Transcript Strategic Planning: Metrics Friday, November 06, 2015 CCRI Mission “The Community College of Rhode Island is the state's only public comprehensive associate degree-granting institution.

Strategic Planning:
Metrics
Friday, November 06, 2015
CCRI Mission
“The Community College of Rhode Island is the state's only public
comprehensive associate degree-granting institution. We provide
affordable, open access to higher education at locations throughout the
state. Our primary mission is to offer students the opportunity to acquire the
knowledge and skills necessary for intellectual, professional, and personal
growth through an array of academic, career and lifelong learning
programs. We meet the wide-ranging educational needs of our diverse
student population, building on our rich tradition for excellence in teaching
and our dedication to student success. We set high academic standards,
champion diversity, respond to community needs, and contribute to our
state's economic development and the region's workforce.”
Agenda
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Environment Scan
Where we were (5 years ago/Last Year)
Where we are
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Staying true to mission?
Affordability?
Where we need to go
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Enrollment/Retention/Graduation/Transfer
Revenue enhancements and Expense cuts
o
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Resources: Financial/People/Space/Productivity
How do we get there?
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Metrics
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The Data Driven University
Informing Our Work
Developing a Strategic Plan
•Strategy should guide and align actions, with effects and risk in mind;
•The ability to think critically is an imperative; and
•Strategy is just an outline until it is resourced.
• Human relations skills are even more important;
MAKING CHOICES
GETTING THINGS DONE
LEAD CHANGE
FORMULATE
STRATEGY
WHO
AM I?
WHERE
ARE
WE?
WHERE
SHOULD
WE GO?
EXECUTE
STRATEGY
HOW DO
WE GET
THERE?
ARE WE?
GETTING
THERE?
DEVELOP
VISION AND
STRATEGY
IMPLEMENT
STRATEGY
CONTROL AND
MEASURE
PERFORMANCE
DECIDE
IMPLEMENT
ASSURE
STRATEGY AS A GUIDE
CONDUCT
PERSONAL
INVENTORY
ASSESS THE
ORGANIZATION
ASSESS
Guiding Principles
• Challenge all assumptions
• Be relentlessly skeptical
• Stay focused on the main thing
• Find ways to create value
• Identify and use effective metrics
Changing
Lives!
Questions
from Strategic Change
1.
2.
3.
4.
5.
6.
7.
8.
Who will our students be?
What should we teach?
How should we teach it?
How will students learn?
What are society’s needs?
How does society expect us to
meet its needs?
What role will learning play?
How will we pay for it?
From CCRI Strategic Plan
1.
2.
3.
4.
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What students will we teach?
What will our students learn?
What resources will we need?
How will we measure success?
Position the college…
Strengthen culture of academic
excellence…
Maximize efficiency…
Develop measurement
standards…
The Rising Price of College, 1988-2008 (based on increases in current
dollar amounts)
350%
Cumulative growth since 1988
300%
250%
Public Four-Year
Private Four-Year
200%
Public Two-Year
Median Family Income
CPI-U
150%
Prescription Drugs
Household Energy
100%
New Vehicle
50%
0%
1988
1990
1992
1994
1996
1998
http://www.deltacostproject.org/analyses/delta_presentations.asp
2000
2002
2004
2006
2008
Environment Scan

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New Governor
Power Struggle in Legislature (27 new legislators)
New Board with focus on metrics
Proposed Legislation to merge BoGHE and K-12 Board
CBA uncertainty; labor/benefits uncertainty
Cost of education


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Lack of accountability in containing college costs
Need to increase degree attainment with status quo of remedial
education!
Rhode Island does not value funding of public education.
Comparison
(From 3 Years Ago)
CCRI Today
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Budget/economic uncertainty
Bad Debt at $1 million
Declining state support
Manual Processes
Mgmt processes flawed
Collective Bargaining
Constraints/Bureaucratic Restraints
Paper based
Enrollment is up
Physical Plant neglect
Moving toward data driven decisions
Retention/Graduation/Transfer
CCRI Future

???
Bad debt decreasing
Tough to Forecast
Decline continuing
Automated Processes
Updated processes
CBA relief?
Web based
Can’t continue with present funding
Address Unfunded Maintenance
Data driven decisions (Look @ 90-93)
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Academic Accountability
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Current Budget Situation

Uncertainty?
And as a result………
……….not much change
11
An Honest Institutional SWOT?
Can we do this?
Metrics (What will we use?)

Diffused/Not Focused

Education Advisory Board
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Data Driven website
Delta Project
First Year Experience
Wabash
NACUBO/EACUBO
CCRI Institutional Research
$10,000
$5,000
$-
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$37,535
$33,134
$28,986
$28,367
$26,117
$23,912
$21,753
$19,323
$18,370
$18,397
$17,904
$18,241
$18,472
$18,306
$17,320
$18,258
$16,414
$12,695
$10,390
$8,924
$45,000
$50,000
$49,821
$49,821
$49,821
$48,955
$46,834
$42,935
CCRI Tuition & Fee Revenue Growth ($ in thousands)
30.0%
25.0%
20.0%
27.3%
25.1%
35.0%
35.1%
37.2%
39.2%
37.0%
38.1%
37.0%
35.4%
33.6%
32.7%
33.0%
38.6%
39.2%
39.4%
40.0%
41.8%
41.8%
39.9%
45.0%
34.5%
32.6%
CCRI Tuition and Fees as a Percentage of Total Revenue
49.0%
47.6%
50.7%
49.8%
50.0%
46.5%
54.3%
55.0%
40.0%
40.8%
45.5%
48.0%
46.6%
44.4%
45.0%
53.3%
55.8%
58.0%
56.2%
57.1%
63.0%
63.9%
63.4%
61.9%
60.7%
59.1%
57.7%
57.7%
57.2%
57.3%
56.2%
60.0%
48.5%
50.0%
54.3%
55.0%
63.2%
65.0%
69.8%
70.0%
71.9%
75.0%
CCRI State Appropriation (Exclusive of Debt Service) as a Percentage of Total
Revenue
CCRI FT
White
Black
Amer. Ind./Alaska native
Asian
Native Hawaiian/Pacific
2 or more races
Hispanic/Latino
CCRI PT
88.2
5.6
0.2
2.1
2.1
3.7
85
2.9
0.2
0.7
0.7
8.4
2.3
CCRI Students
65.4
8.5
0.6
2.9
0.1
25.9
13.3
Rhode Island
88.3
6.4
0.6
2.8
0.1
1.7
12.1
US
79.6
12.9
1
4.6
0.2
1.7
15.8
Great Example of Benchmarking
Do You Want To Be Average?
Ray DiPasquale
Questions?
Next steps?
 Joint meeting of strategic
planning executive
committee and NEASC
committee
 NEASC training