Using Visioning to Lead Organizational Change and

Strategic Planning

Dr. Austin A. Lane Steve Scheffler Dr. Chris TkachPresident Dean

Sr. Analyst/IE

Visioning Process

Setting the Stage

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

LSC-CyFairLSC-KingwoodLSC-MontgomeryLSC-North HarrisLSC-TomballLSC-University ParkLSC-University Center

LSCS Locations

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 20110

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

Lone Star College System Student Growth 75,680

LSCS Enrollment Growth

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

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)

Visioning Process

Getting it Done

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

Promotion

Facilitator Training

We picked facilitators who:

• were representative of all areas of the college• were good listeners• were politely forceful• were quick writers

4 Sessions:

Sept. 29: 48 participants (26 staff, 17 faculty, 5 students) Sept. 30: 49 participants (20 staff, 23 faculty, 6 students) 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)

The Visioning Sessions

Visioning Session Agenda

Visioning Session“Flow”

The Gathering

The Breakout Session

The Big Group

Presentation toDr. Lane / Wrap-Up

Output – Top Ideas“Current/Future State”

Visioning Process

Analysis to Action: The Vision Comes Alive

Assessment Form

Taking their input and turning it into action

 

Planning: Description Implementing

MonitoringEvaluating and Closing

the Loop

Goal SO SP Objectives Action Steps Start EndExpected Outcomes

Method of Assessment Owner

Accomplishments/ Outputs Results Next Steps

                     

                       

                       

                       

Visioning: Analysis to Action

• 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)

Assessment Form

Visioning: Analysis to Action

“The Maverick Way”

“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

Continuous Improvement

Implementing

Evaluating

Planning

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)

Visioning: Analysis to Action

Visioning Process

Continuous Improvement of the Visioning 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

Feedback on Process

Visioning: Improvements

What went well?

• 25% - The process

• 20% - Camaraderie/Teamwork

• 16% - Having a Voice

• 15% - Ideas Generated

Feedback on Process

Visioning: Improvements

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

Feedback on Process

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

Visioning: Improvements

The Visioning Sessions

Quotations from ParticipantsBrainstorming sessions. Everyone had a voice w/o criticism.

Able to discuss/express ideas w/o ridicule.

Everyone had the opportunity to contribute.

Teamwork.Empowering experience!

Collaboration as a team. Respect-Professionalism.Organization. Facilitators.

The Visioning Sessions

Keeping the Vision Alive

Visioning Process

Thanks! Questions?