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STRATEGIC PLANNING SUMMIT March 17, 2017

STRATEGIC PLANNING SUMMIT March 17, 2017. WELCOME AND INTRODUCTION Dr. Robert H. Sandel. OVERVIEW Ms. Marilyn Herbert-Ashton.

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STRATEGIC PLANNING SUMMIT March 17, 2017

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  1. STRATEGIC PLANNING SUMMIT March 17, 2017

  2. WELCOME AND INTRODUCTION • Dr. Robert H. Sandel

  3. OVERVIEW • Ms. Marilyn Herbert-Ashton

  4. To refocus attention on the institutional vision, mission, core values and goals; to strengthen continuous improvement; and to stretch in areas through which revisiting success may stimulate growth.

  5. REFOCUSattention.

  6. Strengthencontinuous improvement.

  7. Stretch, revisiting success to stimulate growth.

  8. REVIEW OF STRATEGIC PLANNING PROCESS • Ms. Marilyn Herbert-Ashton

  9. PURPOSE OF STRATEGIC Plan • Affirm the Virginia Western’s vision, mission and core values • Serves as a roadmap for the College’s future • Develop action plans to implement the Strategic Plan

  10. ALIGNMENT of Strategic Plan • Virginia Western’s plan aligns with the VCCS plan, “Complete 2021”. • Complete 2021 – One goal: “Virginia’s Community Colleges will lead the Commonwealth by tripling the number of credentials awarded for economic vitality and individual prosperity.”

  11. STRATEGIC PLANNING TIMELINE • In-service 2014 - New Plan unanimously named “Success 2021”. • Fall 2014 - Steering Team activated, included student and college-wide representation.

  12. STRATEGIC PLANNING TIMELINE • Fall 2014 – “Success 2021” website developed. • http://www.virginiawestern.edu/about/success2021/index.php • Spring 2015 – Economic Impact Study Completed.

  13. STRATEGIC PLANNING TIMELINE • Early Spring 2015 – Internal/External Focus Group Meetings and Surveys Conducted. • Spring 2015 – Vision, Mission and Core Values Drafted.

  14. STRATEGIC PLANNING TIMELINE • April 24, 2015 – Planning Summit and SWOT Analysis. Representation included students, faculty and staff. • Summer 2015 – Institutional Goals Drafted.

  15. STRATEGIC PLANNING TIMELINE • Fall 2015 – Local Board approval. • Fall 2015 - Institutional Effectiveness Office began work with each division to develop departmental plans.

  16. STRATEGIC PLANNING TIMELINE • Spring 2016 – April 22, 2016 Strategic Planning Summit. • Fall 2016 - Institutional Effectiveness Office began work with each division to develop departmental plans. • Fall 2016 - Steering Team meeting to plan for 2017 Summit.

  17. Vision, Mission, Core Values, Goals Ms. M. Herbert-Ashton

  18. VISION • Virginia Western: A forward-thinking Community College inspiring individual, community and economic transformation.

  19. MISSION • Virginia Western provides quality educational opportunities that empower students for success and strengthen communities.

  20. CORE VALUES • • Diversity: Promote a culture and practice of inclusion and empowerment. • •Integrity: Demonstrate the highest standards of honesty, fairness and ethical conduct. • • Respect: Foster an environment that demonstrates care and support for the college community through constructive and open communication.

  21. CORE VALUES • •Success: Collaborate to provide and promote services and programs to encourage success among all students, faculty, staff and the community. • • Teamwork: Partner with internal and external stakeholders to provide practical and relevant educational opportunities.

  22. Institutional Goals • Empower Students for Success • Champion Sound Stewardship • Foster Internal and External Collaboration

  23. COMMUNITY COLLEGE TRENDS Dr. Angela M. Garcia Falconetti

  24. COMMUNITY COLLEGE TRENDS Purpose:to provide a national framework from which to generate ideas to apply during the forthcoming innovation exercise and in daily College service.

  25. 21st Century Commission on the future of Community Colleges www.aacc21stcenturycenter.org/

  26. Empowering Community colleges to build the nation’s future

  27. AACC’s 2017 Priorities • Value Proposition: Economic opportunity, social mobility, and inclusiveness. • Has the access problem been solved? Should a greater emphasis be placed on quality and completion?

  28. AACC’s 2017 Priorities • Pell Grant Program • Need for Pell Grant funding for short-term programs (less than 600 hours or two-thirds of an academic year). • Broadening of the Pell Grant program to include a lifetime limit of 14 semesters (or its full-time equivalent) of eligibility, rather than the current 12. Source:American Association of Community Colleges. (2017). 2017 and community colleges.

  29. AACC’s 2017 Priorities • Partnership Programs • A one-time, $1.5 billion, two-year community college and industry partnerships programs that engages business and industry in expanding, modernizing, and improving community colleges’ ability to educate the workforce for in-demand jobs. • Inclusion of business and industry in curriculum and resource development. • Public-private partnerships.

  30. AACC’s 2017 Priorities • Measurement • Voluntary Framework of Accountability, supporting a 6-year graduation rate. • Need for a national unit record data system to track students to employment, linked to the federal wage data regulations.

  31. AACC’s 2017 Priorities • Voluntary Framework of Accountability • “How can industry certifications be integrated into a federal accountability framework, given that they are not comprehensive across all programs and simply not relevant to many programs….?”

  32. AACC’s 2017 Priorities • Voluntary Framework of Accountability • “What is the “value added” sought for in postsecondary programs? What sort of return on investment, if one decided that was an appropriate metric, would justify public support?”

  33. The Story of completion

  34. Loss Momentum framework (LMF) Source:Completion by Design (2015). Implementation: Practical Lessons. Bill and Melinda Gates Foundation. http://completionbydesign.org/cbd-process/implementation-practical-lessons

  35. Source:Completion by Design (2015). Implementation: Practical Lessons. Bill and Melinda Gates Foundation. http://completionbydesign.org/cbd-process/implementation-practical-lessons

  36. National Community College Organizations

  37. “A lot of community colleges are designed as though they could be traditional institutions for higher education, where students are going to school full-time, and will start immediately after high school, and will go straight through to graduate,” McClenney said. “In fact, one in six graduates fits that description.” Source:Wilts, A. (2014). The Daily Texan. The University of Texas at Austin. http://www.dailytexanonline.com/person/kay-mcclenney

  38. Institutional Change Knowledge Sharing Scaling Change State Policy Reform Student-Centered Supports Technology in Education Visionary Leadership Workforce Preparation College Readiness Community Engagement Culture of Evidence and Inquiry Equity Faculty and Staff Engagement Financial Literacy Source:Achieving the Dream. (2017). http://achievingthedream.org/

  39. The council for adult and experiential learning Source:The Council for Adult and Experiential Learning. (2017). http://www.cael.org/

  40. NMC Horizon Project reaches 195 countries Source:NMC Horizon Project. (2017). http://www.nmc.org/nmc-horizon/

  41. COMMUNITY COLLEGE TRENDS Purpose:to provide a national framework from which to generate ideas to apply during the forthcoming innovation exercise and in daily College service.

  42. COMMUNITY COLLEGE TRENDS How will the YOU intentionally drive the transformation necessitated by 21st century community colleges to dramatically improve college completion?

  43. FINANCE UPDATE Ms. Lisa Ridpath

  44. Overview • Fund Accounting Concept • College Financial Environment • Program Structure • Funding Sources • Budget Environments • External vs. Internal • Budget Process Next Steps • How is the “Pie” Sliced?

  45. Accounting concepts • Fund Accounting • Funding is earmarked for a particular purpose • Closely links resources with reasons for spending (e.g. Operating, Capital, ETF, Perkins, Grants, etc.) • Funds generated for a particular purpose need to be used for that purpose • “All Money is Not Green” • Emphasizes Accountability and Transparency

  46. Major Programmatic Structure • Primary mission - Instruction, Workforce & Public Service • Other programs are designed to support needs derived from these operations.

  47. Fund structure – where do our resources come from?

  48. Internal Budget Process • Environment Scan – Identifies Projected Resource • Resources – Continuing Expenses – Mandatory Expenses = Resource Availability or Shortfall • Budget Call • Solicit funding requests, based upon resource availability • Budget Review and Budget Hearings • Review of funding requests by the FAS and the Executive Team • External Decisions • Governor and General Assembly action to finalize state budget • Tuition and fee rates approved by the State Board of Community Colleges • Final Budget • Budget balanced with projected resources to enter into AIS for July 1st fiscal year start • Budget finalized in September based upon actual Fall enrollment

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