Title Improve college s systematic processes with a focus on communication Status DRAFT. Category 8-Planning Continuous Improvement Updated

Transcription

1 The Higher Learning Commission Action Project Directory Terra State Community College Project Details Title Improve college s systematic processes with a focus on communication Status DRAFT Category 8-Planning Continuous Improvement Updated Timeline Rev iewed Planned Project Kickoff Target Completion Created Version 2 PROJECT GOAL The purpose of this initiative is to develop a college-w ide system of revising or adding new processes, communicating these processes, and then ensuring that the processes either are performing as needed or are revised. To do this, an examination of the current systems and processes w ill be performed. Additionally, a communication process and infrastructure to support that process w ill be developed. REASON FOR UNDERTAKING THIS PROJECT While the need for improved policy and procedure creation and communication has been evident for some time, the recent AQIP systems portfolio review confirmed the increased need to examine and improve how the organization closes the loop w ith regards to systematic processes and communication. ORGANIZATIONAL AREAS AFFECTED This action project w ill impact the entire organization. KEY ORGANIZATIONAL PROCESSES The key organizational processes that w ill change and improve are strategic planning, process improvement, policy and procedure maintenance and communication. PROJECT TIMEFRAME RATIONALE The project is scheduled to take tw o years for completion. The first year w ill require examination of our current processes & procedures, as w ell as creating a process to update policies. During the second year a repository to house organizational policy and procedures w ill be created. A communication procedure for new processes w ill be developed and implemented. Evaluation w ill continue through year tw o as the plan is instituted. 6: PROJECT SUCCESS MONITORING A team comprised of factuly, staff and administrators w ill oversee the action project. Updates w ill be provided to the Planning and Institutional Effectiveness (PIE) Council, w hich is comprised of campus faculty, staff, students and administrators. Annual updates w ill be given to the College s Board of Trustees. 7: PROJECT OUTCOME MEASURES Listed below are the overall "outcome" measures that w ill be used to indicate success of the goals of the action project. Outcome Improve employee satisfaction The Higher Learning Commission Action Project Directory 1 of 2 02/17/2014

2 Outcome Improve employee communication Outcome Improve policy and procedure accessibility The Higher Learning Commission Action Project Directory 2 of 2 02/17/2014

3 The Higher Learning Commission Action Project Directory Terra State Community College Project Details Title Improve college s systematic processes with a focus on communication Status DRAFT Category 8-Planning Continuous Improvement Updated Timeline Rev iewed Planned Project Kickoff Target Completion Created Version 1 Project Goal The purpose of this initiative is to develop a college-w ide system of revising or adding new processes, communicating these processes, and then ensuring that the processes either are performing as needed or are revised. To do this, an examination of the current systems and processes w ill be performed. Additionally, a communication process and infrastructure to support that process w ill be developed. Reasons For Project While the need for improved policy and procedure creation and communication has been evident for some time, the recent AQIP systems portfolio review confirmed the increased need to examine and improve how the organization closes the loop w ith regards to systematic processes and communication. Organizational Areas Affected This action project w ill impact the entire organization. Key Organizational Process(es) The key organizational processes that w ill change and improve are strategic planning, process improvement, policy and procedure maintenance and communication. Project Time Frame Rationale The project is scheduled to take tw o years for completion. The first year w ill require examination of our current processes & procedures, as w ell as creating a process to update policies. During the second year a repository to house organizational policy and procedures w ill be created. A communication procedure for new processes w ill be developed and implemented. Evaluation w ill continue through year tw o as the plan is instituted. 6: Project Success Monitoring A team comprised of factuly, staff and administrators w ill oversee the action project. Updates w ill be provided to the Planning and Institutional Effectiveness (PIE) Council, w hich is comprised of campus faculty, staff, students and administrators. Annual updates w ill be given to the College s Board of Trustees. 7: Project Outcome Measures Listed below are the overall "outcome" measures that w ill be used to indicate success of the goals of the action project. Outcome Improve employee satisfaction The Higher Learning Commission Action Project Directory 1 of 3 02/17/2014

4 Outcome Improve employee communication Outcome Improve policy and procedure accessibility Project Update Project Accomplishments and Status 1. This action project w ill begin its second (and final) year of implementation starting November During this first year, team members met to review the college definitions of policy, process, and procedure; determine the plan of action to complete this project; gather data and information from various college members, such as the Enrollment Management area; and create an archival area for college processes and procedures. Part of this information w as exchanged w ith the HR action project (see below ), so that this could be completed in a timely manner. Delays occurred after the HR action project w as initially conceived during the Strategy Forum in the spring. After the addition of the HR action project, meetings w ere held to determine a separation of team charges and how one action project w ould support the other (and vice versa). New charges included the follow ing: 1. Document existing processes 2. Create process for creating and revising policy and procedure 3. Create process for storing and archiving policy and procedure (process was piloted by HR action project team) 4. Create a common language and terminology 5. Develop process for communicating changes in policy/procedure/process One key outgrow th initiative related to this action project had been a smaller (in terms of time implementation) but more focused action project involving a single department (Human Resources). This department has many processes and procedures relating to human resources that need to be documented, communicated, archived, and revised, as needed. Some of the key employees w ho have been a part of the original action project w ere instrumental during this smaller action project, and assisted in the completion of the HR Department action project. Thus, know ledge gained from the smaller project w ill be fed back to the larger-scale project, in order for it to be completed during this next year. Institution Involvement The team involved in this action project includes administration, faculty and staff. Staff members are specifically from the departments of Institutional Research, Information Technology, and e-learning and Instructional Technology. Regular updates are presented during council meetings. Overseeing action projects is the Planning and Institutional Effectiveness Council (PIE), w hich is a college-w ide council consisting of administration, faculty, staff, and a student. Agenda items are communicated prior to the meeting; minutes of the meeting are stored in the college s community w ebsite. Next Steps The next critical step involves the Council for Academic and Student Affairs (CASA). CASA is one of the main decision-making and process-making councils at the college, and it includes a college-w ide constituency w ith faculty, student services staff, administration, and student(s). During the next council meeting(s), time w ill be spent discussing the council and its process for developing, revising, documenting, and communicating processes and procedures, that are considered academic or student services focused. Key know ledge gained from the HR Departmental project w ill be shared. Upon documentation and communication of CASA s process college-w ide, the team w ill meet w ith or communicate w ith other appropriate councils and departments, to ensure consistency of processes throughout the college. Resulting Effective Practices This project is still ongoing. It has shared know ledge w ith another action project that w ill be retired soon, thus, the shared effective practices w ill be generated in the w rite-up from the other project. How ever, larger-scale effective practices w ill be shared during the next action project update for this project. Project Challenges This action project is being implemented college-w ide, thus on a large scale. Discussions involving the w ork and progress of the The Higher Learning Commission Action Project Directory 2 of 3 02/17/2014

5 action project occur on a regular basis w ithin a college-w ide council, PIE. Communications involving this project are generated by the council to the college community. Thus, no advice from the AQIP review process is needed at this time. Update Review Project Accomplishments and Status The institution review ed the definition of policy process and procedure and w orked in collaboration w ith an HR action project to better define processes related to policy and procedure and develop common language, terminology and communication practices. The project had a focus upon human resources to provide the institution clarity and guidance in the very important area of managing human resource issues. This goal is commendable. The institution is making reasonable progress tow ard completion of the project and development of an institution-w ide continuous quality improvement culture. It w as difficult to discern the accomplishments beyond a review of the policies and this may be due to delays noted because of the strategy forum. The institution is commended for using the data obtained during the first year of the project into next year's initiatives. Institution Involvement The action project involved a large number of stakeholders, including staff and faculty w hich is in support of the principles of high performing organizations focus on stakeholders and broad-based involvement. The involvement of a college-w ide council is an example of engagement and supports the principle of high performing organizations promoting collaboration. Institution involvement appears to be a strength of this project. Next Steps The next steps, as defined by the institution involve one of the main decision-making and process-making councils at the college, CASA. This next step w ith bring "pen to paper" to document changes in the documentation and communication of new processes and procedures. This w iork demonstrates AQIP category 6, Supporting Institutional Operations. The institution acknow ledges that the next step w ill be extremely important and w ill involve a large number of stakeholders. Consistency of communication w ill lead to consistency of processes and is a critical goals of this initiative. The institution w ill be w ell served to focus upon methods to keep all stakeholders engaged throughout the next year. Resulting Effective Practices The first year of this project, as noted in section 1, has had delays and has not produced practices at this point in the project. The focus upon the second year of this project is the formulation and implementation of improved practices, and the institution is encouraged to document these fully in the next update report. The institution is also encouraged to document the methods that w ill be used to measure the effectiveness of these improvements. Project Challenges Challenges noted in previous sections of this report are delays and the coordination w ith an HR action project. Ultimately, w ork in this project should lead to improved processes and practices. Because this project is largely in process and has not resulted in practices at this point in time, the institution is encouraged to continue w ith the communications noted above, and more importantly, proceed w ith the implementation of improvements, follow ing up w ith measuring their effectivness. The Higher Learning Commission Action Project Directory 3 of 3 02/17/2014