Action Plans, PIIPs, Benchmarking and You! Or (How I Learned to Love Richland’s Strategic Planning Process!)

1. Richland College Action Plans, PIIPs, Benchmarking and You! Or (How I Learned to Love Richland’s Strategic Planning Process!) Teaching, Learning, Community Building 1

2. How It Starts The Richland College Strategic Planning Cycle is a seamless sequence of interconnected activities symbolized by key time points on the Mobius strip. Following are key time points at which strategic planning activities will affect your workgroup. 2

3. How It Starts AUGUST Strategic Planning Retreat -- The ThunderTeam reviews the Vision Statement, Mission Statement, ThunderValues, Priorities/Goals, and revises the Targets and Measures for the coming year. SEPTEMBER Finalize KPIs, Measures, and Targets Publish Strategic Plan (1 yr – 5 yr) Align Departmental Plans to updated Strategic Plan MAY Submit Departmental Action Final Evaluations APRIL Next planning cycle begins with budget presentations OCTOBER-NOVEMBER Compile End-of-Year data Modify 1-year plan to incorporate End-of-Year results FEBRUARY-MARCH Review mid-year update of Departmental Action Plans submitted for ThunderTeam review 3

4. How It Starts August - Review and Revise Strategic Planning Documents September – Finalize and Publish Documents; Align Departmental Action Plans April – Begin next planning cycle May – Submit Final Evaluations of Departmental Action Plans (DAPs) October-November - Compile year-end data; Modify 1-yr plan February-March – Submit Departmental Action Plan mid-year updates 4

5. Targets and Measures The Targets and Measures document is a key element in the Strategic Plan. This document lists:  Richland’s Priorities/Goals; • the Key Performance Indicators that the ThunderTeam uses to gauge Richland’s overall health;  the measures used to gather applicable data; • and the target for each measure for the current year, three years out, and five years out. Each item is color-coded. 5

6. Targets and Measures If you click on any measure, the definition, trend data, and data source will appear. The priorities (goals) are in purple. The Key Performance Indicators (KPIs) are in green. They are used to gauge Richland’s progress toward attaining its goals. The targets are under the blue heading. The range of targets (from 90% to 100%) is listed for the current year, three years out, and five years out. The measures are in black and are used to gather needed data. Teaching, Learning, Community Building 6

7. Organizational Actions Once our Priorities, Key Performance Indicators, Measures, and Targets are set, the ThunderTeam identifies strategic actions, called Organizational Actions for special emphasis. They have a broad focus and may apply to only selected workgroups or to the entire college. 7

8. Organizational Actions Organizational Actions are initiated because: • of a new college-wide emphasis or innovation; • the College didn’t perform as well as predicted in an area on the last End of Year report;  the College didn’t compare favorably to peer colleges in national surveys or in benchmarking studies; • the State mandated that we perform to a certain level in a particular area; • our Board of Trustees placed special emphasis on this area. 8

9. Goals are in purple. Organizational Action Numbers are in orange. Priority areas are identified to support the Organizational Actions Corresponding KPI numbers for each priority area are listed if applicable. Teaching, Learning, Community Building 9

10. What you do! The ThunderTeam has --reviewed and approved the Strategic Plan… --initiated the Organizational Actions… But who makes it happen? YOU DO!! 10

11. What You Do! There are several ways that you help Richland deploy its Strategic Plan and accomplish its goals:  One way is by completing departmental action plans.  Another way is by initiating or improving processes.  Yet another way is by benchmarking with other institutions that have best practices or have achieved exemplary success in areas in which Richland is interested. 11

12. Departmental Action Plan --to support an Organizational Action Every Organizational Action MUST have a Departmental Action to support it. If you identify an Organizational Action that is relevant for your workgroup, you should submit a Departmental Action Plan to address that item. • There are two reasons to submit a Departmental Action plan: • to support an Organizational Action, or • to address a performance issue or initiative in your department. --to address a performance issue or initiative If your department is undertaking a special initiative or addressing a gap in performance, you should submit a Departmental Action Plan to document your workgroup’s efforts. 12

13. Departmental Action Plan The Office of Planning and Research for Institutional Effectiveness (OPRIE) assigns a unique Departmental Action Plan (DAP) number when the form is submitted in early fall. Even though a DAP may address a need that the department or workgroup has identified and does not link to an Organizational Action, DAPs always link to a Goal/KPI Objective. The number and text are typed here. The Action Plan is a description of the specific action to support the KPI or Organizational Action chosen. Is additional money needed? If the DAP also supports an Organization Action, the number and text are typed here. This is contact information for the submitting department. 13

14. In February , the OPRIE calls for updates on the progress of the action. Departmental Action Plan In May, the OPRIE calls for a final report and evaluations of the DAP. How do you know when it’s finished? An explanation is given below. Teaching, Learning, Community Building 14

15. Process Implementation/ Improvement Plan (PIIP) PIIPs document process changes in two ways-- • record the initiation of a new process; • document changes in an existing process. 15

16. Process Implementation/ Improvement Plan The Office of Planning and Research for Institutional Effectiveness (OPRIE) assigns a unique PIIP number. The submitting department names the PIIP. A contact person is designated. Teaching, Learning, Community Building 16

17. Process Improvement/ Implementation Plan (PIIP) • Five steps should be completed before the PIIP is submitted: • (1) Anticipated Completion Date • The reason the improvement or • implementation is needed • The owners of the process, • program or improvement • (4) Identification of the suspected root cause of the problem • (5) Development of a proposed solution 17

18. Process Improvement/ Implementation Plan (PIIP) At this point, provide a more detailed description of how the process is implemented or changed. Explain what happened as a result of the actions. Evaluate the success of the process implementation or change. Is it worth replicating in another area? If the implementation failed, what other ideas are worth trying? Describe how are the findings shared within the department and across the college? 18

19. Benchmarking Process The Benchmarking Process form provides a standardized institutional process for benchmarking. 19

20. Benchmarking Process The first portion of the form identifies the Benchmark name, date submitted, and process owner… …best practice to be benchmarked… …how the best practice was identified… …why it was chosen… 20

21. Benchmarking Process …the institution to be benchmarked…. …resources needed… …estimated completion date. Teaching, Learning, Community Building 21

22. …final recommendation by the benchmarking individual or group… …group(s) best suited to implement the best practice… Benchmarking Process …documentation of implementation… …completion date. 22

23. Important Links Richland’s Strategic Planning Documents and Forms are located at: • http://www.richlandcollege.edu/measures-targets • http://www.richlandcollege.edu/orgact • http://www.richlandcollege.edu/deptact • http://www.richlandcollege.edu/piip • http://www.richlandcollege.edu/benchmark 23

24. Need Help? Contact us in the Office of Planning and Research for Institutional Effectiveness: Fonda Vera – X6992 Bao Huynh – X6359 Gloria Washington – X6340 24

25. Richland College Thank you for reviewing this Strategic Planning Process and helping Richland College fulfill its commitment to excellence. If you would like to receive .5 hours of ThunderWater credit for viewing this PowerPoint presentation, please click on the link below and fill out the Professional Development Registration Form using the information below to identify the class: Course # - XCQI-2001 (No section number) Course Title – Strategic Plan Overview Priorities – I, II, III, IV http://www.richlandcollege.edu/thunderwater/tolisched/twregform.cfm Teaching, Learning, Community Building 25