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