President’s Institutional Overview

1. President’s Institutional Overview Planning & Research for ‘The Way Forward’

2. Elements • Relevant Core Competencies & SWOT • Planning Overview • Reorganization & Realignment • The Way Forward

3. Relevant Core Competencies • Uniqueness of Napa Valley + College + 70 Year History • National/International network and connectivity through faculty, alumni and community members • Innovative and entrepreneurial spirit • Integrity, ethics, and core values orientation • Facility coherence & superiority (overall the facility and site factors in comparison to the stated mission of the college) • Integrated approach to learning, program development & differentiation • Academic accreditations • Ability and desire to grow and develop

4. Strengths • Existing community & market presence (since 1942) • Strong local & regional student demand • Higher education/accreditations/program development presents a significant barrier to for-profit schools entry based on capital outlay of physical site, programs, faculty and staff • Key strategic, social, and academic relationships are in place • Key personnel are mission-driven • Faculty and staff are energized for new leadership and poised for growth and change

5. Strengths • Community base has “special sense of loyalty” to the college • Ability to raise capital is strong through several existing affiliations (NVCF and VWT Auxiliary & others) • Established/recognized “leader” in key programs • Ability to outreach to new and attractive student segments • Strong academic program presence/UVC, Main Campus and Sites

6. SWOT--Weaknesses • Vulnerability to economic shifts (State funding issues) • Community College educational models have traditional limited ‘cap’ enrollment • Lack of long-range integrated financial planning • Lack of consistent senior institutional leadership • Organizational planning infrastructure is inadequate for achieving financial objectives • Confusion and apprehension from “budget busting” and existing budgeting systems

7. SWOT--Weaknesses • Staff shifting in professional/technical skills & expertise • Lack of coordinated team visioning & program execution (silos) • Lack of comprehensive web based solutions, focus and communications • Underdeveloped integrated institutional research/planning • Core administrator’s, faculty and staff’s responsibilities are very broad based

8. SWOT--Opportunities • Seek braided revenue streams (to balance self-sufficient financial status through cost neutral enrollment growth, grants and partnerships, collaborations, restructure, and fund raising • Build NVC Foundation capacity; Auxiliary WVT Foundation & Expand Public/Private Collaborations • Expand collaborative academic partnering • Expand fee-based courses • Expand delivery methods (web based courses, tie in with existing course ware providers, off-site learning)

9. SWOT--Opportunities • Build collaborative relationships with neighboring projects/developments/groups • International expansion and cooperation (stronger tie-in and leveraging of vintner connectivity) • Expand growth & retention of international student FTES

10. Threats • College preoccupation with “single solution” of cuts • Competitive growth of ‘neighboring’ community college & for-profit colleges into the market • Continued attrition in senior leadership, staff and faculty (lack of depth) without substantial restructure • Reserve and financial resources may be diminished before obtaining self sufficiency. 5% minimum presents no safety net. • Current facilities and infrastructure operations must match the pace of programs, student retention and growth • Direct and indirect competition from other proprietary colleges • Market “clutter” obscures a highly differentiated college message • Maintaining the status quo without a strategic financial plan

11. achieve sustainable growth for the college • create an optimal student learning educational environment and experience • create an infrastructure that supports current and future growth • achieve financial viability, stability and eventual vitality while • respecting the mission, vision, principles and values of the college Planning Assumptions

12. Students

13. ProposedPresident’s Area Planning NVC Organizational Chart Proposed Admin Services Area Current Organizational Chart

14. Four Area Organizational Chart & Planning Model College Areas Proposed for Fall 2012

15. College Planning Levels The highest level of planning is the Educational Master Plan and the colleges' Mission which guides the entire college during the planning process. Strategic Plan A multi-year plan that recognizes internal and external trends and sets goals based upon the Educational Master Plan. AreaPlanThere are typically four areas: Instructional, Administrative Services, Student Services, and the President's. Area plans set the tone and the direction of the college for the next academic year. Unit Plan The unit level is the main planning level for the college where specific actions and activities are developed. Unit Plans are typically developed by budget centers such as Human Resources, Performing Arts, Math Science & Engineering. Program Review (PEP) informs the development of the Unit Plan). Operational Plan (* Proposed New Level) Operational plans emerge from disciplines within a division, such as Psychology or History in the Social Sciences Division, or they can be offices within a unit, such as the Registration Office within the Admissions and Records unit, or Grounds within the Facilities

16. Five Level Planning Model RESULTS: Increased efficiency, inclusivity and transparency Improved Unit and Area Plan development Improved decision making & morale Improved linkage with budgeting

17. Proposed New Model Better Integrates Budgeting & Planning * New plan. Aligned and coterminous with the Strategic Plan

18. Pressures • Prop 30 (Scenarios A & B) • State support • Increased costs • ERI • OPEB • Etc… • Best Practices • Multi-Year Financial Plan • Integrated Planning & Budgeting • Braided revenue • Lessons Learned • SFCC • Be proactive • Honor Shared Governance process

19. The Way Forward • Complete by December 31, 2012 • Addresses Scenarios A or B • Creates a roadmap for 2013-2015 • Aligned with Strategic Plan • ELEMENTS: • Historical Perspective of Finances • Current View of Financial Indicators • Viability – outline structural/organizational change • Stability – activities based on Viability Phase benchmarks • Vitality – rebuilding financial strength & mission building capacity

20. The Way Forward A comprehensive, holistic plan to create long-term fiscal viability, stability, and vitality. Organizational Structure: Reorganizations & Realignments Examples: Auxiliary Services Consolidation, Institutional Advancement Realignment

21. The Way Forward • A comprehensive, holistic plan to create long-term fiscal viability, stability, and vitality. • Pursuit of Braided Revenue Streams: • Self-supporting Community Ed and Career Technical Education • Institutional Collaborations & Partnerships • Grants • Maximized relationship between NVC Foundation & VWT Auxiliary

22. The Way Forward • A comprehensive, holistic plan to create long-term fiscal viability, stability, and vitality. • Analysis of Efficiency Measures: • “Right Size” the institution • Program Discontinuance • Staffing Assessment (FTE Staff) - RIF

23. The Way Forward • A comprehensive, holistic plan to create long-term fiscal viability, stability, and vitality. • Fiduciary Responsibility: • OPEB Funding Plan • Multi-year financial analysis • Comparable college data points • Revenue expectations

24. The Way Forward A Best Practices Approach to Goal 7 Ensure institutional viability for a strong future through meaningful reorganization Stabilize college finances through a realistic approach to new opportunities and challenges Build for a strong and vital “destination” college of the future

25. The Way Forward A collective vision for the future that is obtainable and realistic, but stretches us as an institution to achieve the best we may offer