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
ATD Five Principles
Aspen Institute Criteria and Award Process
Habit 1: Be Proactive Habit 2: Begin with the end
in mind Habit 3: Put first things first
87%
81%
of employees surveyed said they were not held accountable for regular progress on the organization’s goals
had no clear idea what they
should be doing to achieve the
goal
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
COLLEGE-WIDE POLICIES AND PROCEDURES THAT SUPPORT
STUDENT SUCCESS
EMPLOYEE COMPLIANCE TRAINING
FORMALIZE ADVISOR ASSIGNMENTS
REQUIRED LITERACY COMPONENT
Administration Academic and Student Affairs Degree Programs
UNIT-LEVEL OUTCOMES
STRATEGY
1 Report on Last Week’s Commitments
2 Review and Update Scoreboard
3 Make Commitments For Next Week
1
2
3 WIG MEETING
1 Report on Last Week’s Commitments
2 Review and Update Scoreboard
3 Make Commitments For Next Week
WEEKLY MEETING LEAD MEASURE
9 10
11 12
13
LAG MEASURE
9 10 11 12 13
SCOREBOARD
2016-2017 Strategic Plan Draft
2015-16 Performance Funding Model
2016-17 Strategic Plan Dashboard
2016-17 Strategic Plan Dashboard
STAT: Strategic Tracking and Accountability Tool
2016-17 Weekly Lead Measure Dashboard Example
2016-17 Weekly Lead Measure Dashboard Example
Community College Research Center (CCRC) and the AACC Pathways Project
2015-2016 Strategic Plan Performance
• Academic Success Centers
• Sweet 16 Course Success Rates • Developmental/Gateway English
• Seahawk Support
• Professional Development
• Foundation Scholarships
• Community Partnerships
2015-2016 Performance Highlights
Unit-Level Planning and Assessment
SMART Goal Examples
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
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
Massage Therapy 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
Institutional Effectiveness Complete In Progress Not Started
Institutional Effectiveness Outcomes
• Performance Funding Model Metrics State
• Strategic Plan Success Measures College
• Institutional Effectiveness Outcomes Unit
• Goals and Performance Appraisals Individual
Goa
l Alig
nmen
t
2016-17 Pay for Performance Plan $
Goa
l Alig
nmen
t
PERFORMANCE RANGE
PAY ADJUSTMENT
1.0% Increase
.75% increase
.5% increase
.25% increase
0% increase
Goal 1 = 1% 1.51 – 2.0% increase
1.01 – 1.5% increase
0.51 – 1.0% increase
0.01 – 0.5% increase
No increase
Goal 2 = 1% 1.51 – 2.0% increase
1.01 – 1.5% increase
0.51 – 1.0% increase
0.01 – 0.5% 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.
2016-17 Pay for Performance Plan $
President’s Annual Performance Evaluation
Timeline: Planning, Budget, IE, HR, Program Review
January
Compile data using
Summer, Fall, and
early Spring terms; Prelim IE Findings
February
Develop Strategic Plan draft
and Budget Proposal
March Present Strategic Plan Draft
and Budget to BOT
May-June
Final IE Findings &
Assessment Plans; Final Budget & Strategic
Plan to BOT
July-Sept Program Reviews
Completed; HR
Appraisals; IE Actions
SACSCOC Alignment
Five-Year Strategic Plan (2012-2017)
Ten-Year SACSCOC Reaffirmation Site Visit
Five-Year Strategic Plan (2018-2023)
Fifth-Year SACSCOC Interim
Report
Five-Year Strategic Plan (2023-2028)
Ten-Year SACSCOC Reaffirmation Site
Visit
2014 2019 2024
Ten-Year SACSCOC Reaffirmation Site
Visit
Ten-Year SACSCOC Reaffirmation Site
Visit
Fifth-Year SACSCOC Interim Report
Five-Year Strategic Plan (2012-2017)
Five-Year Strategic Plan (2023-2028)
Five-Year Strategic Plan (2018-2023)
Dimensions of Performance Tracking
Campus-based to Pathways/Program
based
Trends over time
Peer benchmarking
Major Policy Changes
Pathways reorganization
Pay for Performance Policy
Faculty Evaluations, Continuing Contracts, and Pay
Resource Allocation
Student and Financial Services: Withdrawal and Standards of Academic Progress (SAP) Policies
Industry Certification Incentives to Programs
Institutional Planning and Effectiveness Cycle
Plan
Budget
Act
Assess
Analyze
Report
Mission
1. State (Performance Metrics) 2. Institutional (BC Strategic Plan & WIGs) 3. Unit/Program (IE Plans & Outcomes) 4. Individual (Goals & Appraisals)
Stra
tegi
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oals
