Development of STRATEGIC PLAN

through 2010 1

DEVELOPMENT STEPS

2

Strategic Plan Model Used Adapted from Peter Drucker’s model: 3

Tentative Timeline for Development 4

Developed Strategic Plan Questions Survey and focus group questions designed to: • Map to the components of a strategic plan (i.e. values, vision, mission, goals, etc.) • Be tailored to the specific knowledge and language of each stakeholder group 5

Strategic Plan Surveys • Students (current) • • Credit - 173 submitted Continuing Education - 60 submitted • Employees - 141 submitted • Community Representatives – 13 submitted • Board of Regents – 5 submitted 6

Focus Groups of Community Representatives & Board Held on February 4 th & 5 th Region XVI Service Center at • 113 invitations sent to CEOs, Board and other comm. Reps.

• 37 attendees participated 7

RESULTS

for Mission & Core Purpose from Surveys & Focus Groups 8

Credit Student Survey: MISSION

Strategic Plan Survey - STUDENTS (Current)

MISSION

2. What makes AC unique?

30% 25% 20% 15% 10% 5% 0% Faculty and Staff People Class Offerings Location Cost Small Class Size Uncategorized, No Answer, Not Sure Quality Negative Statements about AC 9

10% 5% 0% 25% 20% 15% CE Student Survey: MISSION

Strategic Plan Survey - CE

MISSION

2. What makes AC unique?

10

25% 20% 15% 10% 5% 0% Employees Survey: MISSION

Strategic Plan Survey - Employee

MISSION 5. What makes AC unique? 11

Board of Regents Survey: MISSION • • • • • • • • What makes AC unique?

I'm not sure `unique` is the right word, but AC does things better than many community colleges. It has excellent faculty and programs, especially workforce development and developmental level courses.

Dedicated leadership and faculty and community support.

Dedicated faculty and staff Having somewhat of a family atmosphere.

Location Affordability Ability to address current needs Willingness to respond to community needs, especially work force training.

12

60% 50% 40% 30% 20% 10% 0% Community Reps. Survey: MISSION

Strategic Plan Survey - COMMUNITY REPRESENTATIVES including Key Businesses & Industries

MISSION 5. What makes AC unique?

Course offerings Instructors Uncategorized, No Answer, Not Sure 13

Community Reps. Survey: CORE PURPOSE

Strategic Plan Survey - COMMUNITY REPRESENTATIVES including Key Businesses & Industries

CORE PURPOSE

2. If AC did not exist, how would your company be different?

40% 35% 30% 25% 20% 15% 10% 5% 0% Lack Availability Less Continuing Education Uncategorized, No Answer, Not Sure Lose Location Unable to advance/less job opportunities 14

Community Reps. Focus Group: CORE PURPOSE

CORE PURPOSE 2. If AC did not exist how would your company or organization be different?

Options for students would be limited Some families would not have access Community adversely affected How would we grow our workforce?

Individuals would not be able re-train/change Workers would have to move for good jobs Licensure Quality of workforce would be affected Higher education in economic downtown would not exist Cultural partners would not exist Literacy Employees would not have access to technical training Economic development of community would be impacted (negatively) Adaptable programs (workforce) to needs of employers/communities Responsive to demands of community Makes company/organization more successful Profound to medical communities Increased cost to organizations and would impact community/taxpayers 15

Community Reps. Focus Group: CORE PURPOSE

CORE PURPOSE 2. If AC did not exist how would your company or organization be different?

Loss of opportunity Lower college participation by high school grads Keep high school grads local Fewer CE programs Lower education level of workforce Lower opportunity level of workforce Reduces opportunity to recruit new business Impact retention of business & industry Tendency to under hire Recruiting-Nurses for workforce, Automotive Techs Technical training for work force needs Would have to find someone else to teach vital courses for workforce Less educated workforce (school, work, earnings) Quality of medical community would suffer Quality of graduates help with wages Lack of opportunity for AISD students High school students & graduation (DAC) Lack help for refugees & non-English speaking individuals Parents can go to AC with children 16

Board of Regents Survey: CORE PURPOSE • • • • • • • If AC did not exist, how would Amarillo be different?

Fewer affordable educational opportunities = lower college graduate demographic There would be large gaps in access to education, certificate programs, job training and workforce development. Unemployment would be adversely affected.

Could not attract business & industry (e.g. Bell Helicopter) There would be more difficulty in readily finding qualified people to do quality jobs or fill quality jobs.

Health care could not staff RNs, therapists, etc.

Quality of life would be diminished if AC was not there in partnership with the Arts and Cultural entities.

17

Employees Survey: CORE PURPOSE

Strategic Plan Survey - Employee

CORE PURPOSE

2. If AC did not exist, how would Amarillo be different?

40% 35% 30% 25% 20% 15% 10% 5% 0% Lack of Training/Education Fewer Jobs/Lower Economy Fewer cultural opportunities Uncategorized, No Smaller population Cost/Affordability Answer, Not Sure Other colleges would benefit 18

Credit Students Survey: CORE PURPOSE

Strategic Plan Survey - Students (Current) Core Purpose 1. If AC did not exist, how would your life be different?

70% 60% 50% 40% 30% 20% 10% 0% Increased Cost/Affordability Go to another Institution Go to WTAMU Lack of Instructional Quality Lack of Convenience Go to Online school 19

CE Students Survey: CORE PURPOSE

Strategic Plan Survey - CE

CORE PURPOSE

1. If AC did not exist, how would your life be different?

30% 25% 20% 15% 10% 5% 0% Unable to advance/less job opportunities Cost/Affordability Unable to go to school Attend another institution Uncategorized, No Answer, Not Sure Less opportunity to learn Go to WTAMU Take online classes 20

PROPOSED:

VALUES VISION CORE PURPOSE MISSION 21

Who Proposed These & Why?

• President’s Cabinet proposes the values, vision, core purpose & mission.

• Drafted after reviewing: • • the results of all survey and focus group answers and considering the environmental survey .

22

REVISING & VETTING

AC’s

MISSION

23

Why must the mission be vetted?

SACSCOC Core Requirement 2.4

: The institution has a clearly defined, comprehensive, and published mission statement that is specific to the institution and appropriate for higher education. The mission addresses teaching and learning and, where applicable, research and public service.

(Institutional Mission) SACSCOC Comprehensive Standard 3.1

: The mission statement is current and comprehensive, accurately guides the institution’s operations, is periodically reviewed and updated, is approved the governing board, and is communicated to the institution’s constituencies.

(Institutional Mission)

24

Why must the mission be vetted?

Ensuring Fulfillment of AC Board Policy:

1. A broad representation of the College stakeholders should have input regarding the mission to be sure that it represents AC.

Ensuring Fulfillment of SACSCOC Requirements:

2. Mission must include EVERYTHING (e.g. instruction and public service) that AC is doing to serve all of its stakeholders (i.e. students, community, employees, Board of Regents, etc.) 25

Why must the mission be vetted?

Ensuring Fulfillment of SACSCOC Requirements:

3. Must select effectiveness indicators for the mission. Once the mission is used, results from these effectiveness indicators must be produced regularly, used systematically in making decisions, and reported publicly.

4. When considering the revised AC mission, must be sure that AC reflects within the mission or elsewhere as instructed by the Board of Regents, how the current economic downturn and budget limitations will be reflected within AC’s mission.

26

Questions Considered in Vetting the Mission

MISSION

Amarillo College – enriching the lives of our students and our community.

Question #1:

Does this proposed mission statement must include EVERYTHING (e.g. instruction and public service) that AC is doing to serve all of its stakeholders (i.e. students, community, employees, Board of Regents, etc.)? IF NOT, what is missing?

27

Questions Considered in Vetting the Mission

MISSION

Amarillo College – enriching the lives of our students and our community.

Question #2:

Does it appear that the proposed effectiveness indicators for the mission will provide the answers necessary to determine annually whether AC is accomplishing its mission? If not, what is missing?

28

Questions Considered in Vetting the Mission

MISSION

Amarillo College – enriching the lives of our students and our community.

Question #3:

Does the mission statement indicate how the current economic downturn and budget limitations will aid AC in determining its scope of operations? IF NOT, what should the Board require of AC in making these determinations?

29

Who vetted the mission?

Existing Groups of Stakeholders:

• Students • Credit – Student Government Association (4/21/10) • Employees • Administrators Association (Requested – no response) • • • • Classified Employees Council (4/22/10) Faculty Senate (4/9/10) Listening & Learning – all employees invited (West Campus 3/22/10 & Washington Street campus 3/23/10) ITS Division (4/7/10) • Assessment & Development Division (4/8/10) 30

Who vetted the mission?

Existing Groups of Stakeholders:

• Employees (continued) • Administrators Association (Requested – no response) • • Classified Employees Council (4/22/10) Faculty Senate (4/9/10) • • • • • • • • Instructional Assessment Subcommittee (3/26/10) Non-Instructional Assessment Subcommittee (3/23/10) Listening & Learning – all employees invited (West Campus 3/22/10 & Washington Street campus 3/23/10) ITS Division (4/7/10) Assessment & Development Division (4/8/10) Continuing Education Division (4/19/10) Enrollment Mgmt. Division (4/26/10) VP Council (4/28/10) 31

Who vetted the mission?

Existing Groups of Stakeholders:

• President’s Cabinet • Reviewed “word-smithing” responses regarding proposed mission • • Decided to recommend the proposed mission to Board of Regents Decide to recommend an annual review of the mission at each June Board of Regents meeting • Board of Regents • Scheduled to approve/revise proposed mission at an August 2010 BOR meeting 32

What is the proposed mission?

MISSION

Amarillo College – enriching the lives of our students and our community.

33

What is being proposed?

VALUES

• • • • • •

At Amarillo College, we value: Student Success Quality Education Opportunity for All Collaboration Community Responsiveness Responsible Stewardship

•

VISION

At Amarillo College, we aspire for every student to have a success story.

•

CORE PURPOSE

At Amarillo College, we help each student to succeed.

34

What is being proposed?

GOALS

1.

Ensure Student Success 2.

Expand Student Access 3.

4.

Promote Academic and Economic Viability Ensure the College’s Future

35

• • Development of Strategies and Tasks for Accomplishing Goals Developed the Environmental Scan (11/10) President’s Cabinet Developed AC’s list of Policies (Constraints) based on Environmental Scan Danita McAnally & Mark Hanna 36

Development of Strategies and Tasks for Accomplishing Goals • Identified Concerns & Issues Front Line Managers - (4/23/10) Conversations on Student Success – (5/7/10) • Proposed Topics for Strategies & Tasks based on Concerns & Issues (6/4/10) Senior Administrators 37

DEVELOPMENT STEPS for STRATEGIC PLAN – Remaining

38

Development of Goals through Action Plans Finalize Strategies and Tasks to accomplish Goals President’s Cabinet – (6/?/10) Vet Strategies & Tasks (7/?/10) Front Line Mngrs. & Sr. Admn.

Edit the strategic plan and submit to President’s Cabinet for review, revisions and approval (7/?/10) Strategic Plan Writing Team 39

Development of Goals through Action Plans Publish the Strategic Plan primarily as an electronic document with a limited number of print copies (7/?/10) College Relations Finalize and submit to Board of Regents President’s Cabinet (7/10-8/10) Consider for approval Board of Regents (8/?/10) 40

Employees involved in Strategies and Tasks Frontline Managers:

Assessment & Development:

Cara Crowley Kara Larkan-Skinner Delton Moore

College Relations:

Jena McFall

KACV :

Linda Pitner Lynne Groom Lee Proctor Jackie Smith

Continuing Education:

Sherrie Nunn Kim Davis Megan Eikner Leslie Shelton Luke Morrison 41

Employees involved in Strategies and Tasks Frontline Managers (continued):

Continuing Education (continued):

Charlotte Modersitzki Toni Gray Sondra Beighle Eric Wallace Alex Chancia Kim Crowley Cindy Crabtree

Enrollment Management:

Dale Longbine Kay Mooney Jodi Lindseth Maury Roman Diane Brice Jason Norman Brenda Rossnagel Heather Atchley Melissa Wilson 42

Employees involved in Strategies and Tasks

Frontline Managers (continued):

Finance & Administrative Services:

Lynn Thornton Bruce Cotgreave Vickie Shelton Sharon Doggett

ITS:

Jeff Gibson Terry Kleffman Linda Hendrick 43

Employees involved in Strategies and Tasks

Instructional: Department Chairmen

Craig Clifton Daniel Ferguson Mary Graff Kim Hays Lynae ’ Jacob Dr. Lana Jackson Dr. Michael Kopenits Duane Lintner Mary Clare Munger Anne Nail Dr. James Rauscher Victoria Taylor-Gore Dr. Kathryn Wezel Henry Wyckoff 44

Employees involved in Strategies and Tasks

Instructional Program Directors:

Ron Faulkner Doug Adcock Becky Burton Donna Cleere Valerie Hansen Lisa Holdaway Kelly Jones Shawna Lopez Janet Martin Judy Massie Lisa Meehan Mark Rowh Dana Scott Tonya Tackitt Sheree Talkington 45

Employees involved in Strategies and Tasks

Instructional Program Coordinators:

Dr. Bob Banks LaVon Barrett Steven Beckham Edie Carter Dr. Judith Carter Judy Carter Ann Fry Judy Isbell Judy Johnson Sandra Jefferson Jonathan Kohler Catheryne Lankford Robert Mathews Trace Megenbier 46

Employees involved in Strategies and Tasks

Instructional Program Coordinators (continued):

Bruce Moseley Gay Mills Terry Moore Vince Salinas Carol Summers Tony Thomas Joan Urban Beverly Vinson

Other Instructional Staff:

Mark Hanna Brian Nixon 47

Employees involved in Strategies and Tasks Senior Administrators:

President’s Cabinet:

Dr. Paul Matney Robert Austin Terry Berg Lee Colaw Ellen Green Dr. Russell Lowery-Hart Danita McAnally Ellen Green Damaris Schlong

Instructional Deans:

Bill Crawford Dr. Shawn Fouts Jerry Moller 48

Employees involved in Strategies and Tasks Senior Administrators (continued):

Associate Deans:

Patsy Lemaster Lou Ann Seabourn Theresa Rider April Sessler

Executive Directors of Branch Campuses:

Daniel Esquivel Renee Vincent

Division Chairs :

Robert Boyd David Hernandez Judy Johnson Sheryl Mueller Ed Nolte Jack Stanley 49

Employees involved in Strategies and Tasks Strategic Plan Writing Team : President’s Cabinet Members • • • Dr. Paul Matney Danita McAnally Robert Austin Administrators • • Mark Hanna Joe Wyatt • • Faculty Members Becky Burton Joan Urban 50

THANK YOU for Assisting AC with Developing the

STRATEGIC PLAN through 2010

and Revising Its Mission Copyright 2010 * 51