Strategic Action Plan

Transcription

1 DALLAS COUNTY COMMUNITY COLLEGE DISTRICT Strategic Action Plan District Human and Organizational Development *Second editing on 1/20/08 District Human and Organizational Development

2 Table of Contents Introduction 3 DCCCD Mission, Vision, Values 4 Board of Trustees Strategic Plan 5 DHOD Mission and Vision 6 Strategic Goal # 1 7 Strategic Goal # 2 13 Strategic Goal # 3 14 Strategic Goal # 4 16 Strategic Goal # 5 17 Strategic Goal # 6 18 Strategic Goal #

3 Introduction This five year Strategic Action Plan is a direct response to the Board of Trustee Strategic Plan. It is very innovative, visionary and when fully implemented in 2008, will shift the existing organizational paradigm for professional development in higher education. It has been developed with extensive input from members of the Chancellor s Cabinet, key individuals, as well as the following councils: the Professional Support Staff Council, Administrative Council, Faculty Council, Human and Organizational Development Council, and the Human Resources Council. This Strategic Action Plan recognizes that in order to continue to flourish and remain competitive as an educational institution in these times of rapid change and complex challenges, our faculty and staff must continue to grow professionally and personally. The District Human and Organizational Development (DHOD) must play a critical role as a major vehicle for Districtwide faculty and staff development, ensuring that DCCCD maintains the capacity to add value to lives and to build communities. As the DCCCD's overarching goal is to serve students, DHOD is committed to identifying and implementing effective programs, activities, and processes to continue to develop those who serve our students. For reasons of expediency, some of the strategic actions in this plan are already in the pilot phase of implementation and many still remain to be implemented. To stay on track, this plan has identified for each strategic action the responsible individuals, specific implementation timelines, and actual performance measures that will be used to evaluate program effectiveness and success. Once implemented, the results of each strategy will be measured and evaluated, with specific changes made as required to keep the plan on track. Control systems will be implemented to facilitate the monitoring so that appropriate actions will be taken to ensure success. Denys Blell Vice Chancellor, Human and Organizational Development District Office (214)

4 DCCCD Mission, Vision and Values MISSION: Dallas County Community Colleges prepare students to become productive and responsible contributors in our communities. VISION: Dallas County Community Colleges add value to lives and build communities. VALUES: Mutual Trust We create a safe environment for students and employees to be whole persons, valuing and giving voice to both differences and commonalities, believing our motives are trustworthy. Honesty We speak and act truthfully and supportively, with open agendas, saying when we do not know, keeping commitments, and avoiding silence when it may be misleading. Fairness We treat people justly and equitably providing opportunities for individual success. Diversity We seek to reflect in our faculty, staff, students, and practices the growing diversity of the communities we serve. Meaningful Communications We listen actively with consideration, expressing ourselves forthrightly, respecting the opinions of others, and communicating in a timely, clear manner. Accountability We accept personal responsibility for our actions, exemplifying high ethical standards, while continuously striving to improve our effectiveness. Cooperation We work collaboratively, always seeking results that honor our mission. Creativity We value originality, vision and innovation freeing employees to try something new. Responsible Risk We value the freedom to try new ideas and appreciate new learning to thrive in our changing environment. Integrity We act consistently and ethically. 4

5 STANDARDS OF SERVICE We commit to the following standards in working with each other and the many people we serve: Exceed the expectations of those we serve. Listen to and learn from each other and those we serve. Accept responsibility for every question or concern we receive. Continuously evaluate and improve what we do. Treat each person with respect and dignity. BOARD OF TRUSTEES STRATEGIC PLAN The Board of Trustees System-Wide Strategic Plan provides the overall direction to the Dallas County Community Colleges for all planning. The Board Strategic Plan includes the goals of the system, and the objectives form a basis for reporting on system-wide performance to the Board of Trustees. Each Dallas County Community College location is responsible for adopting strategies and processes for achieving the goals. Each location may also establish additional objectives as desired. BOARD OF TRUSTEES GOALS In implementing our goals, we are committed to remaining accessible and affordable while providing quality education. We embrace and celebrate the diversity of our students, staff, and communities in all we do. We recognize the importance of diversity in successfully impacting our students and communities in all six (6) goal areas: (I) Student Success, (II) Employee Success, (III) Economic and Workforce Development, (IV) Community Development, (V) Business and Fiscal Affairs, (VI) Organizational Effectiveness. This Strategic Plan is a response to Goal II Objective B Employee Success of the Board of Trustees (BOT) Strategic Plan. Objective Goals and strategies for Objective A of the BOT Strategic Plan will be addressed in the Human Resources Strategic Plan. BOT Goal II Employee Success We remain committed to hiring, retaining, and developing successful employees as a key to the positive impact we have on our students and communities. OBJECTIVE B: Development Develop, offer, and evaluate professional and organizational development programs that enhance the effectiveness of individuals and the organization to continuously improve our services internally and externally. 5

6 DISTRICT HUMAN AND ORGANIZATIONAL DEVELOPMENT STRATEGIC PLAN While this Strategic Plan has been developed in response to the BOT Strategic Plan, the goals, objectives and strategies have been developed in accordance with the departments new Mission and Vision. DHOD Mission To foster a culture of continuous learning that supports student and employee success. DHOD Vision To provide educational programs that promote exceptional performance, institutional effectiveness, individual career growth and personal development of our faculty, staff, and administrators. DHOD Strategic Goals Goal # 1 Develop a model for comprehensive organizational development that offers programs designed to promote employee career planning and development, effective job performance, interpersonal effectiveness and professional success. Goal # 2 Create a District Human and Organizational Development Advisory Committee for increased collaboration across locations. Goal # 3 Provide District Human and Organizational Development staff with appropriate training leading to professional certification in specialty areas to heighten internal professional development expertise and capability. Goal # 4 Provide the District Human and Organizational Development staff with adequate facilities, resources and appropriate equipment to accomplish its new District-wide mission and strategic goals. Goal # 5 Develop a District-wide learning management system that will record and track faculty and staff professional development and produce appropriate transcripts of individual learning. Goal # 6 Develop comprehensive District wide new employee orientation programs for each employee group. Goal # 7 Develop and implement a comprehensive plan designed to reduce the number and frequency of interpersonal conflicts in the District. 6

7 Strategic Goal # 1 Develop a model for comprehensive organizational development that offers programs designed to promote employee career planning and development, effective job performance, interpersonal effectiveness and professional success. In response to this goal, DHOD will develop a model for comprehensive organizational development that will accomplish the following seven (7) objectives: Goal 1 - Objective 1: Develop Administrators Academies that will offer systematic and ongoing professional development for all levels of administration, including supervisors. In response to the need for a systematic and consistent approach to the professional development of supervisor and administrators in the District, DHOD will develop the Administrators Academy. The goal of the academy is on-going professional development for supervisors and administrators to enable them to function effectively in leadership positions they currently hold in the District. Each academy will focus on identified developmental needs of the District. Priority will be given to issues related to District policies, procedures and processes as well as supervisory and leadership skills. The outcome objectives of each academy will be the following: Strengthen knowledge of DCCCD policies and procedures Enhance leadership and management skills Foster trust-building and cross-location collaboration Promotion of innovation and creativity Model best practices across the District Additional training needs will be identified through surveys of and recommendations from faculty, deans, vice presidents and cabinet members. Examples of some of the initial topics under consideration for the Administrator s Academy are: Critical Human Resources Policies, Processes and Practices Conflict Management and Resolution Performance Management and Performance Coaching Strategic Planning 7

8 Program Evaluation Critical Issues in Student Retention Budgeting Using Data in Decision Making Responsibility: Yolanda Nolan Pilot Project in Spring, 2008 Full program implementation in Fall, 2008 Number of certificate completers Satisfaction results from evaluation Demonstrated mastery through appropriate assessments. Feedback from supervisors on completers. Goal 1 - Objective 2: Develop comprehensive training and development program designed to enhance and promote career planning and development, job performance, interpersonal effectiveness and retention of staff and faculty. DHOD will develop an innovative and systematic approach to career and professional development for faculty and staff in the District. When fully implemented, the new DCCCD Career Institutes will offer a variety of educational programs that foster and promote: Career planning and development opportunities for faculty and staff, and Professional development opportunities in targeted job and professional areas. The DCCCD Career Institutes will offer faculty and staff opportunities to identify individual career goals, develop career plans, chart a career opportunity path (no guarantees) within the District and pursue the appropriate development activities that are aligned with the career goals of the individual. The objective is to help employees become competitive for internal job opportunities. 8

9 In addition to providing our employees opportunities for career development, this program will create a reservoir of trained and capable individuals who may compete across the District for vacant positions. This will enable the District to improve the success for internal promotion and encourage employee retention through expanded opportunities for upward mobility. Additionally, professional development activities will enhance quality of services, increase productivity and creativity across the District. Because there are different types of jobs, career and professional development needs in the District, the Career Institutes will offer a variety of professional and specialty certificates. Starting from a base of a few certificates initially, we intend to expand the program offerings to include Certificates of Mastery in a variety of areas, including certificates in the following institutes: Leadership Development Institutes (See Objective 5 below) Instructional Administrators Institute Student Services Institute Computer Software Institute Human Resources Institute Administrative/Executive Assistant Institute Business Services Institute Certificate of Mastery: This certificate is more rigorous than other programs that offer Certificate of Attendance*. We are currently exploring offering academic credits for some of the certificates in the future. Each certificate is designed to include: Skills assessment Case studies Role plays Written projects Reading assignments Quizzes and tests *Certificate of Attendance: This certificate will be offered to those who participate in one or more modules but do not complete the required modules. Responsibility: Yolanda Nolan Beginning with Pilot Projects in the Spring

10 Number and level of satisfaction of certificate completers Demonstration of mastery through appropriate assessments Feedback from supervisors of completers Goal 1 - Objective 3: Develop a process for District-wide coordination and development of all regulatory education in compliance with requirements of Federal and State regulatory agencies. In response to the above objective, DHOD will assign specific responsibility for assessing, developing and coordinating all District wide regulatory education. Additionally, the assigned coordinator will be responsible for ensuring all regulatory education and record keeping is in compliance with Federal and State regulations. Responsibility: Yolanda Nolan Time Lines: Complete assessment of District-wide compliance and approach to regulatory education by April, 2007 Develop plan for better coordination and compliance of all regulatory education by June, 2008 Ensure compliance with all regulatory education by Fall, 2008 Timely completion of assessment Completion of coordination plan Feedback from Auditor and DHOD Advisory Committee Goal 1 - Objective 4: Create a special track of educational programs that are short-term and/or stand-alone training and development programs, offered for either the Certificates Mastery or the Certificate of Attendance. 10

11 Strategic Action DHOD will create a separate development track called the Training and Development Program that will be open to faculty, staff and administrators may or may to be involved in the Career Institutes. These educational programs may be one-time or a short-term series of courses that leads to the Certificates of Mastery or the Certificate of Attendance. Examples of some of the types of topics being considered are: Customer Service Grants Management Cultural Diversity Emotional Intelligence Appreciative Inquiry Innovation Responsibility: Yolanda Nolan Time Lines: Begin pilot series of training and development programs by March, 2007 Begin full implementation by fall Number of participants attending the programs Participant evaluations Feedback from Supervisors and Directors Feedback from Vice Presidents and Deans Goal 1 - Objective 5: Design and develop a comprehensive leadership development program with internship and succession planning components. In response to this objective, DHOD will conduct a needs assessment and develop a comprehensive Leadership Development Program as part of the Career Institutes. The program will offer a basic leadership certificate and a more advanced leadership certificate. Both certificate programs will be yearlong and will have three-month internships built into the requirements during the second year of implementation. 11

12 Basic Leadership Institute* This certificate is open to those who have had no supervisory experience, new or current supervisors who want or need skills enhancement and others who would like to participate in the program (on a space available basis). It is recommended that the Chancellor s Cabinet consider making the completion of this certificate a requirement for all future and current supervisors in the District. Advanced Leadership Institute This certificate is open to those who have successfully completed the Basic Leadership Certificate and who are interested in a more expanded curriculum. It is also recommended that the Chancellor s Cabinet consider making the completion of the Basic Leadership Certificate a requirement for all internal promotions to and external hires for administrative positions. *Conversations have begun with the North Texas Community College Consortium (NTCCC) on opportunities for collaboration with their leadership development programs (CLARA I & CLARA II) Responsibility: Yolanda Nolan Time Lines: Complete needs assessment by December, 2006 Implement new pilot program of Basic Leadership Certificate by August, 2007 Implement pilot program of the Advanced Leadership Certificate by August, 2008 Number of participants completing the program Participant evaluations Feedback form Supervisors and Presidents Goal 1 - Objective 6: Develop District-wide faculty development programs that enhance and promote effective teaching, student learning and retention. In response to this strategic objective, DHOD staff will work with the Advisory and Vice President Councils to conduct a faculty development needs assessment and appropriate responses that address identified needs. 12

13 Responsibility: Allatia Harris Time Lines: Conduct needs assessment by Spring, 2008 Identify, develop and implement pilot programs by Spring, 2008 Number of participants Feedback from Deans and Vice Presidents Participant evaluations Goal 1 - Objective 7: Develop and implement an executive development plan for members of the Chancellor s Cabinet. In response to this strategic objective, the Vice Chancellor for Human and Organizational Development will work with the Chancellor and Cabinet members and DHOD staff to identify the development needs of the executive team and develop and implement an annual plan of action with specific topics and timelines for each topic. Responsibility: Denys Blell, Vice Chancellor for Human and Organizational Development Complete plan by August, 2006 Start implementation of plan by Spring, 2007 Feedback from Cabinet Members Feedback from Chancellor Feedback from Trustees. 13

14 Strategic Goal # 2 Create a District Human and Organizational Development Advisory Committee increased collaboration across locations. In response to this strategic goal, the Vice Chancellor for Human and Organizational Development and Director of DHOD will accomplish the following strategic objectives: Goal 2 - Objective 1: Appoint a Human and Organizational Development Advisory Committee comprised of location and college personnel responsible for professional development. : The Vice Chancellor for Human and Organizational Development will appoint a District Human and Organizational Development Advisory Committee patterned comprised of location and college personnel responsible for professional development, in addition to three faculty members selected from the various ranks of the faculty. The DHOD Advisory Committee will provide advice on new program development and evaluation, and act as a sounding board for new program development for the Vice Chancellor and Director of HOD. Responsibility: Denys Blell and Yolanda Nolan Appoint advisory committee members by June, 2006 Scheduled first monthly meeting in June, 2006 Tracking of advisory committee recommendations for development of programs Outcome of system wide implementation process Percentage of location leaders attending monthly meetings. Goal 2 - Objective 2: Conduct assessment of current professional development programs in each college and location and identify training needs regarding location professional development priorities. 14

15 The Director of DHOD will conduct a thorough assessment using surveys and focus groups to determine District-wide professional development needs that are appropriate at the District level. Responsibility: Yolanda Nolan Complete professional development needs assessment and report by December, 2006 Successful completion of assessment and report Feedback from Presidents and Supervisors Strategic Goal # 3 Provide District Human and Organizational Development staff with appropriate training leading to professional certification in specialty areas to heighten internal professional development expertise and capability. In response to this strategic goal, all appropriate DHOD staff will be required to pursue training and certification in their respective areas of responsibility. This goal will be accomplished through the following objectives: Goal 3 - Objective 1: Completion of programs in organizational development, leadership training, and coaching certification from a nationally recognized training and development organization. The leadership team in DHOD will be required to complete a course of study that leads to certification in Organizational Development from a nationally recognized training and development organization. 15

16 Responsibility: Denys Blell and Yolanda Nolan All initial certificates completed by Fall, 2009 Ongoing with specific milestones as agreed on by supervisors and employees Successful completion of training certification from a nationally recognized source Supervisor evaluations Demonstrated mastery through appropriate assessment Feedback from Division Vice Chancellor and DHOD Advisory Committee Goal 3 - Objective 2: Participation in additional sponsored development training to grow internal expertise enabling staff to conduct essential training thereby reducing reliance on outside trainers. In addition to certification in Organizational Development, DHOD and other DCCCD faculty and staff will be encouraged to participate in training for trainers in critical core areas of development needed in the various DHOD programs with the intent of reducing reliance on outside trainers. Examples of topical areas include the following: Leadership Development Performance and behavioral Coaching Conflict Resolution Leading Organizational Change Customer Service Effective Communication Responsibility: Denys Blell and Yolanda Nolan Starting Fall, 2006 with Performance and Behavioral Coaching and ongoing thereafter 16

17 Successful completion of required training Participant evaluations and feedback Increase reliance on DCCCD faculty, staff and administrative expertise for HOD programs Strategic Goal # 4 Provide the Department of Human and Organizational Development staff adequate facilities, resources and appropriate equipment to accomplish its new District-wide mission and strategic goals. In response to this strategic goal, the Vice Chancellor for Human and Organizational Development will work with the appropriate administrators to accomplish the following strategic objective: Goal 4 - Objective: Provide adequate office and training space and appropriate equipment and for the DHOD staff. The DHOD will be provided temporary space in the Bill J. Priest Campus of El Centro College until the completion of the renovation of the new South Lamar District Office Building. In addition, the department will be provided the resources needed to acquire needed equipment and software. Responsibility: Denys Blell and Yolanda Nolan Time Lines: Equipment vendor identified August, 2006 Move into temporary space by Summer, 2006 Move into permanent space by Winter,

18 Temporary relocation completed October, 2006 Relocation to permanent location to be completed when District Office moves to the South Lamar location in 2008 Strategic Goal # 5 Develop a District-wide learning management system that will record and track faculty and staff professional development and produce appropriate transcripts of individual learning. In response to this strategic goal, the following objective will be accomplished: Goal 5 - Objective: Appoint a task force charged with assessing existing methods of recording employee learning throughout the District, considering other effective external models and developing an appropriate learning management system for the District. The Director of DHOD will work with the DHOD Advisory Committee and appropriate software experts in the District Service Center to assess existing methods for recording and transcription of employee learning throughout the District and develop and/or purchase a uniform learning management system for the District. Such a system will record and produce transcripts of employee learning, and allow easy access by employees and supervisors to track learning and progress in all training. Responsibility: Yolanda Nolan Complete project by Fall, 2008 Completion by stated timelines Feedback from users of the new system 18

19 Strategic Goal # 6 Develop comprehensive District-wide new employee orientation programs for each employee group. In response to this strategic goal, DHOD will work with the Advisory Council to accomplish the following strategic objectives: Goal 6 - Objective 1: Review and update District Values and Standards of Service Document for Utilize appropriate councils, committees and task forces to review and update the DCCCD Values and Standards of Service. In addition, DHOD and Formation staff will support the colleges as consultants and process facilitators as they each engage their communities in conversations about the Values and Standards of Service. They will collect feedback and reactions from the various colleges in the process of clarifying and refining these statements. Responsibility: Yolanda Nolan Complete first revision DCCCD Values Document by May, 2006 Refine and clarify Values and Standards of Service Statements by Fall, 2007 Meet all stated timelines Feedback from participants Feedback from Presidents Goal 6 - Objective 2: Develop comprehensive District-wide new employee orientation program for each employee group. 19

20 DHOD staff will review and update all new orientation programs for faculty and professional support staff in the District. The review process will include the proper nomenclature for these programs. In addition, the DHOD staff will develop a new comprehensive orientation program for all new supervisors and administrators in the District. Responsibility: Yolanda Nolan Agenda and media update completed by January, 2007 Pilot New Employee Orientation (NEO) scheduled in January, 2007 Pilot New Administrator Orientation (NAO) scheduled in May, 2008 Number and level of satisfaction of completers of NEO, NAO and VOE Demonstration of learning through appropriate assessment Feedback from supervisors of participants Strategic Goal # 7 Develop and implement a comprehensive plan designed to reduce the number and frequency of interpersonal conflicts in the District. In response to this strategic goal, the following strategic objective will be accomplished: Goal 7 - Objective: Develop and implement a comprehensive plan and training program designed to reduce the number and frequency of interpersonal conflicts in the District. The Vice Chancellor and Director of DHOD will work with the appropriate faculty, staff and administrators in the District to develop and implement a comprehensive plan that has among its goals the following objectives for DHOD programs: 20

21 Infuse problem solving, conflict management and dispute resolution skills into all relevant training and educational programs, Develop training program that leads to a Conflict Mediation Certification. Responsibility: Denys Blell and Yolanda Nolan Plan completion by Spring, 2008 Implementation completed by designated timelines in the Conflict Reduction Plan Completion and implementation of plan Reduction in number of formal grievances Feedback from Presidents 1/22/08 21