strategic plan at your college change? Why?

  3. Johnson County Population: 551,000 • Location: Kansas Suburbs of Kansas City Metropolitan District • Credit Students: 20,000 • Non-credit Students: 15,000 • Ethnicity: 70% Caucasian • Tuition: $ 81 per credit hour • Operating (General Fund) Budget: $140 million • Revenues: 52% Local Taxes 15% State Aid 25 % Tuition 8% Other

  4. Chchchchangin’…a sign of the times • Strategic Planning • Strategic Prioritization • Strategic Investment • Strategic Resource Utilization

  5. Strategic Planning

  6. It all began with an IDEA! • Inclusion • Data • Evidence • Accountability

  7. It all began with an IDEA! • Inclusion • Data • Evidence • Accountability

  8. Let’s be…CLEAR! • Collaboration • Leadership • Evidence • Action • Results

  9. Strategic Planning 1.0 • Focus institutional resources on student success • Strengthen cultural and environmental initiatives that promote a responsible and enlightened community. • Position JCCC as a dynamic leader in public policy, strategic planning and workforce and economic development. • Instill at JCCC a culture of continuous quality improvement that maximizes sound resource management and encourages creative innovation.

  10. Strategic Planning 2.0 • We will inspire successful learning! • We will innovate! • We will lead! • We will engage in quality operations!

  11. Strategic Prioritization

  12. Question #2 How have budget cuts affected operations at your school?

  13. Eliminate $5 million from the FY ’12 budget • Zero-Based Budgeting • “Prioritizing Academic Programs and Services: Reallocating Resources to Achieve Strategic Balance” by Robert C. Dickeson • Prioritizing the Budget Strategically (PBS)

  14. VPs were assigned to identify all area operations and programs and prioritize them into QUINTILES

  15. 20% of operations and programs MUST be prioritized into each Quintile!

  16. GROUNDS

  17. As Departmental Quintiles are absorbed into divisional Quintiles, re-prioritizing occurs. President and vice presidents prioritize institutional Quintiles according to the Strategic Plan.

  18. The amount to be cut from the FY ‘12 budget rises from $5 million to $6.2 million. The extra $1.2 million was to be put back into operations and programs in the institution’s highest Quintile.

  19. Lowest Quintile Reductions and Eliminations • Positions, PTR and FTR • Operations • Travel • Overtime • Memberships and

  20. OUTSOURCING!

  21. Highest Quintile Operations Funded at Increased Level • Faculty • Building Allied Health Programs • Enrollment Management / Retention Software • Classroom Technology Upgrades • Academic Facilities Upgrades

  22. Strategic Investment

  23. PBS 2.0 • President’s Cabinet Reviews • Org / Program / Activity Classification: • Meritorious – 5% • Sustainable – 90% • Under Review – 5% • Funding Priorities

  24. Investing in Innovation • State of the College Address • Putting the “Innovation” back in what it means to be a League Board School • Center for Innovation • Strategic Planning Goal 2 • We will innovate!

  25. Investing in Innovation • • We will question the status quo. • • We will practice strategic risk-taking. • • We will focus resources to reward those who find creative ways to address learning needs. • • We will capitalize on diversity in building partnerships.

  26. Strategic Resource Utilization

  27. Question #3: How well does your school identify and accomplish institutional goals and projects?

  28. Project Management @ JCCC • Collaborative service model effort • Liaisons w/ project management skills • Leveraged PMI concepts without PMO • Implementation of TeamDynamix

  29. Project Management @ JCCC • Streamlining processes • Resource utilization reporting • A network of experts • Project Success Network Transformation

  30. Student Faculty Community Services

  31. Telling the workload story… • Campus Services • Service requests • Office moves • Remodel process • Warehouse • Move forms

  32. Cha-Ching! • Strategic Plan • Strategic Prioritization • Strategic Investment • Strategic Resource Utilization

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