8:00 - 8:30

8:30 - 8:45

Steve Wall, President, The ASSOCIATION of Washington Community and Technical College Administrators
Valerie Hodge, Professional Development Co-chair, The ASSOCIATION
Laurie Clary, Professional Development Co-chair, The ASSOCIATION

8:45 - 9:45

George Copa, Director, New Designs for Learning, Oregon State University

10:15 - 11:00

A.

With the focus on customer service, performance based measurement, and quality improvements, redesigning business processes has become a management imperative. Adding the increasing pace of technology innovation transforms this management imperative from a discrete event, and/or project based requirement into a continuous mode of management.

Failing to employ redesign business processes on a continuous basis sets the stage for any organization to fall further and further behind the service and cost of service power curve. Working faster and harder will no longer compensate for the lack of the exponential improvements that can be attained by redesigning business processes.

Fortunately, Business Process Redesign isn’t magic. It is the merging of a set of business practices such as cost accounting, management science, systems analysis, industrial engineering, human factors, and quality circles into a structured methodology. Any organization has the potential to become ‘Best of Breed,’ by redesigning the way they get work done. Incremental improvements are nice, but leapfrogging your competitors (and yourself) is vital for survival in today’s fast paced world.

B.

This presentation will address a process for designing new and renovated learning environments (facilities and technology) for community and technical colleges. Innovative environments will be presented, drawing on research and best practices in the United States and other countries.

C.

- Molly Brasfield, Assistant Director, Center for Extended Learning, Highline Community College

- Steve Fenton, Director WorkSafe Institute of Washington, Highline Community College, Highline Community College

- Will Stedman, Technical Training Coordinator, Highline Community College

This panel presentation will stimulate your creative thinking about entrepreneurship in the community and technical college system. You'll see three recent examples of best practices that will leave you energized and ready to implement new entrepreneurial programs at your own institution. The presentation will cover some of the local, regional, and international entrepreneurial efforts of Highline Community College as well as some key marketing principles employed by the college.

D.

In the 1980s and early 90s, large organizations - private and public, for-profit and non-profit - spent fortunes to promote creativity, new product development and administrative efficiencies. Promoting intrapreneurship (intra-company entrepreneurship) became a popular tool for executives trying to accelerate their product life cycle, retain young talented and entrepreneurial managers, and create new ways of conducting routine business functions. Now, new technologies, organizational cultures and relationships to the market make it easy for any organization to be intrapreneurial. This session will explore how the changing workplace has made intrapreneurship a more common organizational skill, and what leaders can do to imbed these skills in their own organization.

A.

The rapidly changing technology, economic and employment market we are facing requires us to constantly look at how we are doing our jobs and conducting business. It requires frequent software updates, new procedures, new business relationships and sometimes dramatic overhauls of processes and/or systems. It requires flexibility and imagination and creates a lot of extra work. How do we help people want to take on new ways of doing business? Instead of saying WHY ME?, can we get them to say ME TOO! This session will focus on leadership strategies that develop employee enthusiasm for change and improvement.

B.

The presenters will describe their college's efforts and strategies to make recruitment and retention an institution wide priority.

C.

Most large organizations, including colleges, operate with systems designed to encourage stability, predictability and control. That minimizes risk, but it also often makes it difficult for spontaneity and new ideas to flourish. Effective intrapreneurship-entrepreneurship within a larger organization creates an environment in which innovation emanating from all parts of the institution can thrive. This interactive session will focus on nine steps, based on experience and research, that are integral to create a successful intrepreneurial college environment and culture.

D.

As community and technical college administrators, we are called on now more than ever to diversify our funding base and to create programs which recover part or all of their costs. Join us to look at successful models from Oregon to Australia, and to discuss the leadership skills, styles and structures needed for effective encouragement and support of these entrepreneurial efforts.

Lunch

Concurrent Sessions

A.

UW Financial Management has been successfully using quality improvement principles and practices for 10 years to improve work processes and serve customers (students, faculty, donors, etc). This presentation will describe various aspects of this approach, including Financial Management's focus on leader and employee development and recognition, process improvement, and strategic planning. Ideas on how to make this work for your department or institution will be offered.

B.

Learn about GEAR UP, a partnership between K-12, community based organizations and the community colleges. GEAR UP is aimed at enhancing the readiness for underprepared students so they can go on to successful post secondary experiences.

C.

The purpose of this highly interactive presentation is to review the projects initiated by one community college to produce systemic change and become a "learning college". This session stresses the importance of creating a climate of trust in which people can lead and fail without recrimination. Movement toward a vision-driven "learning college" requires that confining rules and regulations be de-emphasized in favor of values, vision and variety - a concept that not everyone is able to easily embrace. Also stressed is the essential role of technology in achieving a learning college. Participants will leave with practical information about initiating and sustaining similar projects on their campus.

D.

- Katherine Riley, Dean Continuing Education/Economic Development, North Seattle Community College

- Ben Sherman, Director of Support Services, Bellevue Community College

"If it's not broken, break it!" Join this unusual discussion on practices and policies that do not work, yet seem to stand the test of time. Bring your own peeve to discuss in this spirit of honest inquiry, and bring a suggested idea for improvement as well. A better way begins with us.

2:15 - 2:30

Concurrent Sessions

A.

Most government and educational organizations have processes that have become "overgrown". Information is collected, paperwork filled in, boxes checked, and staff "checks the checkers." What value is created at each step in a process? How is the information used? Are the intended results or outcomes being achieved? This presentation will provide an overview of what works (and does not work) when an organization takes on process improvement. The session will provide ideas to consider and pitfalls to avoid in successful process improvement initiatives.

B.

Dee Hock, founder of Visa, coined the word 'chaordic' to describe a world that combines chaos and order. This session will look at the research and development of a student management system which attempts to meet the demands inherent in the chaordic universe of today's students.

C.

D.

- Helen Malone, Chair, Community Colleges of Spokane Board of Trustees

- San Juana Gonzalez, Pacific Northwest Bank, Yakima Valley Community College Trustee

What is entrepreneurship in today’s market? Why should community and technical colleges be involved in it? In contemplating our role in entrepreneurship — are there limits to what we should be involved in — are there inappropriate or unwise ventures? If so what are they, and how can we maintain a balanced perspective in this arena?

What are the districts currently doing that you view as "right on the mark"?

Come and hear the Board of Trustees answer these questions and many more.