CCAC Comprehensive Planning, Budgeting & Assessment Process

Transcription

1 CCAC Comprehensive Planning, Budgeting & Assessment Process Board of Trustees Meeting November 2004 Kevin G. Smay Executive Director of Strategic Planning

2 Background Hiatus from comprehensive planning Recent planning projects Strategic Initiatives Frieda G. Shapira Center for Learning Center for Health Careers Center for Professional Development Life Long Learning Distance Education Organizational Goals Middle States Self Study CCAC Master Plan (Sasaki) Market Survey (Dickerson & Mangus) CCAC Planning, Budgeting & Assessment Process 2

3 Characteristics of Planning Efforts Planning became more structured & disciplined But Relatively short two-year perspective More tactical or operating than strategic in nature Incomplete connection with resource allocation Implementation, measurement, and plan assessment in need of improvement CCAC Planning, Budgeting & Assessment Process 3

4 A Fresh Start An integrated planning and budgeting process Coordinated by Executive Director of Strategic Planning Oversight by Planning & Budgeting Council (PBC) Methodical, data driven and objective Genuine internal and external participation opportunities Establishes a longer term strategic perspective (five years) Operating plans and annual budgets produced within framework of strategic objectives CCAC Planning, Budgeting & Assessment Process 4

5 Strategic Planning a formal process aligns organizations with the most important elements of their environment participative (external and internal stakeholders) identifies long term goals defines institutional and student learning outcomes selects the best approach to achieving them Establishes processes for measuring and reporting on progress CCAC Planning, Budgeting & Assessment Process 5

6 Benefits of Strategic Planning Better performance in periods of turbulence Resources used more effectively when everyone is pulling in the same direction Institutions with plans are more likely to attract resources Stakeholder confidence develops when an institution is following a planned approach to change Required by accrediting agencies CCAC Planning, Budgeting & Assessment Process 6

7 CCAC Planning, Budgeting & Assessment Process 7

8 3. Internal conditions & trends 1. Reaffirm mission, vision & values 2. External conditions & trends 4. Document current conditions 5. Envision alternative future 6. Select best strategies 8. Measure performance 7. Action & implementation CCAC Planning, Budgeting & Assessment Process 8

9 Committee Organization & Leadership CCAC Planning, Budgeting & Assessment Process 9

10 Strategic challenges 1 emerging from Self Study Assessment of student learning and institutional effectiveness (12) General education (7) Faculty (3) + Administration and leadership (1) Distance education (2) Student services (2) Planning and resource allocation (2) 1 Developed with input of Self Study steering committee ( ) & President s Cabinet ( ) CCAC Planning, Budgeting & Assessment Process 10

11 Committee structure and strategic challenges Mission, Vision, Values Assessment of institutional effectiveness Environmental Scan NA Educational Model Assessment of student learning General education Distance education Student Services Student services Delivery Systems Faculty Administration and leadership Planning and resource allocation CCAC Planning, Budgeting & Assessment Process 11

12 1. Reaffirm/revise mission, vision & values Goal: establish context for planning Indicators of Institutional Effectiveness provide basis for assessment of mission, vision & values Incorporates recommendations from self-study to have a more participative process: Guided by a working committee Gather input thru survey of staff and external stakeholders CCAC Planning, Budgeting & Assessment Process 12

13 2. Assessment of External Environment Goal: Alignment with external environment and future trends Factors: Political, societal, demographic Economic and employment trends Education: P-12, Higher Ed, competition Research and compilation of trend information Input from Board of Trustees and advisory boards Planning forums with subject matter experts conducted CCAC Planning, Budgeting & Assessment Process 13

14 2.a. Planning Forums Organized by environmental scanning committee Brings subject matter experts to CCAC educators, demographers, economists, employers Each forum summarized by a white paper Environmental scan compendium of white papers + trend information from strategic planning office staff Planning exercise: External opportunities and threats (the O & T in SWOT) documented CCAC Planning, Budgeting & Assessment Process 14

15 3. Assessment of Internal Environment Goal: Assessment of institutional resources, capabilities and effectiveness Educational Model Credit offerings Non credit offerings Student Services Delivery Systems Planning exercise: Internal strengths and weaknesses (the S & W in SWOT) documented CCAC Planning, Budgeting & Assessment Process 15

16 3.a. Resources for Assessment of Internal Environment Enrollment trends and forecasts Program review Faculty workload analysis Employee survey results Self-study findings League for Innovations Conference Report Indicators of institutional effectiveness Student survey results Dickerson-Mangus Report Revenue trends and forecasts CCAC Planning, Budgeting & Assessment Process 16

17 4. Document Current Conditions Milestone: State of the College Report Deliverables: Revisions to Mission, Values, Vision Indicators of Institutional Effectiveness (dashboard) Assessment of internal environment Data reports, self study, and S & W Environmental Scan White papers and O & T CCAC Planning, Budgeting & Assessment Process 17

18 5. Envisioning the future of CCAC Goal: Identify strategic direction State of College Report is transition point Brainstorming to generate ideas Develop goals Feedback on direction solicited via campus meetings and the web Leadership retreat with Board of Trustees June 2005 CCAC Planning, Budgeting & Assessment Process 18

19 6. Selecting Best Strategies No rushing into problem solving Doing more things faster is no substitute for doing the right things. - Covey Issues/opportunities will be verified and prioritized Multiple alternative tactics and strategies will be brainstormed Best approaches selected after careful analysis Strategies: formulated by committees refined by PBC approved by president adopted by Board of Trustees CCAC Planning, Budgeting & Assessment Process 19

20 7. Implementation: Operating Plans & Resource Allocation Cascading downward Annual College priorities derived from Strategic Plan Functional area leadership communicates priorities to their sub-units Sub-units propose annual objectives and budgets Two types of unit objectives: Developmental support strategic objectives of the college Maintenance support operational objectives of the unit Individual performance objectives developed CCAC Planning, Budgeting & Assessment Process 20

21 7.a. Implementation: Operating Plans & Resource Allocation Cascading upward Sub-unit budgets & plans aggregated into functional area operating plans by leadership Functional area leadership presents unit plans and budget proposals to PBC Budget allocations recommended by PBC Functional area plans aggregated into a College plan by planning and budgets staff Final document becomes annual operating plan for the College CCAC Planning, Budgeting & Assessment Process 21

22 8. Measure Performance Management reporting and dashboard will track plan progress and performance Institutional 44 core performance indicators developed Conform with Middle States standards for an assessment plan and process Individual Objectives will have ownership Performance evaluations tied to objectives CCAC Planning, Budgeting & Assessment Process 22

23 Process time table CCAC Planning, Budgeting & Assessment Process 23

24 Discussion