“We have a strategic plan. It’s called doing things.” - Herb Kelleher Co-founder, Southwest Airlines

3. “We have a strategic plan. It’s called doing things.” - Herb Kelleher Co-founder, Southwest Airlines

4. “Strategic planning will help you fully uncover your available options, set priorities for them, and define the methods to achieve them.” • Robert J. Mckain

5. Bridging Vision 2013 with Achieve 2015 Revitalize and Reenergize

6. Virginia Community College System Six Year Strategic Plan: 2009-15 Access -- Affordability -- Student Success Workforce -- Resources

7. Virginia WesternCommunity College Five Year Strategic Plan: 2008-13 Integrity -- Excellence -- Service -- Community

8. 2014 Reaffirmation SACS, where Students Are Central to Success

10. Institutional Effectiveness Implementation Cycle Budget Allocations ReVISION 2015 Institutional Mission And Strategic Goals Adjustments and Resource Requests • College Divisions • Mission and Purpose • Action Plans • Student Learning Outcomes • Administrative and Educational Support Outcomes Evaluate, Review and Improve “Close the Loop” on the Assessment Cycle Institutional Success Feedback from Stakeholders, Students, Faculty, Graduates, Employers, Transfer Institutions, Community Implement Plans And Conduct Assessment

11. QEP: Team Advising

12. Shared Vision, Values, and Strategy One day Alice came to a fork in the road and saw a Cheshire cat in a tree. “Which road do I take? she asked. His response was a question: “Where do you want to go?” “I don’t know,” Alice answered. “Then,” said the cat, “it doesn’t matter.” -Lewis Carroll, Alice in Wonderland

13. The Fifth Discipline www.youtube.com/watch?v=RRIOc7RQ93g&list=PL34F57B80D290E95D

14. Purpose of Strategic Plan • Affirm the College vision, mission and core values • Serves as a roadmap for the College’s future • Develop action plans to implement the Strategic Plan

15. Today’s Goals • Review strategic input • Reaffirm the College’s vision, mission and institutional goals • Review the planning and assessment process

16. Strategic Input • Key Current and Emerging Initiatives Impacting Virginia Western’s Future • Report From the 21st-Century Commission on the Future of Community Colleges • Data and Trend Analysis Report • Virginia Western Quick Facts • SWOT Analysis

17. Key Current and Emerging Issues • College costs and access • Student success (completion agenda) • Student engagement • Increased focus on institutional accountability • Services and skills for Baby Boomers

18. Key Current and Emerging Issues • Resources • Keeping up with technology • Managing crisis • Workforce • Developmental education

19. Key Current and Emerging Issues • Dual enrollment • Increased response to globalization • Sustainability • Diversity of articulation agreements • Alternative pathways to the baccalaureate

20. 21st Century Commission on the Future of Community Colleges www.youtube.com/watch?v=JJ1jMUaHJso

21. Framework of Institutional Responses Needed to Move Community Colleges Ahead

22. Data and Trend Analysis Report Highlights Demographics (Roanoke MSA) Population: 309,802 Age • Fastest growing age groups are the ages of 55-69 • Population of traditional young adults is projected to be flat or slightly negative. • Population over 65 expected to grow over 70% between 2010-2040 • Enrollments are down in high school and middle schools, and are anticipated to decline 5.4% over the next 5-years Ethnicity • International population is increasing faster in our service area than in Virginia • Hispanic population is up nearly 200% from 2000-2010

23. Income and Technology Income • Nearly 20% of the population of Roanoke City live in poverty, versus 13% for the Roanoke MSA • The median family income in Roanoke City is less than 75% of the US Median Family Income Technology • Nearly one-third of households do not have computer access • 36% do not have Internet access

24. Employment Trends Projected employment cluster growth: Advanced manufacturing & skilled production Electrical equipment manufacturing Healthcare Business and financial Distribution Projected high levels of annual openings in: Office and administrative Sales Food preparation and serving Transportation and material moving Healthcare practitioners Technical production

25. Student Trends • Incoming students require additional educational support • Increased need for ESL training • Growth in distance learning headcounts and FTE • Dual enrollment growth has stalled. (This could change, with CCAP and cost-free dual enrollment.) • Career and technical program enrollments declined significantly in 2012 • Developmental enrollments are high (>150% increase 2005-2012) • More students at VWCC receive financial aid than state-wide, and receive more financial aid. • Enrollment growth is highest for Botetourt County and Franklin County

26. Report Suggestions • Increase educational opportunities for plus 50 entrepreneurship and other courses of interest to the plus 50 population • Consider jobs incubators and accelerator concepts such as found in Asheville, N.C. • Expand technical programs such as Mechatronics • “The labor pipeline for advanced production appears to need development” • Enhance STEM-H training programs • Encourage youth to pursue careers in the technical fields • Find ways to increase demand for enrollment among nontraditional populations

27. SWOT Analysis Strengths: Internal attributes that are helpful in achieving the mission What does Virginia Western do well? Weaknesses: Internal attributes that are harmful to achieving the mission What are Virginia Western’s weaknesses?

28. SWOT Analysis Opportunities: External conditions that are helpful to achieving the mission What are the opportunities for growth and programming? Threats and Competition: External conditions that are harmful to achieving the mission What are the threats and competition to Virginia Western’s continued success?

29. Strengths Questions to ponder: What advantages do we have? What do we do better than anyone else? What unique resources do we have access to? What do individuals living in our service-area see as our strengths?

30. Weaknesses Questions to ponder: What could we improve? What should we avoid? What are individuals living in our service-area likely see as our weaknesses?

31. Opportunities Questions to ponder: • What opportunities do we know about, but have not been able to address? • Are there key current and emerging trends on which we can capitalize?

32. Threats Questions to ponder: • What external roadblocks exist that block our progress? • Are our competitors doing anything different? • Is there significant change coming in the education sector? • Are economic conditions affecting our financial viability?

33. Questions to Ponder What business are we in and why? Where are we going? What do we stand for as an institution?

34. Vision AS A STUDENT-ORIENTED CENTER for lifelong learning, Virginia Western Community College will meet demands of our diverse community by providing comprehensive educational programs and workforce development.

35. Mission VIRGINIA WESTERN COMMUNITY COLLEGE provides affordable, accessible, and quality educational opportunities and workforce training to meet individual, community and global needs.

36. Core Values Integrity MAINTAIN the highest standards of honesty, fairness and ethical conduct Excellence ENCOURAGE our students, faculty, and staff to strive for academic, professional, and personal excellence PURSUE continuous improvement and high quality in staffing, facilities, programs and services

37. Core Values Service FOSTER a community that demonstrates care and support for students, faculty, staff, and the citizens of our service region PROMOTE service to others

38. Core Values Community RESPECT and appreciate all cultures, learning styles, and ideas that reflect the community we serve PROVIDE access to services and programs for all students who may benefit PROMOTE a safe and secure environment that facilitates student learning

39. Institutional Goals Will this goal: • Help us financially? • Improve the quality of what we do? • Improve our relationships, partnerships or image? • Improve the skills and capabilities of our team? • Move us toward our strategic priorities?

40. Institutional Goals Goal 1: Promote effective teaching and learning through quality instruction, programs, and services designed to meet the needs of a diverse student body. Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality.

41. Institutional Goals Goal 3: Practice sound stewardship of financial, physical, and technological resources to support high quality programs and services. Goal 4: Foster a safe and secure campus environment that is conducive to learning.

42. Institutional Effectiveness Implementation Cycle Budget Allocations ReVISION 2015 Institutional Mission And Strategic Goals Adjustments and Resource Requests • College Divisions • Mission and Purpose • Action Plans • Student Learning Outcomes • Administrative and Educational Support Outcomes Evaluate, Review and Improve “Close the Loop” on the Assessment Cycle Institutional Success Feedback from Stakeholders, Students, Faculty, Graduates, Employers, Transfer Institutions, Community Implement Plans And Conduct Assessment

43. Planning and Assessment Overview Established in: Assessed Through: Process VWCC Mission Statement Institutional Core Indicators Strategic Plan Goals Strategic Plan Division Goals Department / School Objectives IE Plans IE Assessment Reports IE Plans IE Assessment Reports Academic Assessments VCCS Standardsand VWCC input Gen Ed Assessments Program Reviews

44. Core Indicators Example

45. How do all of these pieces fit together in an Institutional Effectiveness Plan?

46. Vision 2013 Institutional Goals Goal 1:Promote effective teaching and learning through quality instruction, programs, and services designed to meet the needs of a diverse student body. Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality. Goal 3: Practice sound stewardship of financial, physical, and technological resources to support high quality programs and services. Goal 4: Foster a safe and secure campus environment that is conducive to learning.

47. 2011-12 Grants IE Plan How does the department support institutional goals? Purpose:The Grants Development and Special Projects department at Virginia Western Community College develops and manages externally funded projects to further the mission, goals and strategic plan of the College. Relates to Institutional Goal: Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality.

48. Vision 2013 IA Division Goals Goal 1:Advance and promote interaction with alumni . . . Goal 2: Expand and refine communication and information dissemination with all internal and external constituencies . . . Goal 3: Strengthen Institutional Advancement by expanding and refining a comprehensive public/private grants development program. Goal 4: Expand the College’s general endowment . . .

49. How does the department support division goals? Purpose:The Grants Development and Special Projects department at Virginia Western Community College develops and manages externally funded projects to further the mission, goals and strategic plan of the College. Relates to Institutional Goal: Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality. Relates to Division Goal: Goal 3: Strengthen Institutional Advancement by expanding and refining a comprehensive public/private grants development program.

50. What does the department do to support institutional and division goals? • Purpose:The Grants Development and Special Projects department at Virginia Western Community College develops and manages externally funded projects to further the mission, goals and strategic plan of the College. • Relates to Institutional Goal: Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality. • Relates to Division Goal: Goal 3: Strengthen Institutional Advancement by expanding and refining a comprehensive public/private grants development program. • Objectives: • Increase additional funds received through grant funding. • Grant reporting will be completed by allotted deadlines.