setting strategic direction strategic planning at cocc

Central Oregon Community College | 2600 N.W. College Way | Bend, Oregon 97701 | (541) 383-7700 | www.cocc.edu

Setting Strategic Direction

Strategic Planning at COCC

COCC September 2012

UPDATE

Strategic Planning Committee Nancy Butler, Classified, Admissions & Records David Dona, Administration, Fiscal Services Stacey Donohue, Faculty, Humanities Stephanie Goetsch, Classified, Information Technology Patricia Hammer, Faculty, Mathematics Jim Moodie, Faculty, Biology Jerry Schulz, Administration, Continuing Education Erica Waldbillig, Classified, Office of CFO Cody Yeager, Administration/Faculty, Deer Ridge Correctional Facility

Planning Team Matt McCoy, Administration, VP for Administration, Co-Chair Brynn Pierce, Administration, Institutional Effectiveness, Co-Chair Chris Egertson, Administration, Institutional Effectiveness Jennifer Peters, Confidential/Supervisory, Office of VP for Administration


Purpose Determine where the College wants to be in the future and inform operational plans to get there



Product Strategic Plan incorporating broad constituent input from the

College and service area communities

Honest in College’s aspirations - connecting Mission, Vision, Core Themes/Goals and Priorities

Containing realistic, achievable objectives Promoting unification and collaboration, providing individuals,

departments, divisions and overall institution clear expectations and defined role in achieving those expectations

Informing resource allocation to assist College advancement


StrategicPlanning

Operational Planning

Planning & Assessment Model


Strategic Planning Process – 4 PhasesProcess to be completed in 18 months (Fall 2011–Winter 2013)

• Development of Strategic Planning Steering Committee• Committee charged with researching and developing plan• President/Board to receive regular updates on the process

Phase 1: Analyze Internal and External Environment Oct 2011 - Mar 2012

Phase 2: Review and Revise

Mar 2012 - Sept 2012

Phase 3: Develop Strategic DirectionsOct 2012 - Feb 2013

Phase 4: Assess OutcomesFeb 2013 through plan’s cycle


Gather Stakeholder feedback (Internal and External) 20 focus groups (219 participants - 1000 comments) 1450 survey respondents and personal interviews

700 community members 500 students 120 faculty & staff 65 businesses, CTE advisory group, city mayors/mgrs,

chambers 32 K-12 counselors, board members, superintendents COCC President & Board COCC Foundation Board of Trustees OSU-Cascades Chief Executive Officer

Phase 1: (October 2011 to March 2012)

Analyze Internal and External Environment


Complete environmental scan (Information on the College and service district including regional/student demographics, employment/economic outlooks, and trends/initiatives in higher education)

Phase 1 Progress Report Given to Board, President and Stakeholders

Phase 1: (October 2011 to March 2012)

Analyze Internal and External Environment

http://www.cocc.edu/College-Planning/Setting-Strategic-Direction---Phase-I-Progress-Report/


Using information gathered in Phase 1, review the current Mission, Vision, Values and Core Themes/Goals

Suggest revisions and seek alignment to reflect findings in Phase 1

Share proposed revisions and gather feedback from the campus community

Report to President and Board for consideration

Phase 2: (March to September 2012)

Review and Revise


What is a Mission? What COCC stands for, our purpose, why we exist

Current Mission: Central Oregon Community College will be a leader in regionally and globally responsive adult, lifelong,

post secondary education for Central Oregon.


Review and Revise


Proposed Revisions to COCC’s Mission:

• Central Oregon Community College exists to promote student success by providing quality, accessible, lifelong educational opportunities

• Central Oregon Community College exists to provide students with quality, accessible, lifelong educational opportunities that transform lives and enrich communities

• To promote student success and enrich communities, Central Oregon Community College provides quality, accessible lifelong learning opportunities that transform lives


Review and Revise


What is a Vision?What COCC aspires to and why it is important

Current COCC Vision: Because of COCC, Central Oregonians will... • be a district wide community that holds and promotes lifelong post

secondary education and ongoing professional growth and personal development for adults as values;

• be able to connect actively with other communities, the state, the nation and the world in order to attain both locally strong and globally responsible perspectives;

• view education as integral to a sense of well-being, security and responsibility; and

• look to COCC to lead the region in the achievement of these ends


Review and Revise


Proposed Revisions to COCC’s Vision:

• In the next 5 years, COCC will continue to improve institutional viability by strategically developing an innovative and comprehensive multi‐campus community college

• In the next 5 years, COCC will continue to improve institutional viability by strategically advancing our innovative and comprehensive multi‐campus community college


Review and Revise


Current Goals/Core Themes

Central Oregon Community College students will...• Have academic achievements and learning skills necessary to transfer and

articulate successfully beyond the community college level ( CT 1: Transfer) • Have the workforce knowledge and skills necessary for their careers (CT 2:

Workforce)• Have academic achievements and basic learning skills necessary to successfully

pursue education at the community college level (CT 3: Basic Skills)• Have access to and participate in wide-ranging lifelong learning opportunities

that enhance wellness, quality of life, and cultural appreciation (CT 4: Lifelong Learning)

COCC as an institution will support the values of...• Working collaboratively to achieve shared purposes • Supporting diversity, and interacting effectively with state, regional, national

and global communities


Review and Revise


Proposed Revisions:Formalize merging COCC goals and core themes and

adopting Core Themes as the official name.

Core Themes Transfer and Articulation: Students will have academic

achievements and learning skills necessary to transfer and articulate successfully beyond the community college level

Workforce: Students will have the workforce knowledge and skills necessary for their career

Basic Skills: Students will have academic achievements and basic learning skills necessary to successfully pursue education at the community college level

Lifelong Learning: Students will have access to and participate in wide-ranging lifelong learning opportunities that enhance wellness, quality of life, and cultural appreciation


Review and Revise

Mission

Vision

Values

Transfer & Articulation

Workforce Development

Basic SkillsLifelong Learning

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Phas

e 2:

Revi

ew &

Rev

ise

Phas

e 3:

Setti

ng S

trat

egic

Dire

ction

s

Core Themes

COCC’s Strategic Plan

Strategic Objectives are to be determined by Core Theme Teams (CTT) which will be led by Instructional Deans and include representatives from across the College, including faculty, staff, members of the Strategic Planning Committee and Institutional Effectiveness office.

It is anticipated that each Core Theme will have a reasonable number of Strategic Objectives.

Strategic Objectives may be drawn from existing planning documents such as Accreditation, Achievement Compact, Strategic Enrollment Management, other sources, or may be developed anew.

Phase 3: (October 2012 to February 2013)

Setting Strategic Directions

Strategic Objective

Strategic Objective: A statement used to operationalize mission statements. They are specific , measurable and actionable in a well-defined time frame (3-5 years).

Mission

Vision

Values


Workforce Development

Basic SkillsLifelong Learning

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Core Themes

COCC’s Strategic Plan

Once the College has an updated strategic plan, the College will develop an evaluation plan to evaluate the successful achievement of objectives related to each core theme.

The plan will include establishing meaningful, assessable and verifiable indicators of achievement for each strategic objective and developing a reporting mechanism in order for the College community to monitor successful progress.

Indicator: Information that allows the College to understand whether actions taken have produced the desired outcomes. The indicator is meaningful, assessable and verifiable.

Phase 4: Develop Evaluation Plan and Assess Outcomes

Indicator



Strategic Objective

Strategic Objective

Indicator

Indicator

Indicator

Indicator

Transfer & Articulation Example:

Strategic Objective:Increase the number of students successfully transferring to a 4-year institution

Indicator 1: 20% of students declaring a transfer major will receive a transfer module or degree within four years (Accreditation Report, SEM)

Indicator 2:75% of students earning a transfer credential will transfer to a 4-year institution within one year of completion (Accreditation Report, IE Report)


IndicatorBenchmark

SourceYellow Green

1.4.a Students declaring a transfer major will receive a transfer module or degree within four years

15% 20% SEM

1.4.b Number of students earning a transfer credential (OTM, AS, AAOT, ASOT)

+10% +15% COCC Completions Report

1.4.c Percent of transfer credential completers transferring to a four-year institution within one year of completion

65% 75% IE Reporting-Partnerships

1.4.d COCC to OUS GPA after transfer 3.0 3.1 OUS – CCWD Data Match

1.4.e Rate of COCC Students transferring to OUS and graduating within six years

71% 75% OUS – CCWD Data Match

Table 1.4: Indicators, Benchmarks, and Sources for Objective 1.4, Core Theme 1: Transfer and Articulation

StrategicPlanning

Operational Planning

Initiatives

Accreditation

AchievementCompact

SEM

Others VIABILITY


Questions?Comments?

THANK YOU!

Strategic Planning at COCC

setting strategic direction strategic planning at cocc

Documents