Welcome Strategic Planning Team!

1
WelcomeStrategic Planning Team!

• North Orange County
• Community College District
• Spring 2006

2
Why Strategic Planning?

• If you dont know where you are goingyou
  probably wont get there.
• --Unknown
• Why vision, mission, and goals?
• To avoid confusing motion for progress
• To insure that the ladder is against the correct
  wall

3
Accreditation Team Recommendations

• The team recommends that the Board of Trustees
  and Chancellor implement a process to
  systematically develop and document strategic
  institutional goals for the District. The goals
  should
• Provide a framework for the colleges planning
  processes. (Standard IB.4)
• Include a review of the District mission
  statement to ensure that the institutional goals
  align with the mission. (Standard IA.1)
• Be reflected in the allocation of District
  resources. (Standard IIID.1)
• The team recommends that the District Chancellor
  develop and implement an evaluation of the
  existing budget allocation model and make
  adjustments if appropriate to meet the needs of
  the entire District. (Standards IIID, IVB.3.c)

4
Strategic Planning vs. Traditional Master
Planning
5
Trends in Higher Education

• I. Escalating Demand in Postsecondary Education
• The growth of the economy will require a
  better-educated workforce.
• Population demographics are changing to include
  more diversity and older adults.
• The largest growing part of the population is
  Latino, which typically has a lower college-going
  rate.
• Many adults who would not otherwise do so, will
  be returning to school without basic skills.
• Many other adults will become underemployed
  because of skill-set changes in the workforce or
  need to return to the workforce to supplement
  income.

6
Trends in Higher Education

• For our District, this could mean
• Increased emphasis on basic skills, including
  English As a Second Language.
• Increased emphasis on student support services
  for prospective (high school) and current
  students.
• Curriculum changes to reflect evolving workforce
  skills.
• Faculty staff development to work with diverse
  population and returning adult populations.
• Partnerships with K-12, businesses, and other
  community organizations.

7
Trends in Higher Education

• II. Continuously Changing Student Mix
• The student population will change to include
  more
• Diversity students of color, English-language
  learners, first-generation college students,
  adult students, and economically disadvantaged
  students.
• Non-traditional students financially
  independent, enrolled part-time, working
  full-time, enrolled after a delay following high
  school, with dependents, as single parents,
  and/or without a high school diploma.

8
Trends in Higher Education

• For our District, this could mean
• Greater emphasis on providing learning
  opportunities appropriate for returning adults
  and non-traditional students (such as distance
  programming or shorter terms).
• Operational changes to accommodate a larger
  number of students overall, including projected
  increase in the number of traditional students.
• More financial aid or scholarship opportunities
  for part-time students.
• More emphasis on support services for
  non-traditional students and partnerships with
  community organizations.

9
Trends in Higher Education

• III. Funding Squeeze
• Funding does not mirror enrollment changes and
  does not reflect the higher-costs to serve
  diverse student groups.
• For our District, this could mean
• Greater emphasis on successful high-school to
  college transitions.
• Broader and more diverse student recruiting
  efforts.
• Greater emphasis on college completion for those
  starting a program.
• Advocacy for more equitable funding mechanisms.

10

• Information Sources
• California Community Colleges System Strategic
  Plan, January 2006.
• The Economic Contributions of the Orange County
  Community College Districts, December 2005,
  CCbenefits, Inc., Co-sponsored by Orange County
  Community College Districts.
• Keeping Americas Promise A Report on the
  Future of the Community College, 2004, Education
  Commission of the States and the League for
  Innovation in the Community College.
• North Orange County Community College District
  School of Continuing Education Community Scan,
  2005.
• Orange County Workforce 2005 Can OCs
  Prosperity Survive?, March 2005, Co-sponsored by
  the Orange County Business Council.
• 2005 Orange County Community Indicators, March
  2005, Co-sponsored by the Orange County Business
  Council.
• Return on Investment Educational Choices and
  Demographic Change in Californias Future,
  December 2005, University of California,
  Berkeley, Co-sponsored by Campaign for College
  Opportunity.

11

• There are three categories of people
• Those who make things happen
• Those who watch things happen
• Those who wonderwhat happened?

12
A DISTRICT STRATEGIC DISTRICT STRATEGIC PLAN
NORTH ORANGE COUNTYCOMMUNITY COLLEGE

• JANUARY 2006
• Work Session 1

13
BOARD OF TRUSTEES AGENDA

• PURPOSE CREATING THE DISTRICT STRATEGIC PLAN
• DESIRED OUTCOMES
• Mission, Vision , and Values Drafted
• Next Steps Identified

14
Review of the Process, Roles and
Responsibilities, and Timeline
15
What is the planning process?

• Our mission

Need to understand the gap between them
16
Planning Process
17
Work to be Accomplished
Initial Vision, Mission, and Values BY Board of
Trustees January and February
Review of Vision, Mission, and Values Review of
Quantitative and Qualitative Data Draft
Goals February and March
DISTRICT INPUT MARCH AND APRIL
MAPPING OF GOALS AND DEVELOPMENT OF STRATEGY
MATRIX BY BOARD AND PLANNING TEAM APRIL
BOARD AND PLANNING TEAM MOVES FORWARD ON
IMPLEMENTATION MAY AND JUNE
18
VISION, MISSION, VALUES PRE-WORK

• Handout on the pre-work
• Draft of Vision, Mission, and Values
• Homework assignment

19
WHAT DOES OUR END IN MIND LOOK LIKE?

• Public Document of District Vision, Mission,
  Values
• Internal Document of District Goals and
  Strategies
• Strategy Map Aligning the Colleges and SCE with
  the Districts Goals and Strategies
• Measures and Indicators of our success

20
STRATEGY MATRIX
Strategy Matrix
21
Strategic Planning Map
22
MEASURES MATRIX
23
Strategic Alignment Process
VISION NORTH ORANGE COUNTY COMMUNITY COLLEGE
Planning Budgeting
A DISTRICT STRATEGIC PLAN THE STRATEGIC DIRECTION
FOR NOCCCD
Annual Budget Planning Process
Division, College, and Department Plans Aligned
with the District Strategies
24
NEXT STEPS IN PROCESS

• Review Composite Pre-Work
• Draft Vision, Mission, and Values
• Next meeting
• Review SWOT Data
• Identify Focus Areas