CHHS Strategy and Implementation Plan
Welcome to the CHHS Strategy and Implementation Planning page. This will be an area that you may review at any time to guide you through our strategic goals and actions. To view the details of the College of Health and Human Services current strategic plan, you can view it here.
Timeline:
August 13, 2024 - Operationalizing the Strategic Plan
Dean Smith held the first facilitated two-day leadership retreat. The goal of this retreat was to identify areas of emphasis needed to operationalize the current strategic plan. Working from the existing plan, the group identified vision themes that cross over the seven goals within the CHHS plan and issues that continually stand in the way of achieving our goals.
For reference, you may view the PowerPoint: Operationalizing the CHHS Strategic Plan. The group went through the following steps:
Identify Trends
Looking across the story of resilience and evolution, participants identified key trends that should inform the future planning for the College. Emerging trends included:
- Readiness for change for the future
- Radical shift in how we perceive work
- Decrease enrollment, change in demographics require creative redefinition
- Expectation of collaboration to save money
- Need to rethink curriculum to help align with career and technical education/free community college (aligned educational ecosystem)
- AI fundamental shift to education
- Quality, self-reliance (as a college), sustainable rising costs of higher education, creative ways of covering costs – plot our own path
Practical Vision
What we as a college would like to see in place in 3 to 5 years as we operationalize our strategic plan. The following were identified by the group:
- Promote wellness and belonging across a diverse CHHS community
- A multi-location Institute of Excellence for integration of research, auxiliary services, practice and education
- Coordinated programming that engages community partners
- Investment in accessible resources including people, space and technology
- Streamlined systems and effective communication
- Shared interprofessional experiences
Contradictions
What is blocking us from achieving our vision?
- Residual trauma and outdated narratives contribute to unhealthy patterns of work
- Staff and Faculty disengagement linked to broken expectations and mis-incentives
- Short-term, comfortable solutions leading to outdated and inefficient systems
- Incohesive leadership that is under-supported leads to protectionism
- Need to solve community problems and not just our own
- Ambiguous and ever-changing plans lead to a laissez-faire culture of accountability
Quick Wins
Quick wins or changes that are visible and will have immediate impact of the college that led up to the all-college workshop. The group identified individuals who would immediately start working on small projects.
September 27 -All-college hybrid meeting
During this workshop, participants were able to view the Strategic Plan Process and Product Overview, work in groups to refine and prioritize our practical vision, define actions to be taken and identify next steps.
Strategic Actions Brainstorm
What innovative and substantial actions will address our contradictions and move us towards our vision? For each of the ‘contradictions’ and momentum building topics, the group identified some specific actions to help the college move toward the vision.
Vision Elements
For each of the vision elements, the group outlined and reached a consensus on 3 to 5 corresponding Success Measures that we would like to implement.
All-college meeting slide deck.
September 30 - Strategic Direction Workshop
The majority of the time during this event was spent in determining the actions that would shape the strategies that would anchor the next two years of effort. In order to do this, in a way that honored the input gathered during the all-college event, the process happened in several stages. The focus question for the workshop (documented below) was presented and participants read through their vision and contradictions.
The first round of brainstorming focused on ‘innovative’ ideas that may be catalytic in addressing multiple contradictions. These were posted and clarified. The next round of brainstorming was harvested from the input gathered at the all-college event. Participants read through a subsection of those comments and generated 3 to 5 actions implied by those ideas to inform the strategies. All these ideas were then clustered into strategies and again into overarching strategic directions. Participants were asked to review the input from the all-college event one more time to ensure that there were no important actions proposed there were missing from the strategies. The result of this process can be seen below.
Implementation Planning
Once the overarching strategic directions (strategic goal areas) for the coming two years were identified, participants signed up to the area they would champion. They then reviewed the proposed actions, with a lens on the current reality and proposed what success measures to work towards and what actions to pursue. These were presented to the whole group and were invited to ask questions of clarity add their thinking. They then prioritized the actions they would like to see added to the implementation calendar. This can be viewed by clicking the link below. The asterisks (*) in the tables on pages 6 - 8 represent ‘votes’ towards prioritization. The group provided feedback to guide prioritization.
The full slide deck from the strategic direction workshop is available here.
Year One Implementation Timeline
Next Steps
The session was closed with a commitment to share the product of the days planning with the college and discussion about the rollout of the Envisio project management software as a monitoring and accountability tool. Quarterly check-ins were agreed to and Strategic Directions team coordinators were asked to ensure each team filled in detailed planning worksheets for any key accomplishments within the first quarter.
This page will be updated as new information comes available.