We have a strategic plan it s called doing things herb kelleher co founder southwest airlines
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“We have a strategic plan. It’s called doing things.” - Herb Kelleher Co-founder, Southwest Airlines. “Strategic planning will help you fully uncover your available options, set priorities for them, and define the methods to achieve them.” Robert J. Mckain.

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“We have a strategic plan. It’s called doing things.” - Herb Kelleher Co-founder, Southwest Airlines

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We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

“We have a strategic plan.

It’s called doing things.”

- Herb Kelleher

Co-founder, Southwest Airlines


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

“Strategic planning

will help you fully uncover your available options,

set priorities for them,

and define the methods

to achieve them.”

  • Robert J. Mckain


Bridging vision 2013 with achieve 2015

Bridging Vision 2013 with Achieve 2015

Revitalize and

Reenergize


Virginia community college system

Virginia Community College System

Six Year Strategic Plan: 2009-15

Access -- Affordability -- Student Success

Workforce -- Resources


Virginia western community college

Virginia WesternCommunity College

Five Year Strategic Plan: 2008-13

Integrity -- Excellence -- Service --

Community


2014 reaffirmation

2014 Reaffirmation

SACS, where

Students

Are

Central

to Success


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

Institutional Effectiveness Implementation Cycle

Budget Allocations

ReVISION 2015

Institutional Mission

And

Strategic Goals

Adjustments and Resource Requests

  • College Divisions

  • Mission and Purpose

  • Action Plans

  • Student Learning Outcomes

  • Administrative and Educational Support Outcomes

Evaluate, Review and Improve

“Close the Loop” on the Assessment Cycle

Institutional Success

Feedback from Stakeholders, Students, Faculty, Graduates, Employers, Transfer Institutions, Community

Implement Plans

And

Conduct Assessment


Qep team advising

QEP: Team Advising


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

Shared Vision, Values, and Strategy

One day Alice came to a fork in the road

and saw a Cheshire cat in a tree.

“Which road do I take? she asked.

His response was a question:

“Where do you want to go?”

“I don’t know,” Alice answered.

“Then,” said the cat, “it doesn’t matter.”

-Lewis Carroll, Alice in Wonderland


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

The Fifth Discipline

www.youtube.com/watch?v=RRIOc7RQ93g&list=PL34F57B80D290E95D


Purpose of strategic plan

Purpose of Strategic Plan

  • Affirm the College vision, mission and core values

  • Serves as a roadmap for the College’s future

  • Develop action plans to implement the Strategic Plan


Today s goals

Today’s Goals

  • Review strategic input

  • Reaffirm the College’s vision, mission and institutional goals

  • Review the planning and assessment process


Strategic input

Strategic Input

  • Key Current and Emerging Initiatives Impacting Virginia Western’s Future

  • Report From the 21st-Century Commission on the Future of Community Colleges

  • Data and Trend Analysis Report

  • Virginia Western Quick Facts

  • SWOT Analysis


Key current and emerging issues

Key Current and Emerging Issues

  • College costs and access

  • Student success (completion agenda)

  • Student engagement

  • Increased focus on institutional accountability

  • Services and skills for Baby Boomers


Key current and emerging issues1

Key Current and Emerging Issues

  • Resources

  • Keeping up with technology

  • Managing crisis

  • Workforce

  • Developmental education


Key current and emerging issues2

Key Current and Emerging Issues

  • Dual enrollment

  • Increased response to globalization

  • Sustainability

  • Diversity of articulation agreements

  • Alternative pathways to the baccalaureate


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

21st Century Commission

on the Future of Community Colleges

www.youtube.com/watch?v=JJ1jMUaHJso


Framework of institutional responses needed to move community colleges ahead

Framework of Institutional Responses Needed to Move Community Colleges Ahead


Data and trend analysis report highlights

Data and Trend Analysis Report Highlights

Demographics (Roanoke MSA)

Population: 309,802

Age

  • Fastest growing age groups are the ages of 55-69

  • Population of traditional young adults is projected to be flat or slightly negative.

  • Population over 65 expected to grow over 70% between 2010-2040

  • Enrollments are down in high school and middle schools, and are anticipated to decline 5.4% over the next 5-years

    Ethnicity

  • International population is increasing faster in our service area than in Virginia

  • Hispanic population is up nearly 200% from 2000-2010


Income and technology

Income and Technology

Income

  • Nearly 20% of the population of Roanoke City live in poverty, versus 13% for the Roanoke MSA

  • The median family income in Roanoke City is less than 75% of the US Median Family Income

    Technology

  • Nearly one-third of households do not have computer access

  • 36% do not have Internet access


Employment trends

Employment Trends

Projected employment cluster growth:

Advanced manufacturing & skilled production

Electrical equipment manufacturing

Healthcare

Business and financial

Distribution

Projected high levels of annual openings in:

Office and administrative

Sales

Food preparation and serving

Transportation and material moving

Healthcare practitioners

Technical production


Student trends

Student Trends

  • Incoming students require additional educational support

  • Increased need for ESL training

  • Growth in distance learning headcounts and FTE

  • Dual enrollment growth has stalled. (This could change, with CCAP and cost-free dual enrollment.)

  • Career and technical program enrollments declined significantly in 2012

  • Developmental enrollments are high (>150% increase 2005-2012)

  • More students at VWCC receive financial aid than state-wide, and receive more financial aid.

  • Enrollment growth is highest for Botetourt County and Franklin County


Report suggestions

Report Suggestions

  • Increase educational opportunities for plus 50 entrepreneurship and other courses of interest to the plus 50 population

  • Consider jobs incubators and accelerator concepts such as found in Asheville, N.C.

  • Expand technical programs such as Mechatronics

  • “The labor pipeline for advanced production appears to need development”

  • Enhance STEM-H training programs

  • Encourage youth to pursue careers in the technical fields

  • Find ways to increase demand for enrollment among nontraditional populations


Swot analysis

SWOT Analysis

Strengths:

Internal attributes that are helpful in achieving the mission

What does Virginia Western do well?

Weaknesses:

Internal attributes that are harmful to achieving the mission

What are Virginia Western’s weaknesses?


Swot analysis1

SWOT Analysis

Opportunities:

External conditions that are helpful to achieving the mission

What are the opportunities

for growth and programming?

Threats and Competition:

External conditions that are harmful to achieving the mission

What are the threats and competition

to Virginia Western’s continued success?


Strengths

Strengths

Questions to ponder:

What advantages do we have?

What do we do better than anyone else?

What unique resources do we have access to?

What do individuals living in our service-area see as our strengths?


Weaknesses

Weaknesses

Questions to ponder:

What could we improve?

What should we avoid?

What are individuals living in our service-area likely see as our weaknesses?


Opportunities

Opportunities

Questions to ponder:

  • What opportunities do we know about, but have not been able to address?

  • Are there key current and emerging trends on which we can capitalize?


Threats

Threats

Questions to ponder:

  • What external roadblocks exist that block our progress?

  • Are our competitors doing anything different?

  • Is there significant change coming in the education sector?

  • Are economic conditions affecting our financial viability?


Questions to ponder

Questions to Ponder

What business are we in and why?

Where are we going?

What do we stand for as an institution?


Vision

Vision

AS A STUDENT-ORIENTED CENTER

for lifelong learning,

Virginia Western Community College

will meet demands

of our diverse community

by providing

comprehensive educational programs

and workforce development.


Mission

Mission

VIRGINIA WESTERN COMMUNITY COLLEGE provides affordable, accessible,

and quality educational opportunities

and workforce training

to meet individual, community

and global needs.


Core values

Core Values

Integrity

MAINTAIN the highest standards of honesty, fairness and ethical conduct

Excellence

ENCOURAGE our students, faculty, and staff to strive for academic, professional, and personal excellence

PURSUE continuous improvement and high quality in staffing, facilities, programs and services


Core values1

Core Values

Service

FOSTER a community that demonstrates care and support for students, faculty, staff, and the citizens of our service region

PROMOTE service to others


Core values2

Core Values

Community

RESPECT and appreciate all cultures, learning styles, and ideas that reflect the community we serve

PROVIDE access to services and programs for all students who may benefit

PROMOTE a safe and secure environment that facilitates student learning


Institutional goals

Institutional Goals

Will this goal:

  • Help us financially?

  • Improve the quality of what we do?

  • Improve our relationships, partnerships or image?

  • Improve the skills and capabilities of our team?

  • Move us toward our strategic priorities?


Institutional goals1

Institutional Goals

Goal 1:

Promote effective teaching and learning through quality instruction, programs, and services designed to meet the needs of a diverse student body.

Goal 2:

Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality.


Institutional goals2

Institutional Goals

Goal 3:

Practice sound stewardship of financial, physical, and technological resources to support high quality programs and services.

Goal 4:

Foster a safe and secure campus environment that is conducive to learning.


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

Institutional Effectiveness Implementation Cycle

Budget Allocations

ReVISION 2015

Institutional Mission

And

Strategic Goals

Adjustments and Resource Requests

  • College Divisions

  • Mission and Purpose

  • Action Plans

  • Student Learning Outcomes

  • Administrative and Educational Support Outcomes

Evaluate, Review and Improve

“Close the Loop” on the Assessment Cycle

Institutional Success

Feedback from Stakeholders, Students, Faculty, Graduates, Employers, Transfer Institutions, Community

Implement Plans

And

Conduct Assessment


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

Planning and Assessment Overview

Established in:

Assessed Through:

Process

VWCC Mission Statement

Institutional Core Indicators

Strategic Plan Goals

Strategic Plan

Division Goals

Department / School Objectives

IE Plans

IE Assessment Reports

IE Plans

IE Assessment Reports

Academic Assessments

VCCS Standardsand VWCC input

Gen Ed Assessments

Program Reviews


Core indicators example

Core Indicators Example


How do all of these pieces fit together in an institutional effectiveness plan

How do all of these pieces fit together in an Institutional Effectiveness Plan?


Vision 2013 institutional goals

Vision 2013 Institutional Goals

Goal 1:Promote effective teaching and learning through quality instruction, programs, and services designed to meet the needs of a diverse student body.

Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality.

Goal 3: Practice sound stewardship of financial, physical, and technological resources to support high quality programs and services.

Goal 4: Foster a safe and secure campus environment that is conducive to learning.


2011 12 grants ie plan

2011-12 Grants IE Plan

How does the department support institutional goals?

Purpose:The Grants Development and Special Projects department at Virginia Western Community College develops and manages externally funded projects to further the mission, goals and strategic plan of the College.

Relates to Institutional Goal: Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality.


Vision 2013 ia division goals

Vision 2013 IA Division Goals

Goal 1:Advance and promote interaction with alumni . . .

Goal 2: Expand and refine communication and information dissemination with all internal and external constituencies . . .

Goal 3: Strengthen Institutional Advancement by expanding and refining a comprehensive public/private grants development program.

Goal 4: Expand the College’s general endowment . . .


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

How does the department support division goals?

Purpose:The Grants Development and Special Projects department at Virginia Western Community College develops and manages externally funded projects to further the mission, goals and strategic plan of the College.

Relates to Institutional Goal: Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality.

Relates to Division Goal: Goal 3: Strengthen Institutional Advancement by expanding and refining a comprehensive public/private grants development program.


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

What does the department do to support institutional and division goals?

  • Purpose:The Grants Development and Special Projects department at Virginia Western Community College develops and manages externally funded projects to further the mission, goals and strategic plan of the College.

  • Relates to Institutional Goal: Goal 2: Cultivate relationships and partnerships with the educational community, business, industry, and government to create educational and workforce development opportunities to support economic vitality.

  • Relates to Division Goal: Goal 3: Strengthen Institutional Advancement by expanding and refining a comprehensive public/private grants development program.

  • Objectives:

  • Increase additional funds received through grant funding.

  • Grant reporting will be completed by allotted deadlines.


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

How will the department measure these objectives?

  • Objectives:

  • Increase additional funds received through grant funding.

  • Grant reporting will be completed by allotted deadlines.

  • Assessment Measures:

  • Amount of grants received (total funding)

  • Percentage of grants funded

  • Percent of time grant reports completed on time


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

How will the department know

that it is achieving its objectives?

  • Objectives:

  • Increase additional funds received through grant funding.

  • Grant reporting will be completed by allotted deadlines.

  • Assessment Measures:

  • Amount of grants received (total funding)

  • Percentage of grants funded

  • Percent of time grant reports completed on time

  • Standards for Success:

  • Total funding 1 million.

  • 65% of grants will be funded.

  • Grant reports to be completed with at least a 90% on-time rate.


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

What will the department do to achieve its objectives?

  • Implementation Plan:

  • Complete development and implementation of grants database.

  • Review and update grants management handbook, and training.

What will the department do with the information gained?

  • Dissemination/Discussion:

  • Established benchmarks and grant reporting rates will be disseminated to the President.


Strategic planning timelines

Strategic Planning Timelines

ReVision 2015

Vision 2013

(New Plan)

Virginia Western Strategic Plans

(New Plan)

Achieve 2015

VCCS Strategic Plans

2008

2014

2016

2021


Next steps

Next Steps

  • Update Division Goals

  • Update Non-academic and Academic IE Plans

  • Assessment Reports for 2012-13

    • ALL MUST BE COMPLETE BEFORE SACSCOC ON-SITE VISIT !


Timeline for ie plans and assessments

Timeline for IE Plans and Assessments

  • May – Student Services

  • Summer – Non-academic Areas

  • August – Academic Programs

    October 1-3, 2013:

    SACSCOC On-Site Evaluation


We have a strategic plan it s called doing things herb kelleher co founder southwest airlines

“However beautiful

the strategy, you should occasionally

look at the results.”

  • Winston Churchill


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