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COLUMBUS STATE COMMUNITY COLLEGE

COLUMBUS STATE COMMUNITY COLLEGE. Steering Committee Strategic Planning Session I April 17, 2012. AGENDA. OBJECTIVES.

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COLUMBUS STATE COMMUNITY COLLEGE

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  1. COLUMBUS STATE COMMUNITY COLLEGE Steering Committee Strategic Planning Session I April 17, 2012

  2. AGENDA

  3. 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

  4. INTRODUCTIONS

  5. 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

  6. 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 • The value we will have created • 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 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

  7. 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

  8. THE PROCESS CURRENT REALITY Step 1: Assess the environment & the organization 

  9. INHIBITORS SUPPORTERS THE PROCESS Step 2: Articulate the vision, mission & values  Step 4: Identify clear priorities to close the gap  VISION MISSION VALUES Priorities Priorities Step 3: Analyze the Gap   CURRENT REALITY Step 1: Assess the environment & the organization  Step 5: Implementation planning & goal-setting for key priorities…

  10. WHAT YOUR STAKEHOLDERS SAID…

  11. WHO WE SPOKE TO 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 * Columbus State Board Member 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 *

  12. WHAT WE ASKED As you think about the needs of your organization and about central Ohio employers in general, how would you describe the employees that will be required to compete successfully in the coming years? What are the major opportunities that Columbus State can help you and other employers address as the College seeks to educate employees who will support central Ohio’s growth and competitiveness? Similarly, what are the threats on the horizon for you and other central Ohio employers that Columbus State can help address? What are your current perceptions of Columbus State, through any direct or indirect experience you have had with the school, its programs & initiatives, students & graduates (i.e., what are its strengths/assets & limitations/weaknesses)? How would you describe the unique role and impact that Columbus State could/should fulfill in central Ohio? What do you see as the key strategic and organizational priorities that Columbus State must address to be successful in its efforts to fulfill this role successfully?

  13. 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

  14. 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

  15. 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

  16. 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

  17. 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

  18. 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

  19. 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

  20. 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

  21. STRATEGIC & ORGANIZATIONAL PRIORITIES • Build organizational capacity to implement the vision • Develop the right model and infrastructure for engagement with educational and business communities • Enhance data collection and analysis; become better forecasters; support effective decision-making with data • Align master plan and Columbus State Foundation to strategic vision • Take and claim leadership role in workforce development for the region • Increase completion/success rates • Develop more effective model for addressing remedial education needs • Tell the Columbus State story to the community • Manage community’s expectations – they are sky-high!

  22. WHAT YOU SAID* • * Autumn In-Service 10/26/11

  23. What do you value most about Columbus State?

  24. What do we do best to help students succeed?

  25. How can your department make an even greater contribution?

  26. Imagine it is 2021, and we have dramatically advanced our student success agenda. How will students describe their Columbus State experience?

  27. OK now, what did our stakeholders say again??

  28. IMPRESSIONS OF COLUMBUS STATE:

  29. ALL INTERVIEW QUESTIONS:

  30. REFLECTIONS ON STAKEHOLDER INTERVIEWS What resonated for you? What surprised you?

  31. COLUMBUS STATE IN 2021: An Emerging Vision By 2021, how will central Ohio have advanced as a result of Columbus State? How will our stakeholders describe the value we’ve created? Key stakeholders include: • Students & alumni • Employers & community leaders • K-12 feeder systems • Colleges & universities • Columbus State faculty, administrators & staff

  32. COLUMBUS STATE IN 2021: An Emerging Vision WORKFORCE-READY 2-YEAR DEGREE SEEKERS CAREER CHANGERS RESKILLED & READY NEW SKILL SEEKERS TRANSFER-READY 4-YEAR DEGREE SEEKERS LIFE-READY

  33. COLUMBUS STATE & CENTRAL OHIO IN 2021: An Emerging Vision

  34. COLUMBUS STATE 2021: PRELIMINARY VISION STATEMENT 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, ______________________________________________ __________________________________________________________________________________________________________________________________________________________________________________________________________ .

  35. INHIBITORS SUPPORTERS NEXT STEPS… Step 2: Refine the vision; articulate mission & values  VISION MISSION VALUES Step 4: Identify clear priorities to close the gap  Priorities Priorities Step 3: Analyze the Gap   CURRENT REALITY Step 5: Implementation planning & goal-setting for key priorities…

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