Pathway to Success: A Data-Driven Approach to Strategic Planning at Broward College

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1 Pathway to Success: A Data-Driven Approach to Strategic Planning at Broward College J. David Armstrong, President John A. Benz, Chair of the Board of Trustees Dr. Deborah Posner, Associate Vice President

2 ATD Five Principles

3 Aspen Institute Criteria and Award Process

4 Habit 1: Be Proactive Habit 2: Begin with the end in mind Habit 3: Put first things first

5 81 % had no clear idea what they should be doing to achieve the goal of employees surveyed said they were not held accountable for regular progress on the organization s goals 87 %

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7 Discipline 1: Focus on the Wildly Important Discipline 2: Act on the Lead Measures Discipline 3: Create a Compelling Scoreboard Discipline 4: Create a Cadence of Accountability

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11 COLLEGE-WIDE POLICIES AND PROCEDURES THAT SUPPORT STUDENT SUCCESS STRATEGY EMPLOYEE COMPLIANCE TRAINING FORMALIZE ADVISOR ASSIGNMENTS REQUIRED LITERACY COMPONENT Administration Academic and Student Affairs Degree Programs UNIT-LEVEL OUTCOMES

12 3 WIG MEETING Report on Last Week s Commitments Review and Update Scoreboard 2 3 Make Commitments For Next Week

13 SCOREBOARD LAG MEASURE LEAD MEASURE 1 2 WEEKLY MEETING Report on Last Week s Commitments Review and Update Scoreboard Make Commitments For Next Week 11

14 Strategic Plan Draft

15 Performance Funding Model

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20 Strategic Plan Dashboard

21 Strategic Plan Dashboard

22 STAT: Strategic Tracking and Accountability Tool

23 Weekly Lead Measure Dashboard Example

24 Weekly Lead Measure Dashboard Example

25 Community College Research Center (CCRC) and the AACC Pathways Project

26 Strategic Plan Performance

27 Performance Highlights Academic Success Centers Sweet 16 Course Success Rates Developmental/Gateway English Seahawk Support Professional Development Foundation Scholarships Community Partnerships

28 Unit-Level Planning and Assessment

29 SMART Goal Examples

30 Institutional Effectiveness Complete In Progress Not Started ADMINISTRATION Office of the President and Office of Advancement Legal Department, Public Policy and Government Affairs Financial Operations Human Resources and Equity Operations Information Technology Institutional Planning and Effectiveness Public Affairs and Marketing ACADEMIC AND STUDENT AFFAIRS North Campus Central Campus South Campus Online Campus/Willis Holcombe Center Bachelor Programs Career and Technical Education, Continuing Education, and Workforce Development District Academic Affairs Division of Student Affairs Institutional Research

31 Institutional Effectiveness DEGREE PROGRAMS Arts, Humanities, Communication, and Design Business Accounting Office Management Paralegal Studies Digital Media Marketing Hospitality Management Early Childhood Education Exceptional Student Education Middle Grades Education Secondary Education Dental Emergency Medical Services Medical Technology Radiography/Radiation Therapy Nuclear Medicine Physical Therapy Assistant Medical Assisting Vision Care Complete In Progress Massage Therapy Not Started Respiratory Care Pharmacy Technician Nursing RN to BSN Institute for Public Safety Automotive Technology Marine Engineering Aviation Aircraft Mechanics Building Construction Industrial Management Technology Supply Chain Management Computer Networking Computer Programming Environmental Science Technology Information Technology Social Behavioral Sciences and Human Services

32 Institutional Effectiveness Outcomes

33 Pay for Performance Plan $ State Performance Funding Model Metrics College Unit Individual Strategic Plan Success Measures Institutional Effectiveness Outcomes Goals and Performance Appraisals Goal Alignment

34 Pay for Performance Plan $ PERFORMANCE RANGE PAY ADJUSTMENT 1.0% Increase.75% increase.5% increase.25% increase 0% increase Goal 1 = 1% % increase % increase % increase % increase No increase Goal 2 = 1% % increase % increase % increase % increase No increase Goal 3 =.5% N/A N/A 30,000 or greater 29,400 29,999 Less than 29,399 NOTE: Maximum potential performance pay increase of 2.5% for all non-bargaining unit employees.

35 President s Annual Performance Evaluation

36 Timeline: Planning, Budget, IE, HR, Program Review January February March May-June July-Sept Compile data using Summer, Fall, and early Spring terms; Prelim IE Findings Develop Strategic Plan draft and Budget Proposal Present Strategic Plan Draft and Budget to BOT Final IE Findings & Assessment Plans; Final Budget & Strategic Plan to BOT Program Reviews Completed; HR Appraisals; IE Actions

37 SACSCOC Alignment Five-Year Strategic Plan ( ) Five-Year Ten-Year SACSCOC Strategic Reaffirmation Plan ( ) Site Visit Five-Year Strategic Plan ( ) Five-Year Strategic Plan ( ) Ten-Year SACSCOC Five-Year Reaffirmation Strategic Site Plan ( ) Visit Ten-Year SACSCOC Reaffirmation Site Visit Fifth-Year SACSCOC Five-Year Interim Report Strategic Plan ( ) Fifth-Year SACSCOC Interim Report Ten-Year SACSCOC Reaffirmation Site Visit

38 Dimensions of Performance Tracking Campus-based to Pathways/Program based Trends over time Peer benchmarking

39 Major Policy Changes Pathways reorganization Pay for Performance Policy Faculty Evaluations, Continuing Contracts, and Pay Student and Financial Services: Withdrawal and Standards of Academic Progress (SAP) Policies Industry Certification Incentives to Programs Resource Allocation

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41 Institutional Planning and Effectiveness Cycle 1. State (Performance Metrics) Plan Strategic Goals 2. Institutional (BC Strategic Plan & WIGs) 3. Unit/Program (IE Plans & Outcomes) Report Mission Budget 4. Individual (Goals & Appraisals) Analyze Act Assess