Mercy College Strategic Event Proposal - Nibejukairo Consulting

Team Blend Event Proposal

June 28, 2015
Anguilm, Elfring, Hiller, Jimenez, Shibley
Proposal Video

Niccole Anguilm: nicoleanguilm4@gmail.com

Kyle Elfring: elfringkc@gmail.com
Juliana Hiller: johanahiller@gmail.com
Beatriz Jimenez: beatriz.jimenez.guzman@gmail.com
Robert Shibley: Robert.g.shibley@gmail.com

Executive Summary
This document is a Collaborative Event Proposal, which details the current setting of Mercy
College of Ohio using the four elements of DVFS > Resistance formula. The sum of the four
elements should be larger than the resistance for the strategic plan to achieve the intended results.
The objective of this proposal is to maintain accreditation from the Higher Learning Commission
and to continue offering certificates and degrees to its students by updating the Strategic Plan.
Mercy College leadership is looking for a way to actively involve and engage the the college
community in the planning process and also seeking assistance from an outside consultant.
Based on the available information from college resources and the initial meetings with members
of the college community, Nibejukairo started this proposal by presenting a purpose as well as
outcomes to develop a strategic plan and to identify the level of stakeholders involvement.
Using the change models of Appreciative Inquiry and World Cafe, a proposed design of
activities has been outlined. Nibejukairo believes that if this design is followed, a strategic plan
will be successfully created and implemented by an engaged Mercy College, while meeting the
requirements for the Higher Learning Commission, and setting the college on a path to meet the
identified goals.
At the end, an evaluation will be presented to participants to measure the impact of the efforts.
Nibejukairo has prepared best pricing options to achieve the desired mission for Mercy College.
To best serve Mercy Colleges need, Nibejukairo has also included the profile of the consulting
team, as well as a brief summary of the methods used to meet the needs of Mercy College.

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Table of Contents
Executive Summary .................................................................................................................... 1
Setting ........................................................................................................................................ 3
View of the Current State of the System ....................................................................................... 4
Introduction ............................................................................................................................. 4
DVFS > Resistance ................................................................................................................... 4
Map of Current System .............................................................................................................. 4
How well are collaborative events managed currently? .................................................................. 5
Purpose ...................................................................................................................................... 7
Outcomes:................................................................................................................................ 7
Stakeholders ............................................................................................................................... 8
Design the Event ......................................................................................................................... 9
Summary Design .......................................................................................................................10
Phase 1: Alignment ..................................................................................................................10
Phase 2: Collaborative Event .....................................................................................................12
Phase 3: Wrap-Up ....................................................................................................................14
Phase 4: Follow Up ..................................................................................................................15
Assess Impact (Evaluate) ............................................................................................................16
Terms and Conditions:...............................................................................................................18
Option A: Phase I.....................................................................................................................19
Option B: Phase I + Phase II & III..............................................................................................19
Option C: Phase I + Phase II & III + Phase IV .............................................................................19
Joint Accountabilities.................................................................................................................20
Conclusion.................................................................................................................................21
Consulting Approach .................................................................................................................22
Biographies of the Team.............................................................................................................23
Appendix ...................................................................................................................................25
Detail Agenda .........................................................................................................................25
Phase 1: Alignment ...............................................................................................................25
Phase 2: Collaborative Event .................................................................................................29
Phase 3: Wrap-Up ................................................................................................................32
Phase 4: Follow Up ..............................................................................................................33
Recommended Reading.........................................................................................................34
Evaluations: .........................................................................................................................35
Bibliography ..............................................................................................................................36

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Setting
With a heritage of more than 100 years, Mercy College of Ohio has created a well deserved
reputation on nurturing and forming professionals on the healthcare arena.
In order for this educational institution to continue to be relevant and to thrive in an increasingly
competitive market, the executive leadership recognizes the need to implement change in order to
maintain the ability to compete in the market of higher education.
Some of the factors involved in remaining competitive are: offering masters degrees in the
healthcare field, expanding the number of undergraduate courses, and maintaining accreditation.
One requirement of the accreditation process is to update the Colleges Strategic Plan. As the needs
of the College have changed, the current strategic plan needs to be revised. In this revision process,
the College and its leaders would like to better engage the community as a whole and actively
engage its stakeholders in determining the strategic vision of success for the College. This revised
Strategic Plan must be completed by September 11, 2015, for a Higher Learning Commission site
visit in November 2015.
Nibejukairo OD consultants, will work with select members of Mercy College faculty,
administration and executive management to plan and conduct a whole system change and
collaboration (WSCC) event.
Inside this document is a detailed picture of the current state, the purpose and outcomes for a
collaborative strategic planning event along with identified groups who will be involved, and the
design of an event that will accomplish the purpose and outcomes, This will also include ways to
evaluate the impact of the event, as well as the team's approach to planning this event.

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View of the Current State of the System

Introduction
The goal of the strategic planning event will create a vision that the College community can
support, including the staff, administrators, students, alumni and community members. We
envision creating excitement around the future which motivate the stakeholders to act to make
this vision a reality. For this to occur, the following change formula must be true:
DVFS > Resistance
D: Dissatisfaction: Shared vocalizing the shared areas of disagreement and dissatisfaction
V: Vision: Shared vision for a desired future state
F: Clear, accountable and actionable next steps towards the larger vision
S: Support mechanisms in place
The sum of the four above elements must be greater than the resistance for the strategic plan to
achieve the intended results. The current system section of the proposal will outline where the
current system falls along the lines of the change formula.
Map of Current System
Commu
nity
Faculty

Alumni

Regional
Bishop
Board
of
Desig
n

Student
s

Leaders
hip

Administr
ation

College
Foundati
Board of
Regents

The current system of stakeholders is mapped out above. The group highlighted in red, the
leadership board and and limited administrative representation, were involved in developing the
existing strategic plan. The goal of the next strategic session will be to be inclusive of all above
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mentioned stakeholder groups to ensure the right perspectives are taken into account in plan
development, and to build engagement from all stakeholders.
How well are collaborative events managed currently?
Mercy College has shown its support for collaborative change through community partnerships
and the family-like culture fostered in current and past Mercy students. A key example of the
community engagement is Mercys partnership with the Padua Center which is an organization
in the community surrounding Mercy that works to help underperforming school-age youth
through education, counseling, support and community involvement. Through Padua, students
learn how to apply ethics in healthcare, develop relationships with families in need, and grow not
only academically, but as citizens. The Padua partnership is one example of how Mercy College
gives back to the community. Mercy students are active in mentoring and service learning to
help run the center. Other ways Mercy has been collaborated locally to improve the community
include: creating a local park, hosting outdoor music programs, and sponsoring an art walk.

Increased collaborative change efforts would have a positive impact in the ways in which Mercy
communicates with all stakeholders, improving alumni relations and identifying opportunities for
growth through collaborative events. Things to consider include supplementing or replacing
existing print newsletter with updated media including things such as: a website, E-paper,
Facebook or Twitter to try to engage and people and promote interaction. More effective
communications will play a large role in the first steps (F) and supporting structure (S) of the
strategic plan.
Increased collaboration and relationships with alumni would help increase giving programs,
enhance the reputation of the school, and impact the placement rate of graduates. There is
opportunity to connect current students and alumni through mentorship programs or through
social media groups. Without a clear vision of successful alumni partnerships, the College is
limited on how to approach the first steps (F) or how to support structure necessary for change
(S).
Mercy College held a collaborative strategic planning event, the Galveston event, in 2009.
Although the administration, faculty and staff were included in this event, the leadership team
had already made key decisions before this event. Some members of the faculty and staff
provided feedback that indicated they felt that their input was not valued or taken into account.
Things to be aware of going forward include: Not involving the whole system in the strategic
planning process of developing a shared vision (V), Failing to launch the strategic plan through a
proper communication plan that ensured all parties impacted supported the plan (S), and their
role in executing the plan (F). Although the plan was visually appealing, it seemingly only

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addressed the key challenges that the president saw the College facing at the time that the plan
was created.
Mercy College is in a strong position to build on the community and student engagement, and
can benefit by developing a vision which includes collaboration with alumni, departmental
evaluation, and involvement and ownership in future planning events. Students feel a deep
connection to the College and community, often returning to complete continuing education
programs. The College also has excellent relationships with local community members. There is
a degree of skepticism on the part of the faculty and staff regarding the effects of potential
evaluations or whole scale planning initiatives. There is dissatisfaction (D) with the current
evaluation process, but not enough to support full change.
The results of the previously conducted collaborative event are not as good as the College had
hoped. The existing strategic plan has not been executed and, although many of the
administrators, faculty and staff are aware that the strategic plan exists, they indicated they are
not aware of the details of the plan or its impact on their work. The collaborative event failed a
shared vision with collective ownership. Many participants clearly communicated that they did
not feel involved in the planning process, nor was their feedback taken into consideration. As a
result, the staff, administration, and faculty should be given an assurance that their input will be
taken into account within the next collaborative planning session (V). Additionally, if their role
in the process has a greater impact on the outcome, they may feel less resistance to the process.
Mercy College has the foundation for an impactful and effective strategic vision, but will need
support to ensure the right elements are in place for the strategic vision to be executed.

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Purpose
The purpose is to enable Mercy Colleges Ecosystem to thrive and grow through transformation
into a sustainable health care and learning center of excellence. Through a collaborative event at
Mercy College of Ohio, a plan for a shared future for Mercy College of Ohio will be created that
inspires the Mercy College community to own, participate and lead in the continual improvement of
the Colleges future. whole system intervention.

Outcomes:
Meet Higher Learning Commission accreditation requirements
New opportunities identified for Mercy College community partnerships - through hospital,
students, faculty and local businesses.
Strategic Plan that provides aligned actions in S.M.A.R.T. format
Closer relationships with alumni
Sustainable action plan for strategic plan execution by engaging all stakeholders to produce
commitment
Communication plan to engage and inform college community
Increased alumni giving to support Mercy growth
Plan to Celebrate the College's Centennial anniversary
Plan to ensure Mercy College remains competitive in the higher education market
Plan to maintain sustainable fiscal solvency
Plan to identify and expand relevant and adaptive academic programs
Marketing plan to appeal to larger pool of prospective students

To offer credible programs, colleges such as Mercy must receive accreditation in order to award
certificates and degrees. Many educational facilities are accredited by several agencies based on the
programs offered, and Mercy is accredited by ten different commissions. Most of these
accreditations serve individual programs, but one serves College the as a whole, and that is The
Higher Learning Commission.
In order to maintain the accreditation, Mercy must meet certain criteria set forth by the commission.
This criteria includes having several key core components of the College documented. These
components include a mission, the College's integrity (ethical and responsible conduct), teaching
and learning services along with quality, resources, and support, process for teaching and learning
evaluation and improvement plans, and resources, planning tools, and overall evaluation if the
institutions effectiveness. Strategic plans typically serve as a way to present this criteria to the
commission, and once accredited, these plans must be updated on a continuing basis, and be audited
by the commission to maintain accredited status.

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Stakeholders
Using the RACI Model (Responsible, Accountable, Consulted, Informed) below are the
identified stakeholders as Mercy College develops its new Strategic Plan.

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Design the Event

You can choose to between:

Phase I,
Phase I + Phase II & III
Phase I + Phase II & III + Phase IV
Full Detail Agenda available in appendix

Page 9

Summary Design
Phase 1: Alignment
Session 1
Duration

4 Hours

Purpose:

Gather information needed to create strategic plan by performing

internal and external Mercy College environmental analysis

Who:

Leadership Team, 20

Summary:

We will divide the leadership members in 4 max mix teams. Leaders

will be facilitated through a internal and external environmental
analysis of Mercy College to determine the strengths, opportunities,
weaknesses and threats.
Agenda

4 days before event

Give participants Level 2 evaluation

8:00 - 8:15

Welcome and introduce results of evaluation

Icebreaker

8:15-8:45

Split into teams and Introduce VIRO analysis model

See VIRO details in appendix

8:45 -9:30

Teams analyze current resources

9:30 - 10:00

Group come back together and discuss groups resource analysis

10:15-11:00

Split into new teams and introduce SWOT Analysis Framework

See SWOT details in appendix

11:00 - 11:30

Group come back together and discuss SWOT

11:30 - 12:00

Wrap up and discuss agenda for session 2. Complete Evaluation

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Session 2
Duration

4 Hours

Purpose:

Create a DRAFT Strategic Analysis and align on the purpose and

participants for collaborative event

Who:

Leadership Team

Summary:

This session will begin by reviewing the outcomes of Session 1 and

highlighting images and key concepts. Teams will then use
information gathered in Session 1 to draft a strategy and a 2 page draft
design document. Once design complete, leaders will review and
provide feedback on collaborative session design plan and
participants.
Agenda

8:00 - 8:30

Welcome & Review Session 1 outcomes and Session 2 Goals

8:30-8:40

Introduce Strategy document framework

8:40-8:45

Split into new mix max groups at tables, ensuring leaders are working
with leaders of other departments

8:45 -9:30

Teams discuss Vision: The dream

9:30:10:15

Teams discuss Mission

10:15 - 11:00

Goals and Principles of Mercy College

11:00 - 11:45

Discuss Collaborative Event Purpose, Agenda & Stakeholders

11:45 - 12:00

Wrap up and invite to full day session. Ask participants to take Level
1 evaluation

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Phase 2: Collaborative Event

Design Team Work
Duration

4 Hours

Purpose:

Collaborate with representative sample of the collaborative event

participant list to finalize purpose, outcomes and agenda for
collaborative session

Who:

Representative microcosm of participants identified in Phase 1 by

leadership team

How:

Two (2) 2 hour working sessions at Mercy College

Full Day Strategic Planning Session

Duration

8 Hours

Purpose:

Create a collaborative Strategic Plan that is customized to the culture

and language of the institution and Mercy community.

Who:

Leadership Team + additional stakeholder groups identified in RACI

chart in Phase 1, Session 2. Color coded name tags depending on
stakeholder group.

How:

Gather group at tables in large room for a day of discovery &

collective dreaming and designing
Agenda

4 days before event

Give participants Level 2 evaluation

8:00 - 8:30

Welcome & Introduction to Strategic Planning

8:30-9:00

Icebreaker: Everyone share with pre-assigned max mix tables:

9:00-10:00

Identify key themes of dissatisfaction in groups

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10:00 - 10:15

Whole Group Prioritization of Dissatisfaction themes

10:15-11:15

Discovery success themes: Tell Your Story

11-15-11:30

Break & Switch Mix Groups (Max Mix)

11:30 - 12:30

Dream: Vision for Future in stakeholder groups

12:30 - 1:30

Lunch

1:30 - 2:30

Leadership share Strategic Plan DRAFT & Design Aligned Future

2:30 - 2:45

Mix Groups (Max Mix) & Introduce GAP Analysis

2:45 - 3:45

GAP Analysis between vision and current reality

3:45- 4:15

Strategic Plan Finalization Next Steps & Communication Plans

4:15 - 5:00

Groups share create and share individual Commitment to vision

After event

Distribute Level 1 and Level 2 evaluation

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Phase 3: Wrap-Up
The Plan
Duration

4 hours

Purpose:

Finalize Strategic Plan including implementation and communication

strategy

Who:

Leadership Team

How:

Leadership will finalize strategic plan using world cafe method to

ensure all perspectives are heard.
Agenda

8:00 - 8:15

Recap of Strategic Planning Event

8:15 - 10:00

Round table group discussions to determine implementation and

communication plans for each agreed upon objective (World Cafe)

10:00 - 10:15

Break

10:15-11:00

Create a P.L.A.N. detailing how final Strategic Plan will be

communicated to the community.

11:00 - 11:30

Identify Strategic Plan Leader / spokesperson who will coordinate

implementation, communication plan and quarterly follow-up.

11:30 - 12:00

Closing - How I am / we different today versus yesterday

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Phase 4: Follow Up
Check In Meetings
Duration

2 hours

Purpose:

Group Leader's / Objective Owners will present an update of the goals.

Who:

Leadership Team + Each Spokesperson representing each group will

show the update of the goal.

How:

The Leadership Team will create a scorecard to efficiently check in on

strategic plan implementation in a quick, objective and standard
fashion. Scorecard will be shared with Campus Community.
Cadence: 30 day, 60 day, 90 day, quarterly thereafter.
Agenda

8:00 - 8:15

Welcome

8:15-9:30

10 - 15 minute report out from Group Leaders / Objective Owners

9:30-10:00

Start/Stop/Continue Discussion & Recap Next Steps

10:00-10:15

Celebrate Successes

10:15-10:30

Wrap-up and distribute communication to Campus Community.

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Assess Impact (Evaluate)

Before, during and after the event, evaluations must take place to in order to assess the impact.
Using the evaluation method by Donald Kirkpatrick (Kirkpatricks Method), the evaluation should
start at the first design team meeting, and continue after the event and creation of the strategic plan.
Using this model and its results, Mercy College will be able to evaluate the success of the event,
teams, as well as the actions that resulted from the event and strategic plan.

Monitor

Reinforce

Listed above are the four levels of the Kirkpatrick Method with questions specific to Mercy College
of Ohio that can be used. These questions are only proposed, as the design team will set the initial
agenda, and the questions will vary based on the final direction of the event.
At the beginning of the first design team meeting, as well as the actual event, participants should
participate in the Level 2: Learning assessment. This will help set a baseline to compare future
evaluations against.
Following the strategic planning event, Level 1 and Level 2 evaluations should be administered to
all participants. This will get initial reactions to the current path and the format for the session, and
will provide some direction on best ways to communicate strategic plan.

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Approximately two to three months after the event, we recommend that Level 3 surveys be sent to
the participants and key Mercy College community members. This will help measure the colleges
engagement and motivation towards the strategic plan initiative set forth during the event.
Finally, we recommend that Level 4 should be evaluated on a continuing basis (monthly, quarterly,
yearly) to evaluate progress on the goals of the strategic plan.

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Terms and Conditions:

Options

Option A:
Phase I

Option B:
Phase I + Phase II & III

Option C: Phase I +
Phase II & III + Phase IV

Focus

Survival: Guided
Framework

Facilitated Framework &

Implementation

Benefit

Facilitated strategic
planning session with
leadership team. Full
internal and external
SWOT analysis applied. 2
Facilitators (8 Hours each)

Same as Phase I, but includes fullyIncludes Phase I + Phase II

facilitated whole systems
& III, also includes quarterly
collaborative full day strategic
interventions to ensure
planning session and facilitated strategic plans are being
action planning sessions. 2
implemented and adjusted as
facilitators for 2.5 days, 2
necessary. Goal to enable
facilitators for 1 full day. Includes leaders to self-maintain
strategic planning launch
strategic alignments post 12
communication strategy.
month contract. Includes 18
month launch,
implementation and
progress reporting
communication strategy.

Potential
Risk

Limited involvement in
planning risks limiting
commitment by the rest of
the Mercy College
ecosystem in the plan, and
lack of structure around
change sustainment
planning (human resource
time, communications,

A required part of a successful

As noted in joint
change is resources to normalize accountabilities, Mercy
new behaviors. By not allocating College owns
resources to sustaining change
implementation, but with
(human resource time,
consultant support, Option C
communications, etc.) there is
presents the least risk in
increased risk in not sustaining the relapsing strategic
strategic plan changes.
implementation.

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Complete Thriving
Implementation

etc.) risks long term

success.
Timeframe

3 month

6 month

18 month

Cost

$18K
50% disc.: $9K

$60K
50% disc: $30K

$80K
50% disc: $40K

Option A: Phase I
Timeline:
July: Phone call with design team
Aug: Session #1 & #2
Sept. 11: Final Strategic Plan Delivered
Cost: The 50% fee discount is a non-profit discount offered through Nibejukairo consulting.
Option B: Phase I + Phase II & III
Timeline:
July: Phone call with design team
15 Aug: Phase I & Design Team
30 Aug: Phase II & III
Sept. 11: Final Strategic Plan Delivered
Cost: The 50% fee discount is a non-profit discount offered through Nibejukairo consulting.
Option C: Phase I + Phase II & III + Phase IV
Timeline:
15 July: Phone call with design team
31 July: Phase I & Design Team
August: Phase II & III
11 September: Final Strategic Plan Delivered
Dec 2015--Dec 2016: Phase IV
Cost: The 50% fee discount is a non-profit discount offered through Nibejukairo consulting.

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Joint Accountabilities
Mercy College of Ohio will provide a project leader who will be consistently involved with the
event and its planning, and will act as the primary contact for Nibejukairo.
Mercy College of Ohio will provide Nibejukairo with reasonable access to key members of the
campus leadership team, faculty, staff, and campus community as appropriate for the scope of the
project.
Mercy College of Ohio will be responsible for scheduling of meetings, obtaining necessary
facilities, equipment and related support for meetings.
Mercy College responsible for long term implementation and sustainment of strategic plan
execution. Nibejukairo will provide expertise and guidance for development and deployment of
collaborative strategic planning process.

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Conclusion
The goal of this event proposal is to identify a collaborative process to create a strategic plan for
Mercy College. The plan will ensure Mercy College is relevant and competitive in the higher
education market at both its campuses. Mercy College will develop a strategic plan by September
11, 2015 and share their vision with the Higher Learning Commission in November 2015.
Mercy must receive and maintain regional accreditation in order to award certificates and degrees.
Many educational facilities are accredited by several agencies based on the programs offered, and
Mercy is accredited by ten different commissions including the Higher Learning Commission.
In order to maintain the accreditation, Mercy must meet certain criteria set forth by the commission.
This criteria includes having several key core components of the College documented. These
components include a mission, the College's integrity (ethical and responsible conduct), teaching
and learning services along with quality, resources, and support, process for teaching and learning
evaluation and improvement plans, and resources, planning tools, and overall evaluation if the
institutions effectiveness. Strategic plans typically serve as a way to present this criteria to the
commission, and once accredited, these plans must be updated on a continuing basis, and be audited
by the commission to maintain accredited status.
The design of this strategic plan relies on the Appreciative Inquiry method to engage stakeholders
from Mercy College and the local communities in a full day seminar. This seminar will be a forum
to align on on Differences, Values, Future next step, and Support (DVFS).
Long Term Implications: The potential long-term implications of this project are:
Maintain regional accreditation
Increased number of undergraduate degree programs offered at both the Youngstown and
Toledo Campuses.
Increased enrollment
A better relationship with local communities
An administrative staff, faculty and student body that is more engaged
Better connection with alumni which will produce increased financial support and job
placement opportunities for graduates
The consulting team is committed to facilitating a path towards success for Mercy College as we
identify ways and means to maintain regional accreditation which will pave the way for increased
undergraduate programs, the creation of a graduate college, foster and maintain a strong
relationship with the local communities and increase engagement with alumni.

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Consulting Approach
Nibejukairo Consulting, Inc., was previously Niro Consulting, Inc., founded by Rob Shibley and
Nicole Anguilm in 2008, who were from the same cohort of Master in Organization Development
(MOD) program in BGSU, OH. Using Rob and Nicoles first two letters of their first names, Niro
Consulting firm was established. Equipped with their knowledges, skills, and abilities, they both
shared the need for an innovative consulting firm that is based on an inclusive voice to align an
organization for its shared mission, vision, and goal.
In 2014, at the Organization Development Summit by Nexus4Change in Clearwater, FL., Niro
Consulting firm onboarded three more talents with valuable background; Beatriz Jimenez, Kyle
Elfring, and Juliana Hiller. These talents were recommended by MOD alumni to Niro Consulting
firm to better serve the growing diverse population. With Rob and Nicoles recommendations, these
talents joined MOD program early this year, and Niro Consulting firm updating its name to
Nibejukairo Consulting, Inc.
Nibejukairo serves the diverse organizations ranging from profit to nonprofit and from
governmental to commercial setting, including community town hall meetings. Our mission has
always ready to serve an inclusive world-class collaborative change methods to enhance employee
engagement, alignment, and accountability. Nibejukairo appreciates diversity and inclusion as these
elements represent the population that we serve. In addition to this, Nibejukairo values the
relationship with the community and connection with MOD alumni for continuous development
opportunity. We strongly recommend to view the following examples in order to have a better sense
of our approach that incorporate inclusion (all voices are heard) as a crucial part to better engage
employees.
Some examples of our work:
Bank of America: https://youtu.be/HDNg4MXtEwU
Richmond Savings: https://youtu.be/IpK_GhpXgyo

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Biographies of the Team

Nicole Anguilm
Co-founder, VP, and Partner, Nibejukairo Consulting. VP Corporate
Communications. Specializing in developing world-class communications for
nonprofit, education and health-care industries. Nicole develops communication
strategies that promote, enhance and protect the organization's strategic values and
brand representation. She has experience with both internal and external
communication strategies, including developing, integrating and implementing a
broad range of public relations activities relative to the strategic direction and
positioning of an organization and its leadership. Nicole has experience across communication
vehicles, such as web, newsletters, live speaking engagements, media and public relations, as well
as social media. Nicole has her BA in Economics and Management from Albion College and a
Masters in Organizational Development from Bowling Green State University.

Juliana Hiller
HR/ Organization Development Consultant. Juliana is multilingual, speaking the
languages of Bahasa/Indonesian, Chinese dialect - Hokkien, and conversational
Mandarin Chinese. She is part of Class 2016 Masters in Organizational
Development program in Bowling Green State University (BGSU). She also
obtained her BA in Psychology with a minor in general business through BGSU.
She is experienced with prioritizing project management and working with a crossfunctional team in a non-profit organization setting or a governmental organization
setting on strategic planning, team effectiveness, and change management. She also supports
Human Resources /Organization Development (HR/OD)with training, coaching and mentoring HR
talents to grow their Organizational Effectiveness. Previously, Juliana came from the service and
hospitality industry for over five years.
Kyle Elfring
A Partner with Nibejukairo Consulting, Kyles background is in Human
Resources, spending most of his career in the manufacturing setting for
consumer goods products in both for and not for profit organizations. He has
specialized in HRIS systems management, process improvement, employee
benefits education and communication. He has a Bachelor's Degree in Human
Resource Management from Tiffin University, in Tiffin Ohio, and is currently
pursuing his Masters Degree in Organizational Development.

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Robert G Shibley
Co-founder and Partner with Nibejukairo Consulting, Inc., Rob has over thirty
years experience working with large (over 50,000 employees) organizations
with a focus on organizational development and change. Robs experience
includes the successful application of change methodology in working with
U.S. Government contracting, major financial institutions and two of the Big
Three companies in the American automobile industry. Rob has a Bachelors
degree in business with a minor in organizational leadership from the Ohio State University, and a
master degree in organizational development and change from Bowling Green
State University.
Beatriz Jimnez:
Partner with Nibejukairo Consulting. Beatriz has more than twenty years of HR
experience with Global companies involved in a diverse type of activities that
include between others a manufacturing plant startup, learning and applying the
Toyota Production System elements ( learned directly at NUMMI), extensive
union contract negotiations, as well as talent management, and change
management initiatives. Beatriz is a certified MBTI Practitioner and Ontological
Coach. She speaks English ,Spanish and Portuguese and has experience working directly with seven
different countries in Latin America. Beatriz is currently living in the US and is enrolled in the
Bowling Green State University Graduate School of Business masters program in organizational
development and change with an expected graduation date of August, 2016.

Page 24

Appendix
Detail Agenda
Phase 1: Alignment
Session 1
Duration

4 Hours

Purpose:

Gather information needed to create strategic plan by performing

internal and external Mercy College environmental analysis

Who:

Leadership Team, 20

Summary:

We will divide the leadership members in 4 max mix teams. Leaders

will be facilitated through a internal and external environmental
analysis of Mercy College to determine the strengths, opportunities,
weaknesses and threats.
Agenda

4 days before event

Give participants Level 2 evaluation

8:00 - 8:15

Welcome and introduce results of evaluation

Icebreaker: Everyone share with tables:
Why did they first joined Mercy
Why they are still at Mercy?

8:15-8:45

Split into teams and Introduce VIRO analysis model

Split into teams of 5, max mix across college

8:45 -9:30

Teams discuss VIRO

Teams answer all questions for 2 sections of VIRO
Teams develop graphic representation on poster illustrating
key findings for each section
Teams select a spokesperson

9:30 - 10:00

Group come back together and discuss groups VIRO

Spokesperson for each group share back with group.
All groups share V poster, then I poster, and ongoing.

10:15-11:00

Split into new teams and introduce SWOT

Split into new team s of 5, max mix across college

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 5min: introduction to SWOT concept & share SWOT

handouts
30min: Teams create list for assigned section on posterboard
Each team select a spokesperson
11:00 - 11:30

Group come back together and discuss SWOT

Spokesperson for each group share back with group.
Put All Posters together in one area of the room

11:30 - 12:00

Wrap up and discuss agenda for session 2.

Recap day 1 progress
Share purpose and agenda for day 2
Closing Discussion: Ask everyone to share one thing that
surprised them about the day, and one new thing they learned
Distribute Level 1 Evaluation

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Session 2
Duration

4 Hours

Purpose:

Create a DRAFT Strategic Analysis and align on the purpose and

participants for collaborative event

Who:

Leadership Team

Summary:

This session will begin by reviewing the outcomes of Session 1 and

highlighting images and key concepts. Teams will then use
information gathered in Session 1 to draft a strategy and a 2 page draft
design document. Once design complete, leaders will review and
provide feedback on collaborative session design plan and
participants.
Agenda

8:00 - 8:30

Welcome & Review Session 1 outcomes

Share key themes identified in Day 1
Share changes to purpose or agenda based on evaluations
Share new agenda for Session 2
Share Purpose & Goals for Day 2

8:30-8:40

Introduce Strategy document framework

8:40-8:45

Split into new mix max groups at tables, ensuring leaders are working
with leaders of other departments

8:45 -9:30

Teams discuss Vision: The dream

Teams: 5 minutes to determine team statement
Write all vision statements on the board
5 min: Whole group voting
5 min: Wording adjustment conversation

9:30:10:15

Teams discuss Mission:

Teams: 5 minutes to determine team statement
15min: Write all mission statements on the board
5 min: Whole group voting
5 min: Wording adjustment conversation

10:15 - 11:00

Goals and Principles of Mercy College

Provide Goals handout
Provide principals handout
5 min: Each team discuss key goals Goals & Principles

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11:00 - 11:45

Discuss full day events;

Review & Confirm RACI and Design team participation
Confirm agenda

11:45 - 12:00

Wrap up and invite to full day session. Ask participants to take Level
1 evaluation

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Phase 2: Collaborative Event

Design Team Work

Duration

4 Hours

Purpose:

Collaborate with representative sample of the collaborative event

participant list to finalize purpose, outcomes and agenda for
collaborative session

Who:

Representative microcosm of participants identified in Phase 1 by

leadership team

How:

Two (2) 2 hour working sessions at Mercy College

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Full Day Strategic Planning Session

Duration

8 Hours

Purpose:

Create a collaborative Strategic Plan that is customized to the culture

and language of the institution and Mercy community.

Who:

Leadership Team + additional stakeholder groups identified in RACI

chart in Phase 1, Session 2. Color coded name tags depending on
stakeholder group.

How:

Gather group at tables in large room for a day of discovery &

collective dreaming and designing
Agenda

4 days before event

Give participants Level 2 evaluation

8:00 - 8:30

Welcome & Introduction to Strategic Planning

8:30-9:00

Icebreaker: Everyone share with pre-assigned max mix tables:

Name & Role
Why did they first joined Mercy
Why they are still at Mercy?

9:00-10:00

Understand Dissatisfaction
Goal: Identify key themes of dissatisfaction
Diagnosis of the organization current state
Activity: Mad, Sad, Glad on post its- 1 per table.
Spokesperson to report out and add to collective board

10:00 - 10:15

Whole Group Prioritization of Dissatisfaction themes

10:15-11:15

Discovery: Tell Your Story

- Can you tell a story to your groups of when your or your team
experienced one of these glad themes
- What did we have in common?
- What are some of the unique things you heard?
- What are the common themes among the stories?
- Whole group report out

11-15-11:30

Break & Switch Mix Groups (Max Mix)

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11:30 - 12:30

Dream: Vision for Future

Break into stakeholders groups
Develop stakeholder specific dream design
Panel to share stakeholders designs

12:30 - 1:30

Lunch

1:30 - 2:30

Design Aligned Future

Leadership : Show proposed strategic plan
Discussions:
What is aligned from group dreaming, what is
different from group
What needs to be added to the plan to make it
viable
What is missing from this plan that you
discovered in the story telling

2:30 - 2:45

Mix Groups (Max Mix) & Introduce GAP Analysis

2:45 - 3:45

GAP Analysis
Behaviors we need to keep
What behaviors we need to eliminate or create
What roadblocks does leadership needs to eliminate
Report out

3:45- 4:15

Strategic Plan Finalization Next Steps & Communication Plans

4:15 - 5:00

My Commitment:
What I will do to support this vision?
Whats my daily commitment for my day-to-day work?
What roadblocks does leadership needs to eliminate?
What success will look like?
Report out

After event

Distribute Level 1 and Level 2 evaluation

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Phase 3: Wrap-Up
The Plan
Duration

4 hours

Purpose:

Finalize Strategic Plan including implementation and communication

strategy

Who:

Leadership Team

How:

Leadership will finalize strategic plan using world cafe method to

ensure all perspectives are heard.
Agenda

8:00 - 8:15

Recap of Strategic Planning Event

8:15 - 10:00

Round table group discussions to determine implementation and

communication plans for each agreed upon objective (World Cafe).
Determine leader for each objective
Each round consists of discussing implementation and
communications strategy for identified objectives

10:00 - 10:15

Break

10:15-11:00

Create a P.L.A.N. detailing how final Strategic Plan will be

communicated to the community.

11:00 - 11:30

Identify Strategic Plan Leader / spokesperson who will coordinate

implementation, communication plan and quarterly follow-up.

11:30 - 12:00

Closing - How I am / we different today versus yesterday

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Phase 4: Follow Up
Check In Meetings
Duration

2 hours

Purpose:

Group Leader's / Objective Owners will present an update of the goals.

Who:

Leadership Team + Each Spokesperson representing each group will

show the update of the goal.

How:

The Leadership Team will create a scorecard to efficiently check in on

strategic plan implementation in a quick, objective and standard
fashion. Scorecard will be shared with Campus Community.
Cadence: 30 day, 60 day, 90 day, quarterly thereafter.
Agenda

8:00 - 8:15

Welcome

8:15-9:30

10 - 15 minute report out from Group Leaders / Objective Owners

9:30-10:00

Start/Stop/Continue Discussion & Recap Next Steps

10:00-10:15

Celebrate Successes

10:15-10:30

Wrap-up and distribute communication to Campus Community.

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Recommended Reading
SWOT:
http://www.mindtools.com/pages/article/newTMC_05.htm
VIRO:
http://www.strategicmanagementinsight.com/tools/vrio.html
Whole System Change :
https://www.gateshead.gov.uk/DocumentLibrary/council/pois/WholeSystemChange.pdf
World Cafe:
http://www.theworldcafe.com/method.html
Appreciative Inquiry:
http://www.gervasebushe.ca/the_AI_model.pdf
Presentation used in Proposal Video

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Evaluations:

Page 35

Bibliography
Eyre, E. (2015, June). Analyzing Training Effectiveness. Retrieved from Kirkpatrick's Four-Level
Training Evaluation Model: kpatrick.htm
Holman, P., DeVane, T., & Cady, S. (2007). The Change Handbook; The Definitive Resource
on Today's Best Methods for Engaging Whole Systems (2nd Edition). San Francisco:
Berrett-Koehler Publishers, Inc.
Mercy College of Ohio. (2015, June). History. Retrieved from Mercy College:
http://www.mercycollege.edu/about/history/

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