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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