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Published on January 7, 2008

Author: Yuan

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NCCCS Planning Council :  NCCCS Planning Council Preparing the 2007-2009 Strategic Plan September 21, 2005 Welcome & Introductions:  Welcome & Introductions Mr.Fred Williams, Executive VP NC Community College System Ms. Hilda Pinnix-Ragland, Chair State Board of Community Colleges Agenda:  Agenda Planning Council charge Expected outcomes & considerations Overview Strategic Planning defined Process diagram Progress to date Environmental Scanning Results External Trend Analysis Scanning Forum Breakout Sessions Internal SWOT Analysis Meeting schedule Planning Council Charge:  Planning Council Charge The Planning Council is charged with developing, for Board approval, the 2007-2009 Strategic Plan: Consider the results of Environmental Scanning Identify Critical Issues Develop specific Goals to address each Critical Issue Approve measurable Objectives for implementing stated Goals Expected Outcomes:  Expected Outcomes Complete a first draft of the 2007-2009 Strategic Plan by December Build in utility by keeping the Plan focused and simple Make efficient use of Planning Council Members’ time Maximize the use of technology Set a good example of professional practice Considerations:  Considerations Lots of ground to cover We will move quickly System-level Plan Strategic Planning is what it is Strategic Planning is what we make it Strategic Planning:  Strategic Planning A regular, thoughtful, broad-based and collaborative institutional process. Sound strategic planning allows an organization to stay true to and accomplish its stated mission by anticipating and analyzing the impact of internal and external environmental trends and then – in the context of its stated mission – by developing plans that focus its resources on effectively and efficiently addressing these trends. NCCCS Mission Statement:  NCCCS Mission Statement To open the door to high-quality, accessible educational opportunities that minimize barriers to post-secondary education, maximize student success, and improve the lives and well-being of individuals by providing Education, training and retraining for the workforce, including basic skills and literacy education, occupational and pre-baccalaureate programs. Support for economic development through services to and in partnership with business and industry. Services to communities and individuals which improve the quality of life. External Scan:  External Scan Presidents asked to nominate community leaders with knowledge and/or experience in one (or more) of six environmental trend areas to participate in External Scanning. Trend Areas: Demographic, Economic/Fiscal, Socio-Cultural, Political, Technological, and Educational 24 of 58 community colleges participated Attendees: Public school superintendents, principals & counselors; business & industry owners, managers & HR directors, economic developers & chamber of commerce, local government officials, healthcare professionals, social services professionals Regional Scanning Forums:  Regional Scanning Forums Nominees invited to one of three (3) Regional Scanning Forums Half-day forum Trend Analysis NC Live document review Information sources referred by NCCCS staff Google searches Breakout Sessions: Did we get it right? Which trends will have greatest impact? Key Reports, Publications & Sources:  Key Reports, Publications & Sources CC Benefits Report: socio-economic impact study The Futurist: bi-monthly magazine, neutral clearinghouse NC Department of Commerce Bureau of Labor Statistics Society for College & University Planning State of the South Report 2004: 15 state region Measuring Up 2004: National Center for Public Policy & Higher Education state report card for higher education Staying a Step Ahead: Higher Ed Transforming NC’s Economy: interim report NC Atlas Revisited: updates of state trends & patterns first published by the UNC Press in 2000 Draft Planning Assumptions Demographic:  Draft Planning Assumptions Demographic Rapid world population growth NC population growth will continue to outpace most other states Most dynamic NC population growth element is net migration. A few NC metro & resort regions account for disproportionate amount of all NC population growth Aging of North Carolinians Aging of the Baby Boom generation + influx of retirees Younger: located in metro, college or military base areas. Older: located in western mountains or several coastal counties Draft Planning Assumptions Economic/Fiscal Trends:  Draft Planning Assumptions Economic/Fiscal Trends Globalization: a networked global economy Sustained period of economic growth predicted through 2015; Strongest economies in emerging markets: China & India Sustained US recovery predicted through 2012 Disposable income, employment, personal consumption spending predicted to increase US will continue to have the highest poverty rate (12.7%) in the developed world NC will continue to struggle to restructure its economy The shift from Farm & Factory to Knowledge Economy is difficult, but NC economy still expected to grow despite challenges Emerging areas: Advanced Materials & Manufacturing; Biotechnology & Pharmaceuticals; Computing, Software & Internet; Designs & Arts; Logistics & Distribution Job growth expected primarily in metropolitan core: Raleigh & Charlotte metro areas Draft Planning Assumptions Socio-Cultural Trends:  Draft Planning Assumptions Socio-Cultural Trends Doubling of world population Global agriculture: supply as much as food as has been produced during all human history in next 40 years. Migration from Southern Hemisphere to the North will be rapid. Cultural clashes between natives & immigrants potentially destabilizing Elderly population continues to grow dramatically everywhere Global demand for products & services will grow quickly Cost of health care will sky rocket -- offset by medical advances? Critical shortage of US nurses and doctors Ratio of working-age people to retirees will drop significantly Terrific burden on current medical & social security systems Knowledge-dependent global society Information will become the primary commodity of more industries A networked society facilitates a consumerist society Draft Planning Assumptions Socio-Cultural Trends:  Draft Planning Assumptions Socio-Cultural Trends Increasing prevalence of cultural diversity Blending of cultures: increased immigration, business travel, long distance communication, inter-marriages. Powerful reactions against cultural changes may produce backlashes Societal values are rapidly changing Gen X & Y will begin to have more influence on Western thinking Self reliance & cooperation will be valued; Post 9/11, Americans prefer safety to privacy Greater accountability & transparency in US business community Nuclear family appears to be rebounding Tourism, vacationing & travel will continue to grow Physical-culture & personal health movements remain strong Draft Planning Assumptions Political/Legislative Trends:  Draft Planning Assumptions Political/Legislative Trends The Bush second term will pursue an ambitious political agenda Tax code, social security, education, Supreme Court Republican Congressional majority is predicted well into the future Federal legislative trends have the capacity to reduce resources while increasing accountability Reauthorization of Higher Education Act may reduce financial aid, give for-profit colleges access to federal grants Higher ed version of No Child Left Behind is probable While state budgets nationally are improving, NC State budget continues to face structural challenges on the revenue side Continuing pressure to eliminate corporate income tax, third largest source of tax revenue Continued decline of traditional manufacturing, rising energy costs, temporary nature of certain tax increases expected to continue limiting the revenue stream Draft Planning Assumptions Technology Trends:  Draft Planning Assumptions Technology Trends Technology increasingly dominates economy and society Technology provides access to information, the primary commodity of the Knowledge Economy The pace of technological change is increasing worker productivity & product obsolescence. Research & Development will play a growing role in the economy as organizations try to stay ahead of the change. Important medical and transportation technology advances will occur regularly. Demand for Information Technology (IT) in higher education will increase in the face of dwindling budgets. Students expect technical applications, services, and support. Private higher education institutions currently spend more than twice what public institutions spend on IT per student. Unlike other IT spending, wireless access is on the rise. Draft Planning Assumptions Education Trends:  Draft Planning Assumptions Education Trends Learning is the currency of the Knowledge Economy. One set of skills acquired in youth is not sufficient in the new economy. For both people & places in the South, education -- and the ability to learn and learn continuously -- will be a prerequisite for economic & social success. Low educational attainment will be a stumbling block to a success transition to the Knowledge Economy. Workers in the new economy require education & training beyond HS. NC is one of the lowest performing states in the percentage of young people earning a HS diploma. Most students enter ninth grade with inadequate reading, math & science skills. Draft Planning Assumptions Education Trends:  Draft Planning Assumptions Education Trends While NC has made gains in educational attainment, significant educational gaps remain. Poverty, race, HS graduation rates, affordability of higher education (NC earned a D- on the 2004 Measuring Up Report.) Demand & competition for higher education will continue to increase. Community colleges will continue to increase their share of college goers in all adult age segments. Adult students demand flexibility, a need that private and for-profit higher education providers appear more willing and better able to provide. For profit higher education providers (University of Phoenix, ECPI, etc.) are increasingly offering degrees in occupational gap areas such as health care and computer technology. Breakout Session Feedback Trends with Most Impact:  Breakout Session Feedback Trends with Most Impact Resources (10) Insufficient resources; funding for IT, operational & capital needs; entrepreneurial & creative approaches to locate alternate funds Technology (9) Keep up with pace of technology change associated with the Knowledge Economy; IT programs & infrastructure Economic Development (8) Rural counties, changing industry focus Breakout Session Feedback Trends with Most Impact:  Breakout Session Feedback Trends with Most Impact Preparing for Knowledge-based Skills (7) Programs that address & prepare workers with skills for the Knowledge-based Workforce Shifting Population Demographics (7) Be prepared to deal with uneven population growth, generational shifts, diverse student bodies Reconsider Educational Model (7) Flexible & market-friendly; short-term; matched with growth industries; work on transitions Affordability (7) Keep education affordable Breakout Session Feedback Trends with Most Impact:  Breakout Session Feedback Trends with Most Impact Socio-cultural Trends (6) Collaboration & Partnerships (6) Health Care (5) Low Educational Attainment Levels (3) Other Competition Teacher shortage Homeland Security Retention Marketing Tourism Internal Scan:  Internal Scan Presidents asked to nominate 2 of each: Students Instructors Staff Administrators Trustees Anonymous, online survey 300 individuals representing 33 colleges 200 responses (67%) SWOT Analysis:  SWOT Analysis Benefits Strengths Weaknesses Opportunities Threats Values Benefits What are the most important benefits provided by the community college?:  Benefits What are the most important benefits provided by the community college? Access (140+) Financial, Geographic, Open Door Policy Workforce Development (115+) Comprehensiveness (40+) College Transfer (30+) Flexibility (25+) Other Continuing Education, small class size, economic development Strengths What characteristics define our strengths – what sets the CC apart from other institutions of higher education, what makes us unique?:  Strengths What characteristics define our strengths – what sets the CC apart from other institutions of higher education, what makes us unique? Access, Workforce Development, Comprehensiveness, College Transfer, Flexibility More references to student-centered, accepting learning environment w/ one-on-one work with quality instructors Comprehensiveness as relates to reaching diverse groups through diverse offerings; providing education for students who might not otherwise receive it. More emphasis on community partnerships; the CC as key component of local economic growth, stability & enhancement. Weaknesses What internal weaknesses currently exist that could prevent CCs from capitalizing on future opportunities, limit growth, or hinder continuous improvement?:  Weaknesses What internal weaknesses currently exist that could prevent CCs from capitalizing on future opportunities, limit growth, or hinder continuous improvement? Resources (140+) Salaries, Programs, Technology, Facilities/Space, Equipment Bureaucracy FTE Funding Formula, Program Approval Process, K-12/University v. Community College Support, Perceptions among public & legislators Other Resistance to Change, Aging Workforce/Mass Retirements Opportunities In the next 5 years, what opportunities for improvement & growth (program, enrollment, support services, funding & staffing) will be available to CCs?:  Opportunities In the next 5 years, what opportunities for improvement & growth (program, enrollment, support services, funding & staffing) will be available to CCs? Growth Enrollment (ESL, economic shifts, higher 4-year tuition, increased HS graduates), Industry & High Tech Training, Biotech, Allied Health, Technology, International Segment Collaboration K-12 & universities: Early College HS, Middle College, service learning, Huskins/Concurrent enrollment, lateral entry programs, articulation agreements Opportunities In the next 5 years, what opportunities for improvement & growth (program, enrollment, support services, funding & staffing) will be available to CCs?:  Opportunities In the next 5 years, what opportunities for improvement & growth (program, enrollment, support services, funding & staffing) will be available to CCs? Non-traditional funding approaches Grants, Partnering Self Promotion/Marketing Better job marketing our successes, especially to HS students and their parents Use of Technology Distance learning: on-line & hybrid classes To streamline & enhance existing programs & support services Establish leadership role in Information Age Threats In the next 5 years, what external obstacles (political, cultural, technological, economic, educational, demographic or other environments) pose the greatest threats to our continued success?:  Threats In the next 5 years, what external obstacles (political, cultural, technological, economic, educational, demographic or other environments) pose the greatest threats to our continued success? Resources (145+) Budget, Salaries, Programs Technology (30+) Need for funding, need for Distance Learning, Training needs Competition (30+) K-12 & Universities (funding), Private & For-Profit Entities Threats In the next 5 years, what external obstacles (political, cultural, technological, economic, educational, demographic or other environments) pose the greatest threats to our continued success?:  Threats In the next 5 years, what external obstacles (political, cultural, technological, economic, educational, demographic or other environments) pose the greatest threats to our continued success? Marketing/Perception (15+) Need to change perception among legislators and general public who may perceive that the community college provides a “lesser education” Hispanic (15+) Drain on resources for added student support; Not being prepared for cultural & workforce shift Retirements/Aging Workforce (15+) Values Institutional values are the ideals, principles, and standards collectively shared by those working within an institution. These values shape the ways in which we conduct business, treat students, and interact with each other. Describe the values that define the institutional culture of the CC.:  Values Institutional values are the ideals, principles, and standards collectively shared by those working within an institution. These values shape the ways in which we conduct business, treat students, and interact with each other. Describe the values that define the institutional culture of the CC. Student/Learner-centered, respect for the individual, available to all Prominence in/appreciation of the community, commitment to the community Flexibility Honesty & Integrity Instructional Quality, emphasis on teaching, high academic standards Emphasis on team work, collaboration Innovation/Creativity Service Meeting Logistics NCIH Sites:  Meeting Logistics NCIH Sites Thursday, October 6 Fayetteville Tech (Room #1), AB Tech, Central Piedmont CC Wednesday, October 26 Fayetteville Tech (Room #1), Mitchell CC Tuesday, November 15 Fayetteville Tech (Room #1), AB Tech, Central Piedmont CC Thursday December 8 Fayetteville Tech (Room #1), AB Tech, Central Piedmont CC Next Meeting:  Next Meeting Consensus on Planning Assumptions Please review draft assumptions at NCCCS web site link before the next meeting. Develop Critical Issues Critical Issues are broad, strategic areas of concern around which more targeted 2-year goals will be developed & organized. The Planning Council will identify the top critical issues or challenges facing NCCCS institutions as culled from planning assumptions & Scanning Forum Feedback. Questions?:  Questions?

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