Transcript Slide 1
COLUMBUS STATE COMMUNITY COLLEGE
President’s Cabinet
Strategic Planning Session
May 29, 2012
AGENDA
9:00 – 9:30
• Welcome & Context Setting, Introductions & Review of
Strategic Planning Process
9:30 – 10:15
• Summary of Emerging Themes from the Process
• Cabinet Member Reflections
10:15 - 10:50
• Cabinet Members’ Reflections on Vision and Mission
10:50 – 11:00
• Recap and Next Steps
INTRODUCTIONS
GROUND RULES
Engage & participate
Be candid
Listen to each other
Ask questions
Suspend judgment…be OK with not knowing the answers yet
Leave “stripes” at the door
OBJECTIVES
To develop a strategic vision of the future describing the value Columbus
State will be delivering to its stakeholders including students & alumni,
central Ohio educators, employers & leaders, and Columbus State faculty,
administrators & staff
To review and refine the College’s statements of mission and values in light
of its strategic vision
To identify the institutional priorities that the College has underway or will
initiate to achieve its strategic vision in accordance with its mission and
values
STRATEGIC PLANNING STEERING COMMITTEE
Aletha Shipley
Keith Coates
Barbara Smith-Allen
Kelly Hogan
Carmen Daniels
Kimberly Brazwell
Charles Dawson
Lenee Pezzano
Crystal Clark
Lisa Cerrato
Darla Vanhorn
Lori McKenzie
David Metz
Michael Hailu
David Tom
Nancy Case
Elissa Schneider
Pat Fabrisi
Jack Cooley
Renee Hampton
Jack Popovich
Robyn Lyons-Robnison
James Beidler
Sandy Kellam
Jeff Bates
Jennifer Anderson
Sue Donahue
Joel Nelson
Susan Norris-Berry
Karen Muir
Tim Davis
Kathy Eichenberger
Tom Habegger
STRATEGIC PLANNING AS A TOOL
Allows us to identify priorities based on a clear strategic vision of the future
Helps us understand the context & environment in which we’re operating,
i.e., the “why” that drives our work, decisions and priorities
Provides a framework for effective decision-making and resource allocations
Aligns our resources – human, financial and other – based on what matters
most to our success
Engages everyone who needs to make the vision happen and/or is affected by it
Guides performance management
Aligns us with HLC’s accreditation framework
THE PROCESS
VISION
MISSION
VALUES
SUPPORTERS
INHIBITORS
CURRENT
REALITY
DEFINITION OF TERMS
Vision (The “What,” “When” and “Where”)
What will be true for our stakeholders as a result of our work; what we will
have accomplished from their perspectives at a defined point in the future
Mission (The “Why”)
Our role as an organization; why we exist
The institutional purpose aligning us with & directing us toward our vision
Values (The “Who”)
The value we will have created
The principles & cultural attributes that define us and how we operate
Strategies & Tactics (The “How”)
How we will achieve the vision; what specific actions we will take
SAMPLE VISION & MISSION STATEMENTS
ORGANIZATION:
VISION:
MISSION:
Bill & Melinda Gates
Foundation
Every person deserves the chance
to live a healthy, productive life.
Together we will apply new thinking to big
problems and find solutions for people with
the most urgent needs.
The James Cancer
Center
A cancer-free world. One person,
one discovery at a time.
To eradicate cancer from individuals’ lives by
creating knowledge and integrating
groundbreaking research with excellence in
education and patient-centered care.
The Columbus
Metropolitan Library
A thriving community where
wisdom prevails.
To inspire reading, share resources, and
connect people.
PROCESS UPDATE
Current Environment Assessment
Dr. Harrison’s Environmental Scan
Interviews with 12 local business, community and educational leaders
National studies and initiatives
• Achieving the Dream
• Reclaiming the American Dream (AACC)
• Time is the Enemy (Complete College America)
• A Stronger Nation through Higher Education (Lumina Foundation)
COMMUNITY LEADER INTERVIEWS
Business & Community Leaders:
Tanny Crane/CEO, Crane Group
Alex Fisher/CEO, Columbus
Partnership
Mike Keller/CIO, Nationwide
Insurance
Pat Losinski/CEO, Columbus
Metropolitan Library
Jeff Lyttle/VP, Community Relations,
JP Morgan Chase
Rich Rosen/Executive Director, Indigo
Strategies *
Dwight Smith/CEO, Sophisticated
Systems
Poe Timmons/CFO, Dispatch Printing
Company *
* Columbus State Board Member
K-12:
Gene Harris/Superintendent,
Columbus City Schools
Steve Dackin/Superintendent,
Reynoldsburg City Schools
Higher Ed:
Dolan Evanovich/VP, Strategic
Enrollment Planning, The Ohio
State University
David Decker/President, Franklin
University
PROCESS UPDATE
Strategic Planning Steering Committee guiding the process
2 meetings so far:
Deep dive into current environment assessment
Exploring implications of emerging themes
Articulating a vision for Columbus State’s impact on the community
At least 2 more meetings to:
Continue refining vision and mission
Work on organizational values and strategic priorities
Obtain input from President’s Cabinet and College Planning Forum
Integrate student and alumni feedback via focus groups over summer
Share vision/mission/values/priorities with Board in fall
HIGHLIGHTS OF CURRENT ENVIRONMENT
ASSESSMENT
CHARACTERISTICS of SUCCESSFUL EMPLOYEES
Specific skills are impossible to predict because of the rapid pace of change
The ability to forecast and develop programs to address skills requirements
is a critical competency for Columbus State
Certain skills & competencies are certain to be important
Work readiness - attendance, reliability, follow-through, dealing with other
people
Foundational skills – problem-solving, analytical thinking, communication,
technology literacy, adaptability, performing on teams, leadership,
entrepreneurship
Industry/job-specific skills must be overlaid on foundational skills based on the
needs of the market at any given time
Logistics, health care, gaming, fracking mentioned
Central Ohio must have a sufficient pool of job-ready talent that can be
trained for industry-specific needs in order to achieve Columbus2020 goals
OPPORTUNITIES FOR COLUMBUS STATE
“The Era of the Community College”
Economics make sense
“Just in time” delivery of education and training to meet needs of market
Critical player in the region’s economic development engine
Columbus State is uniquely positioned - - no one else can do this!
Fully integrate with the community and its employers to understand, predict and
respond to Central Ohio’s workforce needs on an ongoing basis
Partner with employers to help them support graduates’ success once they are in
the workplace
Be the thought leader and mobilizer on workforce development in Central Ohio,
ensuring the community understands the requirements for success and develops
broad-based, effective solutions
Increase completion rates once students are enrolled – ensure clear
understanding of what “success” looks like
OPPORTUNITIES FOR COLUMBUS STATE (con’t)
Partner with the region’s K-12 systems to help them ready their graduates to
enter college and the workforce
Align curriculum to support college success
Support K-12 teachers in delivering curriculum through professional
development
Ensure students understand what advanced education/training will be
required, and of what they’ll need to be successful
Demonstrate that college success is attainable
Develop new model of remedial education that brings skills to basic level while
providing visible success toward student’s career goals
Prior to and during Columbus State experience
De-stigmatize remediation
OPPORTUNITIES FOR COLUMBUS STATE (con’t)
Create multiple pathways to workforce success for high school graduates
Dual enrollment opportunities
2-year degree programs aligned with the needs of Central Ohio employers
Foundational education and skills as a bridge to 4-year degrees – be the feeder to
4-year institutions
Certification programs aligned with the needs of Central Ohio employers
Create multiple pathways to workforce success for employees
Re-skilling and retraining to upgrade skills and employability in existing
jobs/industries
Certification and degree options for new careers
Customized programming for specific employers
Develop best-in-class industry-specific programs for growing markets
Health care, logistics, culinary, gaming, fracking, IT support, financial services,
insurance/risk management, other
CHALLENGES & THREATS
Increasing cost of higher education
Decreasing funding for higher education
Insufficient readiness of high-school students for work or college
Collaboration across educational spectrum and public/private sector not
historically strong
Competition from well funded for-profits, especially for online options
Changing demographics – fewer high school graduates in the pipeline; more
employees seeking re-skilling & transfer-seeking students
Shortages of labor for critical jobs will cause employers to go elsewhere (US or
globally) in key industries such as IT, skilled manufacturing & financial services
The stakes are very high - - successful economic development requires an
educated & skilled population
PERCEPTIONS OF COLUMBUS STATE: Strengths
David’s leadership approach is well received
Bold vision
Willing to take strategic risks
Listening to the community
Collaborative
Seat at the Columbus Partnership table
Accessible, affordable and open to all
Ability to expand/contract capacity (adjunct model)
Focus on skills that people want and need to learn
Faculty/administration relations are improving
Online learning infrastructure
Reducing stigma of community college
PERCEPTIONS OF COLUMBUS STATE: Limitations
Need to dramatically increase community & employer engagement
Overreliance on David
Relationships are not always at the right level
Need to reinforce Columbus State’s presence and vital relevance
Lack of visibility – under the radar
Tendency to underestimate themselves and their impact
Need to dramatically increase capacity for undertaking new initiatives and
getting them done
Divide between faculty, students and administration (making progress though…)
Data collection and analysis capabilities
Amount of time required for remedial education
Completion rates and financial-aid “burn” rates
UNIQUE ROLE/IMPACT FOR COLUMBUS STATE
Workforce development
Align regional educational model downstream & upstream
Prepare new entrants to job market and college, particularly those from
Central Ohio school districts
Re-skill existing workforce to meet needs of the market
Just in time delivery of education and training
Bridge to skilled employment, skilled workforce
Forecaster and translator of workforce needs to the community
DR. HARRISON’S ENVIRONMENTAL SCAN
Opportunities:
To be the front door to higher education for most students and families
in Central Ohio
To be the trusted business partner for employers in our region, and a
statewide or national leader in some disciplines
To help all who come to us pursue a better life
To be a recognized leader in defining the 21st century community college
“Columbus State has never been more important to Central Ohio than it is
today”
Completely consistent with what we heard from small sample of community
leaders
2021: An Emerging Vision
REFLECTIONS ON ORGANIZATIONAL ASSESSMENT
What resonated for you?
What surprised you?
PRELIMINARY VISION
Defining the vision as what will be true for its stakeholders as a result of Columbus
State’s work, or the impact Columbus State will have delivered to its stakeholders,
complete the following sentence:
Because of Columbus State Community College and its partnerships with students,
educators and employers, _________________________________________________
_______________________________________________________________________
_______________________________________________________________________
____________________________________________________________ .
AN EMERGING VISION FOR 2021
The Central Ohio community is prepared to learn, grow,
contribute, participate, succeed and thrive.
Discussion questions:
What works about this draft
vision statement? What doesn’t work?
When this vision is achieved, what will be true for:
Citizens?
Organizations & Institutions?
Educators?
COLUMBUS STATE’S MISSION
With this emerging vision in mind, and defining the mission as Columbus State’s role
as an organization, or the institutional purpose aligning us with & directing us
toward our vision:
What are the key words or concepts that must be included
in Columbus State’s mission statement?
THE PROCESS
VISION
MISSION
VALUES
SUPPORTERS
INHIBITORS
CURRENT
REALITY