STRATEGIC PLANNING FORUM NUMBER ONE
Community College of
Rhode Island
March 23-24, 2017
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INTRODUCTIONS
Frank Markley, Ph.D. Marty Mahler, Ph.D.
Community college graduate
Past community college faculty member
13 years as a college administrator
15 years in community college consulting
Worked with more than 200 community colleges
IR, Assessment, Strategic & Academic Planning
7 years as a college administrator
20+ years consulting in high schools, 2 & 4-year colleges,
business & industry, and Departments of Education
Areas of emphasis: economic development, workforce
development, facility design, curriculum design, faculty
development, and career & technical education pathways
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PLAN INVOLVEMENT
• Senior Leadership Team – Overall Coordination
• Strategic Planning Committee – Advisory
• Faculty Advisory Committee – Advisory
• Faculty and Staff – Active Participants in the process
through Open Forums
• Foundation Board, Alumni, Community, Business
Representatives - Active Participants
• Student Representatives
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CONSULTANTS ROLE IN THE PLANNING PROCESS
• This is CCRI’s Plan - We are facilitators of the process
• We bring a measure of objectivity to the process
• A large knowledge base from 25 + years of experience
• We provide a data rich, research-based methodology
• We challenge traditional thinking - We have tried a lot of
different things
• We provide a national perspective - We work with
community colleges across the U.S.
• We ensure that everyone has a chance to have a voice in
process and keep the process moving forward
Our goal is to deliver an outstanding plan for CCRI4
EXPECTATIONS OF THE SPC COMMITTEE
• Collectively, you are advisors to the consulting team
• Represent the constituents that you serve. Keep them informed
• Attend the open forums and assist the consultants while they are on campus
• Get the word out. Get people excited!
• Talk to others about what is occurring in SPC meetings
• Be objective – Ask: What is in the best interest of the College moving forward?
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WHY IS IT IMPORTANT TO PARTICIPATE IN THE PROCESS?
• Your position at the College provides you with a unique
perspective
• A successful plan requires contributions from many voices
• Research states that “People tend to own what they create”
• Increase your awareness and understanding of the bigger picture
• You have the chance to learn something new!
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DEFINITIONS AND PROCESS
Community College of Rhode Island
Strategic Planning Forum Number One
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Strategic Decision MakingMaking Choices
What will we do?
Strategic ThinkingGenerating Options
What might happen?
Strategic PlanningTaking Action
How will we do it?
Options
Decisions
Actions
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STRATEGIC PLANNING DEFINED?
“a formal process of determining whatthe College intends to be in the future and how it will get there, based on an optimal alignment of College strengths with key drivers in the external environment.”
It is finding the best future (position) and the best path (direction) to reach that destination
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Strategic
Goal
Formulation
Objectives
and KPI’s
External
Assessment
Internal
Assessment
SWOT
Analysis
Future
Trends
Strategic
Visioning
and
Issues
Gap and
SWOT
Analysis
Strategic
Issues
Input from
Campus
Constituents
Step 1 Step 2 Step 3 Step 4
CCRI STRATEGIC PLANNING PROCESS
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PLANNING PROCESS: STEP 1
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INTERNAL AND EXTERNAL ANALYSIS
Community College of Rhode Island
Strategic Planning Forum Number One
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FALL ENROLLMENT TREND GAP
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The CCRI FTE/HC Ratio has decreased: Fall 2010 = .619 Fall 2016 = .595The number of students attending community colleges has decreased at CCRI and Nationally
COLLEGE READINESS GAP
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2016 Average ACT Composite Score
State
% of Grads
Tested
Average
Composite
Score
Maine 10% 23.6
New Hampshire 23% 24.5
Massachusetts 28% 24.8
Rhode Island 20% 23.3
Connecticut 34% 24.5
Vermont 29% 23.4
New England Average 24.02
Source: The Condition of College and Career
Readiness, ACT, 2016
Rhode Island students taking the ACT in 2016 scored slightly below students from other states.
COMPLETIONS GAP
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Source: CCRI Office of Institutional Research & Assessment
Source: Community College Completions Report. AACC, May, 201,
2015
Despite declines in student headcount, the number of
awards continues to increase. Nationally. The was a
slight decline in completions at CCRI in 2013-14.
17300
17400
17500
17600
17700
17800
17900
18000
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2010-11 2011-12 2012-13 2013-14 2014-15
CCRI: Certificates & Associate Degrees
Awarded
Certificates Associate Degrees Fall Enrollment
GRADUATION AND TRANSFER RATE GAP
16* IPEDS Full-time, First-time Degree Seeking Freshman
* Fall 2013 Cohort Graduation Rate was 19%
Source: Community College Completion Report; AACC—2015
16.50%13.60% 11.80% 12.60% 11.80% 10.60%
18.80% 22.40%20.30%
15.20% 17.40%16.60%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
2013 2012 2011 2010 2009 2008
CCRI IPEDS COMPLETION DATA
Graduated Transferred
RHODE ISLAND HIGH SCHOOL GRADUATION TRENDS
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WORKFORCE GAP
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Source: EMSI—2017
6,060
618257
5,442
3,319
1,805
959
1,514
DEMAND SUPPLY CCRI COMPLETERS GAP
Certificates Associate Degree
Source: Rhode Island Innovates—Battelle Technology Partnership Practice (2016)
SWOT-C ANALYSIS EXERCISE
Community College of Rhode Island
Strategic Planning Forum Number One
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SWOT-C ANALYSIS
• Strengths are defined as skills, competencies, capabilities, competitive advantages, or resources for which the college can draw in selecting its future direction of action.
• Weaknesses are defined as the lack of skills, competencies, capabilities, or resources needed by the college to function effectively.
• Opportunities are situations in the environment (local, state and national) from which the college can benefit if certain actions are taken
• Threats are situations in the environment which give rise to potentially harmful events and outcomes if action is not taken in the immediate future.
• Challenges refers to those pressures that exert a decisive influence on an institution’s likelihood of future success
Challenges
TURNING OPPORTUNITIES AND WEAKNESSES INTO STRENGTHS (TOWS)
SWOT-C EXERCISE
Ground Rules
• Be realistic and honest about your assessment of the institution
• SWOT is focused on the present state of the college and what can be done in the future
• Be as specific as possible about your statements
• It is acceptable to develop SWOT statements in relationship to the competition and external information
• Try to keep statements concise
• Do not try to overanalyze or overthink the issues
SWOT EXERCISE
Based on information presented today and your collective experiences with CCRI, spend 20 minutes brainstorming with others at your table regarding the following questions:
• Strengths: What does CCRI do well? How do you know it is being done well?
• Weaknesses: In what areas does CCRI need to improve? How much improvement is needed?
• Opportunities: Are there circumstances in the marketplace that CCRI can benefit from or take advantage of?
• Threats: What external factors are standing in the way or blocking CCRI from making forward progress?
• What is the greatest challenge facing CCRI
After 20 minutes, pass your sheet to another table
• Build upon the other tables responses. Add any new thoughts or statements to the list
Prior to end of session, review the list and check what you believe are the three most significant statements or responses in each SWOT category.
Answer the Question: What is the greatest challenge facing CCRI?
SWOT-CDEBRIEFING
Designate a spokesperson.
Pick a SWOT Category:
• Strengths
• Weaknesses
• Opportunities
• Threats
Briefly note the top three responses
in your selected category.
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WRAP UP AND NEXT STEPS
Community College of Rhode Island
Strategic Planning Forum Number One
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MULTIPLE WAYS TO PARTICIPATE
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1) Attend one of three open forums
2) Know your SPC representatives and talk to
them as well as your colleagues
3) Review the consultants presentation for each
open forum on the CCRI website
4) Complete open forum activities online at
CCRI.edu/StratPlan
5) Check for progress updates and review the
outcomes from the previous open forums online
CCRI.edu/StratPlan
TIMELINE
March 23-24
• Gaps and Opportunities
• College-wide SWOT Analysis
April 13-14
• Visioning: Trends and Best Practices
• Crafting Strategic Issues
May 4-5
• Putting it all together
• Goal Formulation
May 15-16• Finalize Planning Statements and Goals
May 19• Draft Plan is Published
May 20-Mid-September
• Plan Feedback and Comments
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STRATEGIC PLANNING OPEN FORUM NUMBER ONE
Community College of
Rhode Island
March 23-24, 2017Questions and Comments
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