The Fall 2011 semester task forces launched on Monday, August 22nd with presentations and team exercises throughout the day. This semester the structure of the task forces will be different than they were during our first semester of Reinvention. At the end of the Spring semester we discussed with team members and managers, departments with which we worked, faculty and others how the work went and what changes should be made for the Fall. We received a lot of great feedback from many sources;
- Faculty members who suggested that technology should not be a separate task force since technology should be applied to help solve issues around student services, instruction, etc. that should come from other task forces
Internal and external stakeholders who suggested that our large number of teams and team members resulted in more, smaller ideas rather than large strategic solutions (more “singles,” fewer “home runs”)
Team members who indicated that we suffered from a high degree of overlap between task forces, creating areas of confusion/missed opportunities for synthesis and that it was difficult to balance all roles within a team – i.e. outreach, execution, problem solving, etc.
Team leaders and others who proposed that we would benefit from greater cross-task force collaboration
Departments that indicated our need for a better way to set consistent priorities for colleges and teams – particularly as it relates to implementation – in order to mitigate change fatigue and lack of consistency
In addition to all of this great feedback we needed to address our ability to balance the continuation of our task forces’ new idea generation with our need to work on implementing recommendations from the Spring task forces. We worked throughout the summer to come up with a structure designed to be much more effective at addressing all of the issues that were raised.
Our first modification was to clearly distinguish between the continued work of the task forces and the need to conduct implementations. To that end we’ve divided our efforts into Discovery and Delivery. Discovery (idea generation) will continue to be the work of the task forces. Their charter is to:
- Continue to discover: (a) what are CCC’s biggest challenges and (b) what is the proposed path forward
- Continue refinement of ideas proposed thus far
- Lead general problem solving and strategy conversations across the district
- Work on communicating findings to internal and external groups
Delivery (Implementation) teams will be responsible for:
- Taking implementation-ready ideas and driving to completion
- Preparing project plans, milestones, resource requirements, etc.
- Providing ongoing updates on status of delivery project
- Focusing more narrowly on portfolio of “Delivery” projects rather than whole scope of CCC issues
We’ve adopted this new structure for the Fall semester and will evaluate the results again at the end of this semester, seeking additional feedback in an effor to continue to improve our processes.
So, what does this new structure look like? On the Discovery side, rather than the set of task forces that got the ball rolling and identified over sixty recommendations we’ll have a new set of task forces, each with a more focused charter. The new task forces are
- Career & Academic Program Pathways
- Teaching & Learning
- Student Services & Support
- Processes, Operations & Governance
In addition to the task forces, there will be five service areas of concentration each of which will span across all four task forces. These service areas will allow for increased participation and collaboration between task forces and internal and external stakeholders. Additionally, they’ll improve cross-task force collaboration. The service areas of concentration are:
- Adult Education
Here’s what the task force structure looks like:
For Delivery projects, teams will be led by a combination of Delivery Project Team Leaders from the Center for Operational Excellence and/or individuals at colleges. Delivery team members will be assigned based on specific projects and where they are being implemented.
We look forward to using this new structure to better engage with everyone who has an interest in the Reinvention efforts underway at CCC.
– Scott Martyn, Executive Director, Center for Operational Excellence