South Orange County Community College District DISTRICT-WIDE STRATEGIC PLAN

Transcription

1 South Orange County Community College District DISTRICT-WIDE STRATEGIC PLAN

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3 Table of Contents 3 Vision, Mission and Core Values 4 Letter from the Chancellor 5 Introduction 6 Common Planning Definitions 7 Planning Assumptions 8 Development of Goals, Objectives, Key Performance Indicators (KPIs), and Targets 9 SOCCCD District-wide Strategic Plan Goal 1 Objectives, KPIs and Targets 11 Goal 2 Objectives, KPIs and Targets 12 Goal 3 Objectives, KPIs and Targets 13 Goal 4 Objectives, KPIs and Targets 14 Acknowledgements 15 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

4 Vision, Mission and Core Values South Orange County Community College District Vision, Mission and Core Values Vision To be an educational leader in a changing world. Mission We provide a dynamic and innovative learning environment for diverse learners of all ages, backgrounds and abilities. We promote access, success and equity to meet each student s goals of skills development, certificate, associate degree, transfer or personal enrichment. We contribute to the economic vitality of the region. Core Values/Guiding Principles We invest in our students success, employees, facilities, and community, with wise use of our resources. 4 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

5 Letter from the Chancellor 5 South Orange County Community College District s Strategic Plan represents many months of thoughtful, integrated planning and district-wide collaboration from faculty, staff and administration. Throughout the process, opportunities were provided to all employees for review and input. This was coordinated and led by the District-wide Planning Council (DWPC). A high level of interaction was maintained in order to facilitate input and move quickly through the process of developing a short term strategic plan that would meet accreditation standards. Some of the research components for the six-year plan included an external scan reviewing enrollment, demographics and labor market analysis. Multiple strategic planning retreats and meetings were held with representation from all constituencies from the colleges and district services. This document will serve as a short-term, six-year plan with a major evaluation in year three. This plan will provide a framework for ongoing planning that integrates with the colleges planning cycles and links resource allocation to planning. This short-term plan will tie in with the district s long-term plan identifying education and facilities needs and planning priorities through In a multi-college district, the task of planning is truly a shared one. Thank you to all of the staff from Saddleback College, and District Services for their input and collaborative work ethic. This short-term strategic plan will provide a strong framework for all future planning cycles to support the needs of more than 40,000 students and our diverse community. Sincerely, Gary L. Poertner Chancellor SOCCCD DISTRICT-WIDE STRATEGIC PLAN

6 6 Introduction 5 Introduction The District-wide Strategic Plan is the District s short-term plan. The plan was developed through the leadership of the District-wide Planning Council (DWPC) which included many hours of meetings, discussions and collaboration. The DWPC reviewed the previous three-year district-wide strategic plan and evaluated accomplishments and identified priorities over the last two academic years ( and ). The outcome was broad-based consensus on four district-wide goals, defined objectives to achieve the goals, and articulation of key performance indicators which encapsulates SOCCCD s six-year district-wide strategic plan. This document is designed to be a living, frequently-used document which invites evaluation of progress on the objectives and goals. An annual progress report on the district-wide strategic plan and supporting plans will be produced annually Development of the Integrated Planning Process During the spring of 2013 a district-wide external scan was prepared that included a demographic analysis, enrollment projections and a labor market analysis. In the summer of 2013, the District-wide Planning Council conducted its annual planning retreat. Part of the planning focused on using the external scan to inform district-wide planning assumptions and guide the development of district-wide goals and objectives in the new strategic plan. This effort continued through the academic year in all district units, with guidance of the District-wide Planning Task Force. The council assigned the development of goals, objectives and key performance indicators to the District-wide Planning Task Force. This task force met regularly across the and academic years to oversee, collect, collate, and condense the district-wide input to four district-wide goals and thirteen objectives with KPIs and targets that would be included in the district-wide strategic plan. 6 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

7 6 Introduction 7 Common Planning Definitions In the development of the new strategic plan, there was a need to have a vernacular that would be shared across the colleges and district services. In the past plan, there was confusion about the inconsistent usage of terms. For this reason, the DWPC agreed to a list of common planning definitions. Vision Statement Describes the ideal future state of the district/college, including the results we would like to achieve and the characteristics we will need to possess. The vision statement provides direction and inspiration for the strategic plan. Mission Statement A broad description of the purpose or philosophy of the district/college, our commitment to student learning and success and the population served. Values Statements of core priorities in the district/college culture that guide how we operate. They provide ways of choosing among competing priorities and guidelines. Goals Goals are defined as all-encompassing statements about the general direction of the district/college. There are two types of goals: district-wide goals and college goals. Objectives Objectives are defined as methods for attaining goals. Good objectives are focused on outcomes or results and are S.M.A.R.T.: specific, measurable, achievable, realistic, and time-related. An objective can be achieved through one or more action steps. Action Steps Action steps are projects or initiatives designed to reach objectives and to attain goals. They may describe complex college/district services functions involving multiple offices and/or departments. Action steps are reviewed and revised yearly. Key Performance Indicators (KPI) KPIs are high level indicators that measure progress on goals and/or objectives. Targets The desired level of a KPI at the end of the planning cycle. SOCCCD DISTRICT-WIDE STRATEGIC PLAN

8 8 Introduction 7 Planning Assumptions During the spring of 2013 a district-wide external scan was conducted by the College Brain Trust. This scan included a demographic analysis, enrollment projections and a labor market analysis. This scan was utilized to build district-wide planning assumptions and help guide the development of goals and objectives in the new strategic plan. Enrollment Projections Enrollments for the district s service area are projected to increase from between 11% to 14% by Community colleges with diverse and innovative programs, and strong partnerships with transfer institutions and industry, will be best positioned to capture and maintain their market share of this segment of students. Labor Market Analysis The regional labor market will gradually improve; however, with the exception of a few occupations, job creation locally, in mid-skill, living-wage occupations, is not likely to keep pace with the regional production of completers. Consequently, strong partnerships with employers and placements outside of the local area will be necessary. Student Success Policy and Research and Accountability The eight areas of focus described in the CCCCO Student Success Initiative will require increased attention and resource investment in empirically-based and studentcentered practices. In addition to monitoring performance in completions as measured by the CCCCO Scorecard Metrics, the Student Success Initiative will require colleges to develop and monitor locally-developed student metrics. Demands for accountability will continue to increase requiring institutions to devote an increasing share of resources to compliance activities associated with regional accrediting commissions and state and federal regulations. Budget and Economy The economy and budget outlook in California is improving and is expected to continue to improve over the next three years. Technology Technology will be a critical partner for increasing student support, access and success. Major technology trends include the growth of massively open online courses (MOOCs), growing adoption of open educational resources (OER), and increased use of analytics to manage relationships with students (SRM), including the allocation of scarce studentcentric resources. Distance education and technology usage will continue to increase, as well. The effective use of technology will create unique value propositions, allowing colleges to maintain a competitive edge and achieve enrollment targets. 8 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

9 Introduction 9 Development of Goals, Objectives, Key Performance Indicators (KPIs), and Targets The District-wide Planning Council at the annual retreat in 2013 spent the day analyzing the planning assumptions, brainstorming and prioritizing a new set of goals and objectives. Later that year, the DWPC assigned the refinement of goals and objectives to the District-wide Planning Task Force. This task force spent over 15 hours in the Fall of 2013 and evaluated over 150 suggestions for objectives aligned under four major goal areas, and derived 17 objectives to recommend to the council. On February 21, 2014, the council approved the 4 goals and 13 final objectives for the District-wide Strategic Plan In the task force spent approximately 20 hours reviewing data, discussing and vetting KPIs and targets that would be aligned with each major objective. The work plans and details of the meetings of the District-wide Strategic Planning Task Force are documented in the District-wide Planning Council s SharePoint site. In the summer of 2015 at the annual retreat, these KPIs and targets were approved and included in the final plan. District-wide Strategic Plan Shared Goals, Objectives, KPIs and Targets SOCCCD DISTRICT-WIDE STRATEGIC PLAN

10 10 District-wide Goals District-wide Goals Goal 1: SOCCCD will foster an environment characterized by creativity, innovation, respectful interactions and collaboration. Goal 2: SOCCCD will promote students success by enhancing the teaching and learning environment. Goal 3: SOCCCD will advance economic and workforce development through regional partnerships with educational institutions and industry and by strengthening career technical education. Goal 4: SOCCCD will strengthen long-term financial health and institutional effectiveness through integrated planning and resource allocation. 10 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

11 Goal 1 11 Goal 1 Objectives, KPIs and Targets Goal 1: SOCCCD will foster an environment characterized by creativity, innovation, respectful interactions and collaboration. Objectives 1.1 Recognize and support innovative ideas that improve collaboration and respectful interactions district-wide. KPI District-wide Climate Survey Question # from 2014 Climate Survey 6, 8, 10, 11, 12, 13, 14, 15, 16, 17, 18a, 18b, 18c, 18d, 18e, 18f, 18g, 18h, 19a, 19c, 19e, 19d, 19f Target In Progress Baselines to be established from 2014 survey results 1.2 Improve district climate in the areas of optimism, commitment, and respectful collaboration. District-wide Climate Survey Question # from 2014 Climate Survey 6, 8, 10, 11, 12, 13, 14, 15, 16, 17, 18a, 18b, 18c, 18d, 18e, 18g, 19a, 19b, 19c,19d, 19e, 19f In Progress Baselines to be established from 2014 survey results 1.3 Improve the representative process through active engagement and communication. District-wide Climate Survey Question # from 2014 Climate Survey 18a, 18b, 18c, 18d, 18g, 19a, 19d, 19e, 19f, 20a, 20b, 20c, 20d, 20e, 21a, 21b, 21c In Progress Baselines to be established from 2014 survey results 1.4 Increase professional development opportunities that potentiate employees talents and interests. District-wide Climate Survey Question # from 2014 Climate Survey 24, 25, 26, 27, 31 Professional Development Survey In Progress Baselines to be established from 2014 survey results 1.5 Improve training for all employees to increase district-wide understanding of organizational structure, resources, processes and procedures. District-wide Climate Survey Question # from 2014 Climate Survey18c, 18d, 28, 29, 30, 31 Professional Development Survey In Progress Baselines to be established from 2014 survey results SOCCCD DISTRICT-WIDE STRATEGIC PLAN

12 12 Goal 2 11 Goal 2 Objectives, KPIs and Targets Goal 2: SOCCCD will promote students success by enhancing the teaching and learning environment. Objectives 2.1 Increase student completion rates (degrees, certificates, and transfer) while preserving access, enhancing quality, and closing achievement gaps. KPI 3 and 6 year Completion Rates SPAR rate and disaggregated by the following: Certificate Completion Rate Degree Completion Rate Transfer Rate Transfer Prepared Target 2.5% targets by 2020 based on a rolling base year starting in Increase employee professional development opportunities that focus on student success outcomes. Professional Development Survey Establish Baseline 2.3 Increase opportunities for student engagement inside and outside the classroom, evidenced by co-curricular participation, student services, and instructional support. Community College Survey of Student Engagement (CCSSE) Establish Baseline 12 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

13 Goal 3 13 Goal 3 Objectives, KPIs and Targets Goal 3: Goal 3: SOCCCD will advance economic and workforce development through regional partnerships with educational institutions and industry and by strengthening career technical education. Objectives 3.1 Formalize collaborative partnerships with the business community and regional educational institutions to support workforce development. KPI Formalized Partnerships List Target Establish Baseline 3.2 Improve alignment between workforce development offerings and regional job opportunities. CTE Outcome Survey Establish Baseline SOCCCD DISTRICT-WIDE STRATEGIC PLAN

14 14 Goal 4 Goal 4 Objectives, KPIs and Targets Goal 1 Goal 4: SOCCCD will strengthen long-term financial health and institutional effectiveness through integrated planning and resource allocation. Objectives 4.1 Systematically assess the effectiveness of planning and resource allocation district-wide. KPI Conduct a systematic/annual assessment of planning and resource allocation document timeline and assessment Climate Survey and Employee survey Target Establish Baseline 4.2 Improve processes and procedures for efficiency, effectiveness, and responsiveness districtwide. Evaluation of Business Process Analysis (BPA) sessions and implementation into Workday : Begin implement of HCM and Fiscal BPAs into Workday : Complete Initial Implementation of BPAs into Workday :-Evaluate BPAs implementation in Workday and identify remaining needed BPAs : Continual evaluation and implementation of new and ongoing BPAs into Workday 100% of this objective should be completed by the end of 4 years. 4.3 Develop and initiate multi-year financial planning The District Resources Allocation Committee (DRAC) and Basic Aid Allocation Recommendation Committee (BAARC) will develop models for multi-year funding/planning : Develop model of multi-year resource allocation : Continue to develop the model and align with the development of the EFMP : Implement and/or pilot model in DRAC, BAARC, Capital Improvement Committee (CIC) and District-wide Technology Committee (DTC) : Finalize implementation of models and evaluation and : Continued evaluation and implementation of changes needed. Establish Baseline 14 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

15 Acknowledgements 15 SOCCCD District-wide Planning Council Name Organization Role/Representing Gary Poertner District Services Chair, Chancellor Denice Inciong District Services Co-Chair, Dir., Research, Planning & Data Management Robert Bramucci District Services VC, Technology & Learning Services David Bugay District Services VC, HR & Employer-Employee Relations Brandye D Lena District Services Exec. Dir., Fac. Planning, Purchasing & Materials Mgmt Debra Fitzsimons District Services VC, Business Services Tere Fluegeman District Services Dist. Dir., Public Affairs & Govt. Relations Teddi Lorch District Services Exec. Dir., HR & Employer-Employee Relations Kim McCord District Services Exec. Dir., Fiscal Services/Comptroller Nicole Ortega District Services Classified Representative Randy Peebles District Services Assoc. VC, Economic Development Barb Blanchard Dean Vincent Cooper Classified Representative Linda Fontanilla VP, Student Services Craig Hayward Dir., Research, Planning & Accreditation Craig Justice VP, Instruction Davit Khachatryan VP, College Administrative Services Roopa Mathur Faculty Representative Glenn Roquemore President Kathy Schmeidler Academic Senate President Juan Avalos Saddleback College VP, Student Services Tod Burnett Saddleback College President Caroline Durdella Saddleback College Dir., Research, Planning & Accreditation Patricia Flanigan Chapin Saddleback College Dean Bruce Gilman Saddleback College Faculty Representative Carol Hilton Saddleback College VP, College Administrative Services Mike Sauter Saddleback College Classified Representative Dan Walsh Saddleback College Academic Senate President Kathleen Werle Saddleback College VP, Instruction SOCCCD DISTRICT-WIDE STRATEGIC PLAN

16 16 Acknowledgements SOCCCD District-wide Planning Council Name Organization Role/Representing Gary Poertner District Services Chair, Chancellor Denice Inciong District Services Co-Chair, Dir., Research, Planning & Data Management Robert Bramucci District Services VC, Technology & Learning Services David Bugay District Services VC, HR & Employer-Employee Relations Debra Fitzsimons District Services VC, Business Services Teresa Slaughter District Services Classified Representative Vincent Cooper Classified Representative Tere Fluegeman District Services Dist. Dir., Public Affairs & Govt. Relations Linda Fontanilla VP, Student Services Cathleen Greiner Dean Craig Hayward Dir., Research, Planning & Accreditation Craig Justice VP, Instruction Davit Khachatryan VP, College Administrative Services Roopa Mathur Faculty Representative Robert Melendez Faculty Representative Glenn Roquemore President Kathy Schmeidler Academic Senate President Juan Avalos Saddleback College VP, Student Services Tod Burnett Saddleback College President Bruce Gilman Saddleback College Faculty Representative Carol Hilton Saddleback College VP, College Administrative Services Nicole Ortega Saddleback College Dir., Research, Planning & Accreditation Mike Sauter Saddleback College Classified Representative Penny Skaff Saddleback College Faculty Representative Blake Stephens Saddleback College Academic Senate President Kathleen Werle Saddleback College VP, Instruction Cadence Wynter Saddleback College Dean 16 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

17 Acknowledgements 17 District-wide Strategic Planning Task Force Name Organization Role/Representing Denice Inciong District Services Chair Natalie Cooney District Services Contact Vincent Cooper Craig Hayward Davit Khachatryan Roopa Mathur Kathy Schmeidler Claire Cesareo-Silva Caroline Durdella Carol Hilton Mike Sauter Dan Walsh Saddleback College Saddleback College Saddleback College Saddleback College Saddleback College SOCCCD DISTRICT-WIDE STRATEGIC PLAN

18 18 Acknowledgements District-wide Strategic Plan Task Force Name Organization Role/Representing Denice Inciong District Services Chair Joyce Bartlomain District Services Contact Vincent Cooper Cathleen Greiner Craig Hayward Davit Khachatryan Roopa Mathur Robert Melendez Kathy Schmeidler Bruce Gilman Carol Hilton Nicole Ortega Mike Sauter Saddleback College Saddleback College Saddleback College Saddleback College 18 SOCCCD DISTRICT-WIDE STRATEGIC PLAN

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20 28000 Marguerite Pkwy. Mission Viejo CA SOUTH ORANGE COUNTY COMMUNITY COLLEGE DISTRICT BOARD OF TRUSTEES Barbara J. Jay, David B. Lang, Timothy Jemal, Marcia Milchiker, T.J. Prendergast III, Terri Whitt, James R. Wright Gary L. Poertner, Chancellor An Equal Opportunity Employer