Changes From Strategic Plan to Strategic Plan

1. Changes From Strategic Plan to Strategic Plan From Growth Mode to Focus on Student Learning

2. Focus of Strategic Plan for 1995-2005 • Building the Campuses • Rapid Redistribution of College Personnel • Rapid Redistribution of College Resources • Growth/Redistribution of Numbers Experienced at the Campuses • We have done it! • Campuses Make a Great Impact on Their Areas of the County

3. Headcount At the End of Fall Term 2003

4. Campuses Add Great Value to Our Community

5. Economic Impact of Central – 02-03 • Income Increase for Students $23,539,783 • Business/County Savings per Students $64,869,076 • Average Annual Bond Expenditure $10,456,086 • Annual Salaries and Supply Dollars Spent $27,371,305 • Plant Operations and Maintenance $5,860,780 • Total Annual Economic Impact of Central $132,097,030

6. Economic Impact of Levine – 02-03 • Income Increase for Students $4,592,467 • Business/County Savings per Students $3,102,073 • Average Annual Bond Expenditure $4,093,763 • Annual Salaries and Supply Dollars Spent $5,330,741 • Plant Operations and Maintenance $1,687,028 • Total Annual Economic Impact of Levine $17,119,044

7. Economic Impact of North – 02-03 • Income Increase for Students $1,647,587 • Business/County Savings per Students $2,024,488 • Average Annual Bond Expenditure $1,988,889 • Annual Salaries and Supply Dollars Spent $1,896,514 • Plant Operations and Maintenance $810,650 • Total Annual Economic Impact of North $8,368,128

8. Economic Impact of Northeast – 02-03 • Income Increase for Students $1,786,840 • Business/County Savings per Students $1,176,499 • Average Annual Bond Expenditure $2,091,333 • Annual Salaries and Supply Dollars Spent $2,101,542 • Plant Operations and Maintenance $624,420 • Total Annual Economic Impact of Northeast $7,780,634

9. Economic Impact of Southwest – 02-03 • Income Increase for Students $2,487,035 • Business/County Savings per Students $2,105,713 • Average Annual Bond Expenditure $1,447,444 • Annual Salaries and Supply Dollars Spent $2,870,399 • Plant Operations and Maintenance $1,161,201 • Total Annual Economic Impact of Southwest $10,071,792

10. Economic Impact of West – 02-03 • Income Increase for Students $1,893,212 • Business/County Savings per Students $1,783,340 • Average Annual Bond Expenditure $2,640,446 • Annual Salaries and Supply Dollars Spent $2,204,056 • Plant Operations and Maintenance $810,650 • Total Annual Economic Impact of West $9,331,704

11. Total Annual Economic Impact of CPCC to Our Region • Total Annual Economic Impact of Central $132,097,030 • Total Annual Economic Impact of Levine $17,119,044 • Total Annual Economic Impact of North $8,368,128 • Total Annual Economic Impact of Northeast $7,780,634 • Total Annual Economic Impact of Southwest $10,071,792 • Total Annual Economic Impact of West $9,331,704 $184,768,332

12. The Growth Has Occurred Internally Student Behavior Has Changed

13. Annual Curriculum Headcounts 7% increase in 5 years (1,590 student increase)

14. Students by Credit Hours

15. Changes in Load

16. Average Student Load 16% increase in 6 years

17. Percent Attending Full-time 10.7% increase in 6 years

18. Curriculum Assigned Seats 24.8% increase in 5 years

19. Curriculum FTE 27.3% increase in 5 years

20. We Have Become More Efficient • Curriculum Sections Offered • Fall 03 2,311 (-30) • Fall 02 2,341 (-42) • Fall 01 2,399 • Curriculum Sections Offered • Spring 04 2,191 (-19) • Spring 03 2,210 (-18) • Spring 02 2,228

21. This Was An Issue Because….

22. Fall Curriculum Headcount10 Year History - CPCC Data

23. Curriculum Sections Offered10 Year History - CPCC Data

24. We Have Issues with Student Success • We participated in the National Community College Benchmarking Project • Participants were other League schools • We collected and benchmarked data on multiple student outcomes

25. Student Success in Core Academic Areas (A-C Grades from Exit Codes) English Comp I Min. Med. Max. CPCC 54.2% 72.4% 86.0% 58.0% English Comp II Min. Med. Max. CPCC 50.5% 66.4% 84.5% 50.5% College Algebra Min. Med. Max. CPCC 37.7% 58.1% 76.9% 37.7% Speech Min. Med. Max. CPCC 60.2% 76.0% 89.0% 60.2%

26. Grade Distribution for College Level Courses Min. Med. Max. CPCC A 26% 33.4% 45% 26.1% B 18% 23.3% 27% 21.1% C 6% 13.9% 17% 12.7% D 1% 4% 8% 3.5% F 2% 4.9% 15% 6.7% W 1% 16.2% 29.9% 29.9%

27. Graduation Rates • Still only 8% of our first-time, full-time credential-seeking students receive a degree, certificate or diploma within 150% of the allotted time (3 yrs).

28. New Strategic Plan • Values • Learning • Inclusiveness • Accountability • Excellence • Integrity • Accessibility • Innovation

29. We Seek to….. • Put learning first in/through: • Policy, programs and practice • Experiences offered to students • Engaging learners • Collaborative learning activities • Documenting learning • Improving learning • Continuous commitment over the long term

30. The World of Higher Education • Is an evolving world • Change has become the norm so we must be able to respond fast • Daily dealing with ambiguity • Heading into an unknown future (a path where we can’t see the end)

31. New Strategic Plan • The Focus is Learning • Taking a collective responsibility for learning • Collaboration and integration of programs, processes and services • Emphasis will be on cross-unit planning

32. In Order to Focus on Learning • How can we help each other build connections and collaborations to facilitate learning? • What can we do (as major contributing units) to help the entire college take a collective responsibility for learning?

33. Take 20 minutes…….

34. Another Difference - Only Six Goals • Ensure Student Success by all employees assuming collective responsibility for placing the needs of learners first. • Foster an organizational culture that makes learning the primary value in every action of the College. • Promote the health and economic vitality of the community through partnerships, coalitions, and collaborations.

35. Only Six Goals: • Plan and coordinate student enrollment, programs, services, and facilities to meet community needs. • Increase available public and private funds for educational programs, capital projects and, general operations. • Improve learning outcomes and College programs, processes, and services through a systematic and continuous process of planning, assessment, and improvement.

36. How it Works…

37. Our New Annual Process • The strategic goals are set. The major units set unit objectives. Individual departments in that unit create action items. Individuals within departments will have projects on their PDP that align with the department’s action items.

38. What is a Goal • A statement of a quantifiable desired future state or condition • It is driven by the mission • A goal: • lacks deadlines • is usually long-range • is relatively broad in scope • provides guidance for the establishment of objectives (the specifics)

39. What is a Goal • It is reported on anecdotally • It is accomplished by activities • It takes several goals to accomplish a mission statement • It takes several objectives to accomplish a goal

40. Due to the nature of goals, the College may never fully accomplish a goal… …but the College will makes progress toward the fulfillment of a goal through meeting multiple objectives.

41. What is an Objective? • A short-term, measurable, specific activity having a time limit or timeline for completion • They are used to reach goals • They specify who, will do what, under what condition, by what standard and within what time period • They state what you will do in a form that can be measured after the appropriate amount of time.

42. Example • Piece of Mission …. To advance the lifelong educational development of students…. • Goal … engage students as responsible partners in the lifelong learning process. • Objective …. To develop a service learning program at CPCC by June 30, 2004. • Action Items …. To recruit 30 students to participate during 2003-04. To involve and train 20 faculty and staff and 10 businesses during 2003-04. • PDP Project … To organize and offer one workshop on service learning for the college during the 2003-04 year.

43. How to Set Objectives • There’s no magic number • e.g. 80% vs. 90% - 20 people vs. 100 • What is reasonable? • What can you afford? • What realistically can your staff accomplish? • May need to benchmark (e.g. enrollment growth) • What percent shows you’re not committed and what percent shows you’re naïve?

44. How to Set Objectives • Examples: • Fifty percent of students will be able to communicate effectively in writing (complete the writing exam with a grade of 60 [D] or better) • By the end of the spring term, 95% of faculty and staff will have completed 20 contact hours of professional development (workshops, college courses, conferences, onsite trainings, etc.)

45. More Realistic • Seventy percent of students will be able to communicate effectively in writing (complete the writing exam with a grade of 75 [C+] or better) • By the end of the spring term, the professional development office will increase their offerings for faculty and staff by 10% over what was offered last year (workshops, college courses, conferences, onsite trainings, etc.)

46. How to Set Objectives • The first time you set objectives, be conservative • Don’t pull a rabbit out of your hat (e.g. let’s grow enrollment by 10%) • Don’t set a goal for your area when another area has to perform to meet it (you don’t have control over the outcome) • It will take a few years to get it right

47. Implementation in 2004-2005 • Set only a few objectives and action plans • Make them measurable (under old process, we set goals and didn’t measure them) • Only create objectives and action plans for those areas over which you have control • Make them reasonable (with budget and staffing constraints)

48. Questions • How hard will this be to implement? • What is the easiest way to train people? • You are the College’s administrators…. Can you do this? • How hard will it be for all departments to fit under the goals?

49. Suggestions for Implementation