1. BALANCING SERVICES & SERVICE NEEDS Bruce Clemetsen Veronica Garcia Narce Rodriguez

2. OVERVIEW What are the Drivers of Change? How do you determine if Change should take place ? Determining Success of change? Taking Stock of Resources Discussion

3. What drivers are you noticing at your community college? What changes are taking place? What changes have worked or not worked? WHAT ARE THE DRIVERS TO CHANGE? (Group Exercise)

4. WHAT ARE THE DRIVERS TO CHANGE? Demographics Resources Internal Forces New leadership Outside Forces Federal Mandates/state local? 100 veterans returning back from overseas Budget

5. TRANSITION TO CHANGE Virginia Satir - Family Therapist Noted American psychotherapist and author (1916 - 1988) “The family is a microcosm. By knowing how to heal the family, I know how to heal the world.” established professional training groups using the Satir Model in the Middle East, the Orient, Western and Eastern Europe, Central and Latin America, and Russia.

6. SATIR’S TRANSITION MODEL Satir, Virginia, et. al., The Satir Model: Family Therapy and Beyond. Science and Behavior Books, 1991.

7. STP – SITUATION, TARGET, PLAN Planning transitions: - minimize the chaos - call on allies, helpers, mentors - prepare for practice and support Clarify the Situation (Status Quo), Target, and Plan

8. “Change in Student Development/Affairs is inevitable“ Quotes: After you've done a thing the same way for two years, look it over carefully. After five years, look at it with suspicion. And after ten years, throw it away and start all over. ~Alfred Edward Perlman, New York Times, 3 July 1958 Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights. ~Pauline R. Kezer

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10. PORTLAND COMMUNITY COLLEGE CASE STUDY largest institution of higher learning in Oregon enrolls more than 87,000 full- and part-time students annually, or one in 16 residents five-county, 1,500-square mile area three campuses (and seven centers)

11. ENROLLMENT UP/RESOURCES DOWN Dramatic increases in enrollment, financial aid applications, web usage, etc. Resources strained Challenge: reinventing ways to do business

12. MERGING ADMISSIONS AND REGISTRATION The Deans identified a problem District wide we had limited registration hours for students What was the existing culture? Departments worked in silos Few opportunities for growth or promotion Resistance to change Value Transparency

13. SO WHAT DID WE DO? Piloted the idea Introduced foreign element Tools for a Successful implementation: Implementation Plan Communication Plan Training Plan Budget Impact Analysis

14. SO WHAT DID WE DO? To combat chaos and resistance Utilize Communication plan Ensure Transparency Management by walking around Integration Training Plan Allow for Practice Seek out Leaders New Status Quo

15. WHAT DID WE LEARN? Validated the importance of communication Employees are not always the barrier (sometimes it can be management) Successful collaboration – takes time! Expect and plan for Chaos! Bring in outside help! Keep your ear to the ground – check in with the pulse of the institution

16. KEYS TO INNOVATION Quote “Thus, the task is not so much to see what no one yet has seen, but to think what nobody yet has thought about that which everybody sees.” -- Arthur Schopenhauer 1788-1860

17. CHANGE IS INEVITABLE BUT HOW DO YOU DETERMINE SUCCESS OF CHANGE? Assessment Program Reviews Lean Process Focus Groups Surveys CSSE Sense

18. TAKING STOCK OF RESOURCES Group Activity What are the resources you have other Money $ and People? How do we use that to get farther along? What are some creative ways things you have done to change fiscal resources

19. TWO PIECES OF ADVICE Narce Veronica Bruce