COLUMBUS STATE COMMUNITY COLLEGE
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Transcript of COLUMBUS STATE COMMUNITY COLLEGE
COLUMBUS STATE COMMUNITY COLLEGE
Steering Committee
Strategic Planning Session I
April 17, 2012
AGENDA
2:00 – 2:30 Welcome & Context Setting, Introductions & Review of Strategic Planning Process
2:30 – 3:30 Analysis: External Feedback from Stakeholder Interviews & Internal Feedback from Autumn ‘11 In-Service
3:30 – 4:00 Committee Members’ Reflections on External & Internal Feedback
4:00 – 4:45 Discussion of Emerging Vision Themes
4:45 – 5:00 Recap, Next Steps & Adjourn
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
INTRODUCTIONS
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
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
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
STRATEGIC PLANNING AS A TOOL
THE PROCESS
CURRENT REALITY
Step 1: Assess the environment & the organization
THE PROCESS
VISIONMISSIONVALUES
Step 2: Articulate the vision, mission & values
Step 5: Implementation planning & goal-setting for key priorities…
CURRENT REALITY
Step 1: Assess the environment & the organization
Step 3: Analyze the Gap
Step 4: Identify clear priorities to close the gap
WHAT YOUR STAKEHOLDERS SAID…
WHO WE SPOKE TO
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 *
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
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?
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
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
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
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
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
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
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
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
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!
WHAT YOU SAID*
* Autumn In-Service 10/26/11
What do you value most about Columbus State?
What do we do best to help students succeed?
How can your department make an even greater contribution?
Imagine it is 2021, and we have dramatically advanced our student success agenda.
How will students describe their Columbus State experience?
OK now, what did our stakeholders say again??
IMPRESSIONS OF COLUMBUS STATE:
ALL INTERVIEW QUESTIONS:
REFLECTIONS ON STAKEHOLDER INTERVIEWS
What resonated for you?
What surprised you?
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
CAREER CHANGERS
CAREER CHANGERS
4-YEAR
DEGRE
E SEEK
ERS
4-YEAR
DEGRE
E SEEK
ERS
2-YEAR DEGREE SEEKERS
2-YEAR DEGREE SEEKERS
NEW SKILL SEEKERSNEW SKILL SEEKERS
COLUMBUS STATE IN 2021: An Emerging Vision
WORKFORCE-
READY
TRANSFER-READY
RESKILLED & READYLIFE-READY
COLUMBUS STATE & CENTRAL OHIO IN 2021: An Emerging Vision
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, ______________________________________________ __________________________________________________________________________________________________________________________________________________________________________________________________________ .
NEXT STEPS…
CURRENT REALITY
VISIONMISSIONVALUES
Step 3: Analyze the Gap
Step 4: Identify clear priorities to close the gap
Step 5: Implementation planning & goal-setting for key priorities…
Step 2: Refine the vision; articulate mission & values