High Level Overviewof the Final ReportTown Hall Meetings on Nov 24, 2015

Welland Campus, AH 141 noon to 1 pmNOTL Campus, Yerich Auditorium, 3 pm-4 pm

Teresa Quinlin, VPBusiness Development

Katerina Gonzalez, DirectorPlanning and Institutional Research

Contents

1. Background

2. Tier 1 Results

3. Tier 2 Results

4. Going Forward

5. Showcasing Lean at NC (Video)

1. Background

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Transform NC launched in Oct 2013with this message from the President

“This [new] planning process focuses on gathering quality data about programs and services within a framework that allows us to focus on continuous improvement by:

• developing metrics for evaluation of our programs and services;

• identifying areas of strength for investment and enhancement; and

• highlighting areas and processes requiring improvement.”

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Message from President Dan Patterson, Oct 8, 2013http://www.niagaracollege.ca/transform-nc/2013/10/08/message-dan-patterson-major-planning-initiatives-interim-executive-team-appointments/

Why and why now?

• Started from a position of financial strength

• It was time to take stock (examine all programs and services at one point in time)– Significant enrolment and physical growth in

preceding years– New strategic plan 2013-2016

• Changing higher education landscape– Demographic shifts– Government’s differentiation framework– Fiscal restraint 5

Project tasks and timelines were developed

1 2 3 4

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(See Appendix B in the Final Report)

In order to be sensitive to ongoing workload pressures across the institution, a two-tiered approach was employed. Tier 1 was a relatively quick assessment and prioritization of all programs and services using a limited set of metrics; Tier 2 was a detailed analysis only of the high priority areas identified in Tier 1.

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In our research, we looked at both theory and practice

Robert Dickeson Programs and services prioritization model

John Kotter Organizational change process

Experiences of othersAlgonquin, Laurier, Regina, Guelph, Red Deer, Brock, Humber, Mohawk, George Brown, Saskatchewan, Sask Polytech (formerly SIAST)

Service metricsHigher Education Council’s “The Data-Driven University”

Lean methodologyGauge the effectiveness and efficiency of processes from the student’s or end user’s perspective 7

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A Steering Committee was formed to engage the College community in the consultation process

Mandate to develop: a)Communications planb)Technical framework, with criteria and metricsc)Allocation (prioritization) method

Composition (also Appendix A in the Final Report)•23 members (faculty, admin, support staff, students)•VP Finance and Strategic Planning•Planning and Institutional Research

Guiding Principles•Transparent•Consultative•Iterative•Build on existing 8

The Steering Committee developed: a) Communications Plan

• E-mail blasts

• Transform NC website (public website)

• Blackboard (internal portal)

• Presentations– College Operations Group (COG)– College Management Team (CMT)– Academic Operations Committee (AOC)– Advisory College Council (ACC)– Coordinators Forum– Corporate Services Forum– Student Services Group– Board of Governors– Town Hall meetings 9

(See Appendices D and E in the Final Report)

The Steering Committee developed:b) The Technical Framework

10Go to slide 16

The Steering Committee developed:c) The Allocation Method

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*Low = lowest 10% based on score**Self-identified “significant” opportunities***Self-identified “significant” challenges

(See Appendix F in the Final Report)

Additional filters were applied to further prioritize areas for the Tier 2

“deep dive” (detailed analysis)• The filters examined opportunities and challenges

identified in Tier 1 for biggest impact on the following strategic objectives:

– Increasing student enrolment – Achieving operational excellence – Alignment with the government’s differentiation

framework (new program proposals)– Unparalleled student experience and satisfaction

12(for more details on filters, see pages 3 to 6 in the Final Report)

2. Tier 1 Results

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Tier 1 Outcomes: Highest priority areas for the Tier 2 “deep dive” (detailed analysis) were identified

# in Tier 1 Review

# in Tier 2 Review # of Lean Reviews

Academic Programs 128(all programs)

36 (or 23 programs and

program clusters)

Not applicable

Service streams 122(all services)

3(Marketing and

Recruitment; Information

Technology Services; Academic

Advisement)

3(Human Resources,

Facilities Management

Services, Academic Advisement)

Apprenticeship Programs

9(all)

9(all)

Not applicable

Access Services & Programs

8(all)

8(all)

Not applicable

(see Appendix C in the Final Report) 14

3. Tier 2 Results

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Tier 2 review resulted in 30 recommendations and 3 new continuous improvement tools

30 recommendations

Related to the following objectives in the 2013-16 Strategic Plan:

1.Enrolments (attracting students, student success)2.Operational excellence3.Unparalleled student experience and satisfaction

Continuous improvement tools

1. Program dashboards (balanced scorecard)

2. Adoption of lean methodology for services

3. Frameworks for access and apprenticeship programs and services (criteria same as on slide 10 )

(for more details on recommendations and tools, see page 2 and pages 6 to 12 in the Final Report)

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4. Going Forward• Work continues to determine how to best integrate the metrics

and tools from Transform NC into the College’s overall quality assurance framework and continuous improvement efforts

• Resources and professional development opportunities for employees to learn and apply lean methodology and process mapping are being developed

• The approach for consulting and engaging stakeholders will be expanded and employed for our strategic planning process, set to begin this fall

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5. Showcasing Lean at NC• Scheduling Team members, including Lynn Calder, Support

Staff representative on the Board of Governors, discuss their experiences with process mapping in a 4-minute VIDEO located on Blackboard:

–Login to Blackboard–Go to “My Blackboard”–Choose “My Organizations”–Choose “Transform NC”–Choose “Lean Resources”–Choose the video “Process Mapping: Experiences of one team at NC”

• Process mapping is an internationally recognized methodology by ISO and Six Sigma

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