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MHCC “Be Strategic” Direction For Board and Staff of MHCCDRAFT 9-27-12 REVISED Michael Hay, MHCC President

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MHCC STRATEGIC

PLAN

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Strategic Plan Framework •Vision: Moving Mountains

•Mission: Transforming Lives, Building Communities

•Goals: Teaching and Learning; Community Engagement; Resource Development

Strategic Plan Values/ SUMMIT

•STRATEGIC : We are decisive, intentional and forward-thinking in transforming the College to meet the changing needs of our communities.

•UNPARALLELED We excel at providing innovative education and training.

•MINDFUL We are collaborative, focused, and purposeful.

Strategic Plan Values/ SUMMIT

•MULTICULTURAL We cultivate an inclusive environment that celebrates, respects and supports diverse communities.

•IMAGINATIVE We champion a creative, enterprising, joyful, and positive spirit.

•TRUSTWORTHY We are accountable, credible, principled, responsible, and truthful.

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Strategic Plan Values

HOW WE’RE LIVING OUR

SUMMIT VALUES

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UNPARALLELED

STRATEGIC

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• Focus on students through AVID instruction process, appreciative advising, partnerships with high schools, increased pathways to college degrees and workforce certificate programs.

• Involvement of stakeholders in budget process, emphasizing innovation

• Design of Achievement Compact goals• Assessment of academic programs

through program of self studies (SPA)

• Dedication to high engagement instructional practices/AVID

• Customer Service Initiative through improved financial aid process and employee engagement

• Development of unique program offerings• Physical setting – “Sense of place”

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• Development of comprehensive accreditation report

• Implementation of thorough performance evaluations

• Design of data dashboard• Collaboration process in labor negotiations• Culture of program improvement• Leadership development

• Increased completions and retention• Opening Student Diversity Center• Expanded Transitions programs• Adult Basic Skills approach/OPABS

MINDFUL

MULTI-CULTURA

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• Refreshed website• New Wayfinding signs• New marketing plan• Innovative programs and new degrees• Innovative technologies• Expanded library and distance learning

services

• Inclusion of all stakeholders in Councils and Committees

• Communicating often, effectively, and in good faith (e.g., Dashboard)

• Addressing budget challenges with transparency, employee involvement, and feedback

IMAGINATIVE

TRUSTWORTHY

COUNCILS: THEMES

AND WORKPLANS

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11STRATEGIC PLAN GOALSTEACHING AND

LEARNINGCOMMUNITY

ENGAGEMENTRESOURCE

DEVELOPMENT

COUNCILS with tentative themes for FY 12-13

Instruction and Student Success

• High engagement learning strategies

• Enhanced student experience

• Increased success/completions

• Increased enrollment in target groups

• Increased evaluation and accountability

• Smart Growth

Community Engagement

• Increased use of campus

• Resources• Strengthen relationships

with high schools• Improved internal

communication

People Strategies• Customer Service

Training• Employee development• Employee accountability

Information Technology

• Technology plan• Efficient use of

resources

Facilities Council• Protection and

enhancement of physical assets

• Ease of facility access

• Efficient use of space

Budget Review• Sustainable budget• Open process

linking strategic planning and budget

AC

CO

UN

TAB

ILIT

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COUNCIL CLEARINGHOUSE – Council Co-Chairs, Unions, Student Reps, Strategic Planning Rep

• Coordination of Council work• Identify and frame strategic “big picture” issues for President and Board• Increase communication/collaboration among Councils and College

COLLABORATIVE COMMITTEES

FY 12-13

Presidential Search• Board appointed search

committee• Target June, 2013

Negotiations• Three unions/three

teams• Benefits committee• Formal bargain in

January 2013

Accreditation• “License to operate”• Self-assessments/self

evaluation• August 2013 deadline

Tools• Dashboard• Compact• Budget

measures

Characteristics of a College Council

• Inclusive of students and employees •Participatory •Advisory to the President •Substantive in the issues discussed •Characterized by individuals developing a

college perspective enriched by their personal experience – wear a college “hat”

•One year commitment; selected by Chair(s)

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Council of Instruction and Student Success CISS Christie Plinksi, David Minger, David Favreault

• High Engagement Learning Strategies▫AVID

• Enhanced student experience and services▫Improved responsiveness on financial aid ▫Appreciative Advising ▫Diversity Center ▫New degree, certificate programs, and

career pathways

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CISS

•Increased success/completions- College Now- OPABS (ABE/GED)- Apprenticeships/workforce development

programs- Retention initiative

• Increased enrollment in target groups ▫Transitions ▫College Now ▫Targeted Summer offerings

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CISS, cont.

• Increased program evaluation and accountability ▫Smart Growth ▫Strategic Program Assessment (SPA)

processes•Education Offerings Responsive to

Community needs ▫Internships in business▫Training contracts with private sector

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CISS, cont.

•Enhanced collaboration between Instruction and Student Services▫Retention initiative ?

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Community Engagement Council (New) Michelle Gregory

• Improved community access to campus resources and events ▫Implementation of facilities use policy ▫Career Fair(s)

•Strengthened relationship with community partners, including local schools▫Development of college marketing plan. ▫Coordination of existing outreach efforts.

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Community Engagement Council, cont.

•Improved communication within college community ▫Redesigned website. ▫College corner

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People Strategies Council (New)

Mara Kershaw•Engaged student centered and

customer centered culture ▫Customer Service Training ▫Onboarding and Offboarding

•Leadership Development•Employee support and accountability

▫Use of new competency based, performance evaluation system for non-represented employees

▫More student involvement in faculty evaluations

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Budget Review Team Jennifer DeMent; Mark Denney

•Sustainable Balance budget ▫Implementation of Expansion Strategies ▫Provide background research and analysis

on issues that will be raised in labor negotiations

▫Identification of greater efficiencies •Open process that links strategic

thinking and budget decisions ▫Budget review forms reviewed and updated ▫Menu of budget choices based on issue

papers and budget request forms

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Budget Review Team

•Champion Efficient and Efficient Business practices ▫Review initiatives and proposals to identify

opportunities to improve effectiveness and efficiencies

▫Link success measures to funding requests▫Review findings from sub-committees (e.g.

tuition and fees, compensation analysis)

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Facilities Council Laurie Miller, Dennis Mattoon

•Protection/enhancement of infrastructure ▫New investments in classrooms, health and

safety issues, athletics, deferred maintenance

▫Background on General Obligation Bond options

▫Master Plan review; inclusion of Maywood Park

•Ease of facility access ▫Implementation of Wayfinding

•Efficient use of space ▫Implementation of new Facilities use policy ▫Implementation of new RES System (Live

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Information Technology Council(Revived) Linda Vigesaa, Paul Morris

•Overall technology plan• Integrated systems

▫Catalog/ Curriculum▫Degree Audit▫Academic Planning

•Efficiency/ communication ▫Technology projects aligned with College

strategic goals ▫Technology project definition and

implementation▫Common solutions – streamline/eliminate

duplication

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Council ClearinghouseBill Farver

•Composed of Council Chairs, union, student, non-rep. stakeholders

• Identifies and frames major strategic questions/ decisions for President and Board (e.g. transfer center, satellite campus)

•Coordinates assignments/overlapping responsibilities of Councils (e.g. marketing plan)

•Works to improve communications college wide

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OTHER COOPERATIVE COMMITTEE

WORK

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Presidential Search Committee

•Appointed by Board ; Chaired by Dave Shields

•Twelve member Committee appointed by Board, Chaired by Dave Shields

•Includes broad stakeholder representation, including faculty, staff, community members, and administration

•Community College Search Services to help with recruitment and logistics

•Community forums on October 3 and 4 •Target date of June, 2013 for New

President ▫

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Labor Negotiations

•Teams formed to address unique contractual issues for Full time, part time, and classified employees

•Formal bargaining begins in January •Cooperative development and review in

fall of financial options to address two year budget goal of $2.3 million in savings/avoided costs among all represented employees

•Revived Benefits Committee examining budget proposals related to benefits

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Accreditation Committee Christie Plinski

• Our “license to operate” (e.g. “driver’s license”/”work permit”)/ external accountability

• Third year of seven year process; focus this year on Adequacy of Resources and Capacity and Governance and Decision Making Structure

• Our self evaluation/self assessment and external reporting tool; our process needs to be honest to improve

• Documents and reports on progress, lessons learned, and next steps;

• Reporting deadline, August, 2013

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ACCOUNTABILITY

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Accountability Tools •Accreditation Process (see previous slide) •Dashboard – regular report on key data

points •Achievement Compact – agreement with

State on college performance •Organizational Health dynamics – balance

competing forces •Budget Initiatives and Budget Request

Forms - follow up on last year and development of new measures and initiatives

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Dashboard Measures

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Category Measure

• Enrollment

• Graduation

• Persistence

• Achievement Compacts

• Financial Health

• Growth of 8%

• Completions of ?

• Retention rate increased from x? to y?

• Within spending parameter

Monitoring Achievement Compact

FY12-13 Targets •Certificates/Oregon Transfer Modules

142•Associate Degrees

1016 •Enrolled Dev. Ed. Writing who complete

52%•Enrolled Dev. Ed Math who complete

55%•Earning 15/30 college credits

6545/3274 •Dual enrolled in high school

1751

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Evidence of Organizational Health

Expansion Funded several approaches to bolster enrollment by 8% , including faster financial aidNew degree / pathway programs

Contraction Reduced ongoing administrative expenses by over $700,000 and holding ten full time faculty position open

Freedom Revamping website for better accessReassessing progress through Accreditation Committee

Order Following smart growth guidelines Adopting new Facilities use policy and regulations Using Dashboard to track progressBudget issue paper and request forms

Identity Implementing AVID college wideImplementing campus way finding Hiring new President

Community Expanding Council structure to six stakeholder groupsCommunity Engagement Council developing Marketing plan

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Budget Initiatives and Requests

•Sponsors of innovation efforts/issue papers will work with Budget office and Budget Review Team to refine their data gathering and reporting

•Budget Request Form sponsors will work with Budget office to collect their data points and refine their requests for FY13-14

Get Involved and Follow What’s Happening

•This Power Point •Web links to Accreditation•Council activities •Presidential Search•Community Corner

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Questions ?

•Where will this be presented? ▫ Councils ▫ Executive Committee▫ Faculty Senate ▫ ASG ▫ President’s Cabinet ▫ Instructional Administrators (Deans) ▫ All College forums

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