STRATEGIC PLANNING Rhode Island FORUM NUMBER ONE March 23-24, 2017 - PowerPoint PPT Presentation

Community College of STRATEGIC PLANNING Rhode Island FORUM NUMBER ONE March 23-24, 2017 1

INTRODUCTIONS Frank Markley, Ph.D. Marty Mahler, Ph.D.  7 years as a college administrator  Community college graduate  20+ years consulting in high schools, 2 & 4-year colleges,  Past community college faculty member business & industry, and Departments of Education  13 years as a college administrator  Areas of emphasis: economic development, workforce  15 years in community college consulting development, facility design, curriculum design, faculty  Worked with more than 200 community colleges development, and career & technical education pathways  IR, Assessment, Strategic & Academic Planning 2

PLAN INVOLVEMENT • Senior Leadership Team – Overall Coordination • Strategic Planning Committee – Advisory • Faculty Advisory Committee – Advisory • Faculty and Staff – Active Participants in the process through Open Forums • Foundation Board, Alumni, Community, Business Representatives - Active Participants • Student Representatives 3

CONSULTANTS ROLE IN THE PLANNING PROCESS • This is CCRI’s Plan - We are facilitators of the process • We bring a measure of objectivity to the process • A large knowledge base from 25 + years of experience • We provide a data rich, research-based methodology • We challenge traditional thinking - We have tried a lot of different things • We provide a national perspective - We work with community colleges across the U.S. • We ensure that everyone has a chance to have a voice in process and keep the process moving forward Our goal is to deliver an outstanding plan for CCRI 4

EXPECTATIONS OF THE SPC COMMITTEE • Collectively, you are advisors to the consulting team • Represent the constituents that you serve. Keep them informed • Attend the open forums and assist the consultants while they are on campus • Get the word out. Get people excited! • Talk to others about what is occurring in SPC meetings • Be objective – Ask: What is in the best interest of the College moving forward? 5

WHY IS IT IMPORTANT TO PARTICIPATE IN THE PROCESS? • Your position at the College provides you with a unique perspective • A successful plan requires contributions from many voices • Research states that “People tend to own what they create” • Increase your awareness and understanding of the bigger picture • You have the chance to learn something new! 6

DEFINITIONS AND PROCESS Community College of Rhode Island Strategic Planning Forum Number One 7

Strategic Thinking Options Generating Options What might happen? Strategic Decision Making Making Choices Decisions What will we do? Strategic Planning Actions Taking Action How will we do it? 8

STRATEGIC PLANNING DEFINED? “ a formal process of determining what the College intends to be in the future and how it will get there, based on an optimal alignment of College strengths with key drivers in the external environment.” It is finding the best future (position) and the best path (direction) to reach that destination 9

CCRI STRATEGIC PLANNING PROCESS External SWOT Strategic Assessment Analysis Issues Strategic Strategic Gap and Objectives Visioning Goal SWOT and KPI’s and Formulation Analysis Issues Input from Internal Future Campus Assessment Trends Constituents Step 4 Step 1 Step 2 Step 3 10

PLANNING PROCESS: STEP 1 11

INTERNAL AND EXTERNAL ANALYSIS Community College of Rhode Island Strategic Planning Forum Number One 12

FALL ENROLLMENT TREND GAP The CCRI FTE/HC Ratio has decreased: Fall 2010 = .619 Fall 2016 = .595 The number of students attending community colleges has decreased at CCRI and Nationally 13

COLLEGE READINESS GAP 2016 Average ACT Composite Score Average % of Grads Composite Tested Score State Maine 10% 23.6 New Hampshire 23% 24.5 Massachusetts 28% 24.8 Rhode Island 20% 23.3 Connecticut 34% 24.5 Vermont 29% 23.4 New England Average 24.02 Source: The Condition of College and Career Readiness, ACT, 2016 Rhode Island students taking the ACT in 2016 scored slightly below students from other states. 14

COMPLETIONS GAP CCRI: Certificates & Associate Degrees Awarded 2000 18000 1800 17900 1600 17800 1400 1200 17700 1000 17600 800 600 17500 400 17400 200 0 17300 2010-11 2011-12 2012-13 2013-14 2014-15 Certificates Associate Degrees Fall Enrollment Source: CCRI Office of Institutional Research & Assessment Despite declines in student headcount, the number of awards continues to increase. Nationally. The was a slight decline in completions at CCRI in 2013-14. 15 Source: Community College Completions Report. AACC, May, 201, 2015

GRADUATION AND TRANSFER RATE GAP CCRI IPEDS COMPLETION DATA 40.00% 35.00% 30.00% 18.80% 22.40% 25.00% 20.30% 17.40% 15.20% 20.00% 16.60% 15.00% 10.00% 16.50% 13.60% 12.60% 11.80% 11.80% 10.60% 5.00% 0.00% 2013 2012 2011 2010 2009 2008 Graduated Transferred * Fall 2013 Cohort Graduation Rate was 19% 16 * IPEDS Full-time, First-time Degree Seeking Freshman Source: Community College Completion Report; AACC — 2015

RHODE ISLAND HIGH SCHOOL GRADUATION TRENDS 17

WORKFORCE GAP Source: EMSI — 2017 6,060 5,442 3,319 1,805 1,514 959 257 618 DEMAND SUPPLY CCRI COMPLETERS GAP 18 Certificates Associate Degree

Source: Rhode Island Innovates — Battelle Technology Partnership Practice (2016)

SWOT-C ANALYSIS EXERCISE Community College of Rhode Island Strategic Planning Forum Number One 20

SWOT-C ANALYSIS • S trengths are defined as skills, competencies, capabilities, competitive advantages, or resources for which the college can draw in selecting its future direction of action. • W eaknesses are defined as the lack of skills, competencies, capabilities, or resources needed by the college to function effectively. • O pportunities are situations in the environment (local, state and national) from which the college can benefit if certain actions are taken • T hreats are situations in the environment which give rise to potentially harmful events and outcomes if action is not taken in the immediate future. • C hallenges refers to those pressures that exert a Challenges decisive influence on an institution’s likelihood of future success

TURNING OPPORTUNITIES AND WEAKNESSES INTO STRENGTHS (TOWS)

SWOT-C EXERCISE Ground Rules • Be realistic and honest about your assessment of the institution • SWOT is focused on the present state of the college and what can be done in the future • Be as specific as possible about your statements • It is acceptable to develop SWOT statements in relationship to the competition and external information • Try to keep statements concise • Do not try to overanalyze or overthink the issues

SWOT EXERCISE Based on information presented today and your collective experiences with CCRI, spend 20 minutes brainstorming with others at your table regarding the following questions: • Strengths: What does CCRI do well? How do you know it is being done well? • Weaknesses: In what areas does CCRI need to improve? How much improvement is needed? • Opportunities: Are there circumstances in the marketplace that CCRI can benefit from or take advantage of? • Threats: What external factors are standing in the way or blocking CCRI from making forward progress? • What is the greatest challenge facing CCRI After 20 minutes, pass your sheet to another table • Build upon the other tables responses. Add any new thoughts or statements to the list Prior to end of session, review the list and check what you believe are the three most significant statements or responses in each SWOT category. Answer the Question: What is the greatest challenge facing CCRI?

SWOT-C DEBRIEFING Designate a spokesperson. Pick a SWOT Category: • Strengths • Weaknesses • Opportunities • Threats Briefly note the top three responses in your selected category. 25

WRAP UP AND NEXT STEPS Community College of Rhode Island Strategic Planning Forum Number One 26

MULTIPLE WAYS TO PARTICIPATE 1) Attend one of three open forums 2) Know your SPC representatives and talk to them as well as your colleagues 3) Review the consultants presentation for each CCRI.edu/StratPlan open forum on the CCRI website 4) Complete open forum activities online at CCRI.edu/StratPlan 5) Check for progress updates and review the outcomes from the previous open forums online 27

TIMELINE • Gaps and Opportunities • College-wide SWOT Analysis March 23-24 • Visioning: Trends and Best Practices • Crafting Strategic Issues April 13-14 • Putting it all together • Goal Formulation May 4-5 May 15-16 • Finalize Planning Statements and Goals • Draft Plan is Published May 19 • Plan Feedback and Comments May 20-Mid- September 28

STRATEGIC PLANNING OPEN FORUM NUMBER ONE Community College of Rhode Island Questions and Comments March 23-24, 2017 29