Using Visioning to Lead Organizational Change and Strategic Planning Dr. Austin A. Lane Steve Scheffler Dr. Chris

1. Using Visioning to Lead Organizational Change and Strategic Planning Dr. Austin A. Lane Steve Scheffler Dr. Chris Tkach President Dean Sr. Analyst/IE

2. Visioning Process Setting the Stage

3. Lone Star College System: Overview • Lone Star College System:serves more than 75K students • Campuses: North Harris, Kingwood, Tomball, Montgomery, CyFair, University Park • Mixed racially and ethnically: (39% White, 28% Hispanic, 18% Black, 6% Asian) • Mixed Age Groups: (26% under 20; 36% 20-24; 38% over 24) • Unprecedented growth: over past 3 years (nearly 40% since Spring 2009) • Annual budget: $250,700,000

4. LSCS Locations LSC-CyFair LSC-Kingwood LSC-Montgomery LSC-North Harris LSC-Tomball LSC-University Park LSC-University Center

5. LSCS Enrollment Growth

6. Lone Star College-Montgomery: Overview LSC-Montgomery: Overview • Founded 1995 • Large Urban Associates College (13,230 students) • 151 full-time faculty, 318 adjunct • Total of 900 employees • The Woodlands, Texas (30 minutes north of Houston) • Feeder ISDs - Conroe, Montgomery, and Willis • Top transfer destination- Sam Houston State Univ. • $20 million annual budget

7. Why Visioning? LSC-Montgomery in 2009 • New President (after one year with an interim president) • Systemwide strategic planning process • Intense enrollment growth over past three years • In the middle of large campus expansion (3 new buildings + center) • Give everyone a voice • Affirm/refute SWOT analysis conducted by leadership team • Lay the groundwork for new Unit Effectiveness Process (UEP)

8. Visioning Process Getting it Done

9. Visioning Steps • Decisions (location, dates, times, format, budget) • Promotion • Facilitation • CFO (“Chief Facilitation Officer”) • Small Group Facilitators • Facilitator training • Supplies/”Day of” logistics • Scribe • Combining session • Communicating the results • Integration into strategic plan

10. Promotion

12. Facilitator Training We picked facilitators who:• were representative of all areas of the college• were good listeners• were politely forceful• were quick writers

13. The Visioning Sessions 4 Sessions:Sept. 29: 48 participants (26 staff, 17 faculty, 5 students) Sept. 30: 49 participants (20 staff, 23 faculty, 6students)Oct. 13: 23 community participantsOct. 13: 15 participants (7 staff, 1 faculty, 7 students)Combining SessionOct. 20: 32 participants (20 staff, 11 faculty, 1 student)

14. Visioning Session Agenda

15. Visioning Session “Flow”

16. The Gathering

17. The Breakout Session

18. The Big Group

19. Presentation to Dr. Lane / Wrap-Up

20. Output – Top Ideas “Current/Future State”

21. Visioning Process Analysis to Action: The Vision Comes Alive

22. Visioning: Analysis to Action Assessment FormTaking their input and turning it into action

23. Visioning: Analysis to Action • Assessment Form • Assessment Plan Key Points • Objectives (specific) • Actions Steps (things you need to do in order to accomplish objective) • Timeline • Ownership • Take the time to do it (Build it into process)

24. “The Maverick Way”

25. “The Maverick Way” Academic Plan (Ann Kirch, VP Instruction) • student learning outcomes • faculty/staff professional dev. • faculty hiring • program advisory committees • section management • dual credit emphasis SEM Plan(Wendell Williams, VP Student Success) Built Around 7 Critical Points: • recruit back • building a college-going culture • end of 1st year • point of entry • transition • 1st 6 weeks • alumni involvement Campus Master Plan (Jim Taylor, VP Administration) • building/construction priorities• traffic flow • capital improvement plan• equipment/furniture

26. Visioning: Analysis to Action Continuous Improvement Planning: June – September Planning Sessions Document Interventions Implementing: August- May Implement Interventions Initial Results Update Progress (Jan.) Evaluating: May – June Results of Interventions Year-end Update (Accomplishments/Recommendations) Closing the Loop (May)

27. Visioning Process Continuous Improvement of the Visioning Process

28. Visioning: Improvements Feedback on Process • Asked participants about the process • 97% Positive rating • 41% Very satisfied • 56% Satisfied • 97% Would participate again • Majority of 2011 facilitators participated in 2009

29. Visioning: Improvements Feedback on Process • What went well? • 25% - The process • 20% - Camaraderie/Teamwork • 16% - Having a Voice • 15% - Ideas Generated

30. Visioning: Improvements Feedback on Process • What could be improved? • 34% - Constructive Criticism (minor e.g., shorter sessions) • 21% - More Participants/Greater Representation • 19% - Voting Process (# of Priorities) • 7% - Food/Room Temperature

31. Visioning: Improvements Lessons learned • Recruit hard (especially students and community) • Pick the right facilitators (and use a CFO) • Stay true to the NGT process • Be flexible • President MUST be actively involved – and present! • Act on the output

32. The Visioning Sessions • Quotations from Participants Brainstorming sessions. Everyone had a voice w/o criticism. Able to discuss/express ideas w/o ridicule. Everyone had the opportunity to contribute. Organization. Facilitators. Collaboration as a team. Respect-Professionalism. Teamwork. Empowering experience!

33. The Visioning Sessions Keeping the Vision Alive

34. Visioning Process Thanks! Questions?