CCPRO Newscenter
Five Big Goals for Planning and Research Leaders
By Dr. Brian Miller, Vice President, Planning and Research Pitt Community College
During my over twenty years working in the community college planning and research professional space I’ve learned a lot about strategy, budgets, student recruitment and retention, assessment, accreditation, fundraising, board relations, and that advancing the institutional mission is hard and rewarding work.
During the last couple of years while managing institutional accreditation reaffirmation I have rediscovered the meaning of five goals I’ve adopted since I learned about them in 1993. Every day these goals influence my outlook and approach to leadership. These may help you.
1. Continuity
Planning and Research maintains mission-driven work and services on a continual and consistent basis that balances and meets the needs of students, faculty, staff, the board of trustees, other agencies, and the Planning and Research staff.
- Continuity helps earn trust. A planning and research department is typically an administrative, college-facing office. Within this dynamic setting colleagues and stakeholders expect us to be at bat and ready with sharp thinking to shape ideas and develop solutions.
- In mathematics, a continuous function is a function such that there are no abrupt changes in value, known as discontinuities. An adaptation for Planning and Research is that the office works to prevent abrupt changes to service or mission through professional development, environmental scanning, and close work with the college board of trustees. The office works daily to develop and grow consistent and high-value services and results.
2. Equity
Decisions are made free of bias or favoritism. Planning and Research provides the college community professional services including survey development and administration, institutional research, planning, effectiveness, and assessment systems. The department also monitors and manages institutional accreditation. Planning and Research staff strives to treat everyone with respect and courtesy. It is also recognized that individual differences exist within each professional project.
- Being a leader at a community college is people work. Whether interacting with community partners, alumni, board members, or elected officials, work to build positive relations with professionalism and knowledge.
- Equity is the quality of being fair and impartial. Balancing the many needs and deadlines associated with each project is a combination of art and science. The science is developing a clear understanding of the project and expectations/outcomes (of which there are infinite varieties). The art is carrying it to completion amongst the numerous work variables that arise every day.
3. Communication
Planning and Research uses a variety of platforms, such as the public website, the secure institutional portal, presentations, and publications, to share and communicate institutional information and project results with project sponsors and college stakeholders. Strategic plan progress is mapped with visual dashboard analytics on the public website. Real-time enrollment, FTE, and other data-based information is posted on data dashboards on the secure institutional portal. The department provides employees and stakeholders with reliable, valid, and referenced material for decision-making, instructional changes, and institutional policy development.
- Communication is a daily priority and an opportunity to improve leadership. Develop open lines with direct reports, so they are empowered to work with issues and develop solutions before catastrophe sets in. As the department works will all college levels communications are an everyday and all-the-time concern.
- In the era of telework and remote work, it is important to seek input and to be accessible. Bolman and Deal’s (2008) Symbolic frame of leadership is even more important as new work patterns and sites emerge. Symbols represent values. The value of being accessible cannot be overstated. One can be accessible by remote means or by being present in a campus office. This attribute signals the campus that you are open and ready to interact and listen.
4. Safe Environment
The department adheres to college policies and procedures to ensure confidence in operations. Diligence is expected of each staff member to ensure professional projects and personnel are free from harm. Honest discourse and professional integrity are foundations for positive project leadership and management. A safe environment helps to build positive and healthy relations within the department. Some key attributes that promote a safe environment culture include:
- Think forward and acknowledge risk areas within the work activity. For instance, Planning and Research helped usher in stand-up work locations and equipment. In the past, the department has also advocated for policies allowing wellness activity during the workday.
- Organizational commitment to resources to address safety concerns. Planning and Research has recurring budget to house a comprehensive first aid kit that building occupants regularly access and use.
- Expectations of shared responsibilities by staff for safety implementation and reporting unsafe conditions.
Attention to these items and others can contribute to the formation of optimal working environments.
5. Quality Experience
The work and environment within the department help individuals develop professional skill sets and build positive relationships across all college levels. The duties each professional performs have a wide-ranging impact. Each position within the department is uniquely positioned to affect change and offer solutions to advance the college mission.
- A quality experience speaks for itself. To borrow a concept from Stephen Covey, the department helps sharpen the saw for various college audiences. Services and information provided help employees become better teachers and professionals.
- By attending to the details above goals this goal can help to promote and advance the department and college mission and service field.
Last, these goals can help advance personnel retention, development, and promotion.
This is a fairly comprehensive set of goals that haved helped with leadership and management in my current position and with groups in a wide variety of settings, from graduate classrooms to the boardroom, from backpacking and canoeing trips to working with compliance committees.
These goals, continuity, equity, communication, a safe environment, and a quality experience, can help planning and research leaders with the many and varied responsibilities that come with the job.
Reference
Bolman, L. G., & Deal, T. E. (2008). Reframing Organizations: Artistry, Choice, and Leadership. Jossey Bass.
New Members
We have two new CCPRO members, Dennis Boakye, Research Support Specialist, and Justin McIntyre, Research Analyst, from Central Piedmont Community College. Here is a message from Dennis, “I am excited to be a partFirst time use of this medicine may lead to side-effects that may not be true in every situation. generic viagra usa The Tongkat Ali extract raises the male testosterone level by overriding the body’s natural pfizer viagra online shut-off valves. Tadalafil is more cialis on line chemically active and a smaller amount of it is required to achieve a harder erection. Couples who are in a find for more info now purchase viagra online committed relationship and deeply in love with each other can be executed. of my Institutions Planning and Research department. I look forward to growing professionally as well as seeing how my work will contribute to the continuous improvement of the college.” Welcome to CCPRO!
New Member – Dr. Christine Kelly-Kleese
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Dr. Kelly-Kleese has served in various roles – instructional, student services, and leadership – at Durham Tech since 1993. From 2014-2021, she served as Vice President, Chief Student Services Officer. In May 2021, she moved into a new position at the College – Vice President, Chief Strategy Officer.
New Member – Tracy Somerlad
Tracy Somerlad is the new Director of Institutional Planning & Research and QEP Co-Coordinator at Brunswick Community College. Prior to this position, she worked with the college for 10+ years in continuing education as well as student services. She earned her Bachelor of Science in Organizational Administration from North Carolina Wesleyan College and her MBA from Fayetteville State University. Welcome, Tracy!
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New Member
Welcome Dr. Stephannie Seaton!
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New Member – Dr. Adam Atwell
Welcome Dr. Adam Atwell!
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New Members
Welcome Adrianne Phillips and Dr. Rashmi Rai Sinha!
Adrianne Phillips
Adrianne Phillips is the new Director of Institutional Effectiveness and SACSCOC Liaison at Randolph Community College. She worked in Workforce Continuing Education for the previous 10 years. She earned her Bachelor of Arts in Sociology from UNC Greensboro and her MBA from East Carolina University.
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Dr. Rashmi Rai Sinha jointed Forsyth Technical Community College as a Senior Data Analyst. She is a Digital Technology Professional with PhD in Cloud Computing and progressive experience of more than 9 years across IT services industry (Cloud Architecture, AI, ML, IoT, Blockchain) and academia. Prior to this role, she worked as a Lecturer at Nanyang Business School ( Nanyang Technological University), Singapore. she was also actively engaged in developing and imparting training modules to mid- career IT professionals, senior executives and students on advanced and emerging technologies in the area of Big Data, Blockchain, Data Analytics, Cloud Computing, ML and AI. She has conducted several workshops, training and technical talks on Big Data, AI and Analytics to various clients based in Singapore (Hitachi, Singapore Exchange, GovTech, People’s Association).
New Members
Please welcome to the new members!
Lauren Auton
Lauren Auton joined Caldwell CC&TI’s Office of Accountability and Strategic Initiatives as the Compliance Specialist on July 13, 2020. After spending much time in Admissions at UNC-Wilmington, she moved “back home” to Morganton and worked for a short time in the Planning and Development Services Department for the City of Marion. She earned her Master of Arts and Bachelor of Arts at UNC-W.
Dr. Jamie Freeman
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Jamie Freeman is closing in on year 15 of public service experience. Her natural progression through higher education has been in the enrollment division, and her last appointment was serving as Director of Admissions for a regional public university in South Carolina. While the world of enrollment management is certainly a passion of hers, she is excited to be home in Robeson County, and embracing all facets of planning and research. She is a graduate of UNC Pembroke (MBA) and Francis Marion University (M.Ed).
Dr. Dean Roughton
Dr. Dean Roughton has been appointed to the role of Vice President of Institutional Research, Planning, Effectiveness, and Technology at College of The Albemarle (COA). Dean has worked in the NCCCS since 2002 and has been at COA since 2006 where he began as an English Instructor before being promoted successively to Department Chair, Division Chair, Academic Dean, and SACSCOC Accreditation Liaison. Dean earned a Bachelor of Arts in English from the University of North Carolina – Chapel Hill, a Master of Arts in English from North Carolina State University, and a Doctor of Philosophy in Community College Leadership from Old Dominion University.
CCPRO Executive Committee Meeting September 2020
Minutes from the September 2020 Executive Committee Meeting.
Respectfully submitted, Michael Cobb
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CCPRO Executive Committee Meeting Minutes 9-18-20
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