Strategic Planning Process Campus Community Review Meetings
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1 Strategic Planning Process Campus Community Review Meetings
2 Campus Review Meeting Objectives Provide a process overview and update Review and discuss Strategic Plan framework elements: Vision and Mission Values and Guiding Principles Goals and Performance Measures Strategic Directions
3 Strategic Planning Process Overview
4 Strategic Plan Steering Committee (SPSC) Bob Taylor, Trustee Bradley Tyndall, Senior VP Academic Affairs Charles Dassance, Interim President Gwyn Ebie, Aspen Faculty Jill Boyle, Senior Vice President Jim English, Director of Technology and Network Services Kathy Kiser-Miller, Dean of Academic Affairs Ken Brenner, Trustee Linda English, Chief Financial Officer Nancy Genova, VP/CEO West Garfield Campus Peter Perhac, VP/CEO Alpine Campus Peter Waller, Director of College Facilities Steve Boyd, Purchasing
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10 Process Highlights: Outreach 50 Community members 172 Faculty and staff 27 Students 45 Comment cards 299 Online questionnaires 48 Mission/Vision/Values Survey responses 75 Participants in College-Wide Symposium 716 Points of contact
11 CMC Environmental Scan
12 Planning Context
13 Locations Aspen Breckenridge Buena Vista Carbondale Dillon Edwards Glenwood Springs Leadville Rifle Spring Valley Steamboat Springs
14 Campuses Alpine Aspen Roaring Fork Summit Timberline Vail-Eagle Valley West Garfield
15 CMC Communities
16 Related Planning Efforts Gap Analysis Facilities Plan Information Technology (IT) Plan Accreditation (AQIP) Systems Appraisal Strategy Forum Budget
17 CMC Family of Plans Strategic Plan Educational Program Plan Facility Master Plan IT Plan Staffing Plan Enrollment Plan Unit Plan Unit Plan Unit Plan
18 Community Demographics
19 Projected Population Growth Absolute growth in population over the next 25 years will result in more demand for CMC classes and services. The three largest counties will see the most growth.
20 Projected Population Growth Population 2010 Population Projection 2035 % Change # Change Chaffee County 17,797 28,960 63% 11,163 Eagle County 52,057 92,430 78% 40,373 Garfield County 56, ,391 81% 45,241 Grand County 14,790 25,752 74% 10,962 Jackson County 1,387 1,687 22% 300 Lake County 7,282 12,593 73% 5,311 Pitkin County 17,156 27,979 63% 10,823 Routt County 23,439 40,403 72% 16,964 Summit County 28,073 52,719 88% 24,646 Nine County Total 200, ,954 76% 165,783 Colorado Department of Local Affairs Population Forecasts
21 Projected Population Growth Population 2010 Population Projection 2035 % Change # Change Chaffee County 17,797 28,960 63% 11,163 Eagle County 52,057 92,430 78% 40,373 Garfield County 56, ,391 81% 45,241 Grand County 14,790 25,752 74% 10,962 Jackson County 1,387 1,687 22% 300 Lake County 7,282 12,593 73% 5,311 Pitkin County 17,156 27,979 63% 10,823 Routt County 23,439 40,403 72% 16,964 Summit County 28,073 52,719 88% 24,646 Nine County Total 200, ,954 76% 165,783 Colorado Department of Local Affairs Population Forecasts
22 Projected Population Growth Substantial population increases in young adults and older adults will drive increased demand in traditional degree and certificate programs as well as non-credit continuing education classes.
23 Ethnic and Socio-Economic Diversity Significant Hispanic and Latino populations in Garfield, Eagle and Lake Counties are likely to drive new enrollment trends and needs for services. Socio-economic status varies widely across the service area with an over $30,000 difference between the high and low median household income by county and a 15% difference in the high and low poverty rates
24 Employment by Sector High employment in the arts, entertainment and recreation, and the hospitality industry will continue to drive specialized programs such as culinary, outdoor recreation and resort related technical skills and management. Employment in construction is also a major contributor to local economies; employment and construction volume statistics indicating many construction employees are travelling to work in other counties.
25 Current Employment By Sector CMC Service Area Counties Accommodation and Food Services Retail Trade 12% 21% Construction Health Care and Social Assistance Arts, Entertainment, and Recreation Public Administration Education Services Admin., Support, Waste Mgmt, Remediation Real Estate and Rental and Leasing Professional, Scientific & Technical Svc Other Services (except Public Admin.) Mining Transportation and Warehousing Finance and Insurance Wholesale Trade Manufacturing Information Utilities Agriculture, Forestry, Fishing & Hunting 5% 5% 4% 3% 2% 2% 2% 2% 1% 1% 1% 1% 9% 8% 8% 7% 7% 0% 5% 10% 15% 20% 25% Colorado Labor Market Information 4 th Quarter 2012
26 % of Employment by Industry Accommodation and Food Service Summit County 34% Eagle County 24% Pitkin County 24% Grand County 22% Chaffee County 16% Routt County 16% Lake County 13% Garfield County 11% Jackson County 11% Colorado Department of Labor
27 % of Employment by Industry Retail Trade Summit County 15% Chaffee County 15% Routt County 12% Eagle County 12% Garfield County 12% Jackson County 11% Grand County 10% Lake County 9% Pitkin County 9% Colorado Department of Labor
28 % of Employment by Industry Construction Garfield County 12% Routt County 11% Eagle County 10% Chaffee County 9% Grand County 9% Lake County 7% Summit County 5% Jackson County 5% Pitkin County 5% Colorado Department of Labor
29 Current Employment By Sector CMC Service Area Counties Accommodation and Food Services Retail Trade 12% 21% Construction Health Care and Social Assistance Arts, Entertainment, and Recreation Public Administration Education Services Admin., Support, Waste Mgmt, Remediation 5% 9% 8% 8% 7% 7% Real Estate and Rental and Leasing Professional, Scientific & Technical Svc Other Services (except Public Admin.) Mining Transportation and Warehousing Finance and Insurance Wholesale Trade Manufacturing Information Utilities Agriculture, Forestry, Fishing & Hunting 5% 4% 3% 2% 2% 2% 2% 1% 1% 1% 1% 9% in Garfield County 0% 5% 10% 15% 20% 25% Colorado Labor Market Information 4 th Quarter 2012
30 2012 Unemployment in CMC Service Area Across the District service area, the average county unemployment rate (at 7.7%) is slightly higher than the state average (at 7.6%). In the most populous counties (Eagle and Garfield) the unemployment rates are higher than the state average.
31 2011 Educational Attainment Garfield county has a high number and proportion of residents with some college or less. Eagle, Summit, Routt and Pitkin counties have a substantial supply of residents with degrees.
32 2011 Educational Attainment 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Chaffee County Eagle County Garfield County Grand County Jackson County Lake County Pitkin County <9th Grade 9th-12th Grade High School Routt County Some college Associate's Degree Bachelor's Degree Graduate of Professional Degree Summit County US Census ACS estimates
33 Future Students
34 Origin of Incoming High School Students CMC has proven attractive to students outside of the district and service area. Many students originate from the Denver Metro area. 12% of service area high school students attend CMC following graduation, with only 2% attending other 2-year institutions
35 Origin of Incoming High School Students by County 2011 Larimer 3% Arapahoe 4% Lake 5% Chaffee 2% El Paso 2% Garfield 27% Douglas 5% Jefferson/ Broomfield 6% Summit 7% Routt 8% Eagle 12% Colorado Department of Higher Education, 2011 College Enrollment by School District by County
36 2011 High School Graduates by College Destination Number Percent Attending CMC % Attending other Colorado two-year institutions 48 2% Attending Colorado four-year institutions % Unknown (includes out of state attendees and those not attending college) % Total of Service Area High Schools %
37 2011 High School Graduates by College Destination Number Percent Attending CMC % Attending other Colorado two-year institutions 48 2% Attending Colorado four-year institutions % Unknown (includes out of state attendees and those not attending college) % Total of Service Area High Schools %
38 High School Academic Achievement Results Many students arriving directly from high school in the nine-county service area require additional math, reading and English skills in order to perform at college level. This is especially true for students in counties with high ethnic minority populations or high poverty.
39 High School Academic Achievement Results Reading % Proficient/ Advanced Math % Proficient/ Advanced Writing % Proficient/ Advanced Science % Proficient/ Advanced Chaffee County 68.9% 32.9% 50.5% 53.1% Eagle County 67.7% 38.4% 51.7% 43.2% Garfield County 66.8% 30.5% 45.7% 40.7% Grand County 79.6% 39.1% 61.0% 50.3% Jackson County 91.7% 50.0% 91.7% - Lake County 57.8% 26.1% 33.3% 34.4% Pitkin County 86.0% 48.0% 74.4% 65.6% Routt County 74.5% 45.4% 62.8% 58.2% Summit County 71.0% 39.1% 60.5% 53.8% Colorado 67.9% 55.7% 55.3% 47.8% Colorado Department of Education School View 2013
40 High School Academic Achievement Results Reading % Proficient/ Advanced Math % Proficient/ Advanced Writing % Proficient/ Advanced Science % Proficient/ Advanced Chaffee County 68.9% 32.9% 50.5% 53.1% Eagle County 67.7% 38.4% 51.7% 43.2% Garfield County 66.8% 30.5% 45.7% 40.7% Grand County 79.6% 39.1% 61.0% 50.3% Jackson County 91.7% 50.0% 91.7% - Lake County 57.8% 26.1% 33.3% 34.4% Pitkin County 86.0% 48.0% 74.4% 65.6% Routt County 74.5% 45.4% 62.8% 58.2% Summit County 71.0% 39.1% 60.5% 53.8% Colorado 67.9% 55.7% 55.3% 47.8% Colorado Department of Education School View 2013
41 Enrollment
42 2012/13 Enrollment Profile 20,436 Students (Unduplicated Headcount) 50% of total headcount take only non-credit courses 18% of total headcount are full time (12 hours+) 11 Students/class average (college-wide)
43 2012 CMC Headcount by Credit Load Hours 2,256 11% Hours % Hours 2,396 12% No Credit 10,275 50% CMC Annual Report 2012/ Hours 3,811 19% Hours 169 1%
44 2012 CMC Headcount by Credit Load Hours 2,256 11% Hours % Hours 2,396 12% No Credit 10,275 50% CMC Annual Report 2012/ Hours 3,811 19% Hours 169 1%
45 Credit Students 63% of credit students are part-time 23% of credit students are paying out-of-district (in-state) or out of state tuition
46 2012 CMC Credit Headcount by Status Full-time, 3,785, 37% Part-time, 6,376, 63% CMC Annual Report 2012/13
47 Credit Enrollment by Residency ( ) In-District 10,563 77% In-State 1,686 12% Out-of-State 1,574 11%
48 CMC Students by Age Group 2012/2013 Most of CMC s students are not traditional post-high school students. 61% of all CMC students are between 25 and 59; 25% are between 17 and 24. Full-time students tend to be younger while non-credit students are older. The most consistent growth has been in the 65+ age group.
49 CMC Students by Age Group 2012/ plus 12.0% Unknown 2.0% 0 to % 17 to % 40 to % 25 to % CMC Annual Report 2012/13
50 Percent of Students by Age Range and Credit Load ( ) 70% 60% 50% 40% 30% 20% 10% 0% 0 to16 17 to to to plus Source: Colorado Mountain College. Full-time Part-time Non-Credit
51 CMC Students by Age Group (Percentages) 40% 35% 30% 25% 20% 15% 10% 5% 0% CMC Enrollment Trends 2011/12
52 College Wide Headcount Since 2002/2003, the total unduplicated headcount at CMC has peaked to a high of 25,182 students during 2009/2010, decreasing to 21,547 students in 2011/2012. Across all campuses, enrollment has decreased since 2009/2010. English as a Second Language has been in decline, partially due to the decision to begin charging for these classes in Full Time Equivalent Students (FTE) has slowly climbed over the past 10 years, reaching a plateau between 2009 and Enrollment drives programming and all operational funding, making this decline a critical area of inquiry.
53 College Wide Headcount 30,000 25,000 20,000 15,000 10,000 5, Credit Headcount CMC Enrollment Trends 2011/12 ESL Headcount Continuing Education Headcount Total Unduplicated Headcount
54 College Wide Full Time Equivalent (FTE) Students Credit FTE ESL FTE Continuing Education FTE Total FTE Distance Education FTE CMC Enrollment Trends 2011/12
55 Performance Measurement
56 Measuring Results Current balanced scorecard reflects past strategic plan; legislated goals Improved between the school year and Summer/Fall 2013: Successful Course Completion, DevEd Student Transition to 100 level Math, Employee Satisfaction and Foundation Income. Below target or take action: Participation Rate, FTE and Headcount, student retention and satisfaction and General Fund and Tuition revenue. New strategic planning effort may result in different or additional measures of performance
57 Statewide Focus on Completion 1,122 Degrees conferred in % were awarded to students identifying as Hispanic (16% of the current enrollment and as much as 30% of the population)
58 Educational Options
59 Educational Options CMC is essentially the only two or four-year educational institution serving the nine county service area. CMC offers both unique programs and options available at neighboring community colleges CMC s average tuition costs are much lower than the costs of nearby colleges.
60 Comparable Schools Front Range Community College Western Colorado Community College Red Rocks Community College
61 Tuition Comparison Resident Tuition and Fees Non-Resident Tuition and Fees Colorado Mountain College $1,860 $9,150 Front Range Community College $3,613 $14,107 Red Rocks Community College $3,668 $14,162 Western Colorado Community College $5,525 $13,757 Colorado Department of Higher Education Tuition and Fee Report 2013
62 Industry and Employment
63 Regional Economic Opportunities Within the CMC service area region, industries that are anticipated to grow the fastest are health care and social assistance, management of companies and enterprises, educational services, administrative support and waste management and remediation. Adding the most jobs in the region will be accommodation/food service and health care/social assistance.
64 Regional Economic Opportunities Fastest growing occupations Health care and social assistance Management of companies and enterprises Educational services Administrative and support and waste management and remediation Local government, excluding education and hospitals Professional, scientific, and technical services Wholesale trade Other services (except government) Mining Arts, entertainment, and recreation Largest numerical job growth Accommodation and food services Health care and social assistance Educational services Arts, entertainment, and recreation Administrative and support and waste management and remediation Local government, excluding education and hospitals Construction Retail trade Professional, scientific, and technical services Other services (except government) Colorado Dept. of Labor, Labor Market Information.
65 National Economic Opportunities One-third of the projected fastest growing occupations in the nation are related to health care. This reflects the needs of an aging population which will result in a growing number of opportunities in the health care and the social assistance industry. More than one-fourth of the projected fastest growing occupations are related to construction.
66 Strategic Plan Framework
67 Strategic Plan Framework Mission and Vision Values and Guiding Principles Goals and Performance Measures Strategic Directions Implementing Actions
68 Mission CMC makes higher education affordable and accessible to all students, offering a wide array of programs and courses of study in a student-centered, personalized learning environment. CMC delivers undergraduate instruction for associate and bachelor s degrees and certificates; prepares students for careers requiring professional and technical training; provides support services tailored to the needs of each student; offers college preparatory instruction, life-long learning opportunities and academic skill development; and promotes the economic, social and cultural development of the communities it serves. CMC measures its success through student success, helping all students meet their individual educational goals.
69 Vision A. Inspired by the mountain environment, Colorado Mountain College will transform lives and serve our communities by creating and cultivating dynamic learning opportunities. B. Colorado Mountain College will transform lives and serve our communities by creating and cultivating dynamic learning opportunities.
70 Values We believe that higher education and lifelong learning provide a vital and necessary foundation for a democratic society. We believe all people should be treated with dignity and respect. We believe in creating an inclusive college community with open and honest interactions. We act with integrity in order to build trust in our personal and professional relationships.
71 Guiding Principles We will collaborate with one another and with external partners who share our vision. We will apply the principles of sustainability equity, economics, environment -- in all we do. We will strive for excellence in all we do.
72 Guiding Principles We will be accountable for our actions. We will be responsible stewards of the public trust and be fiscally transparent. We will meet challenges with thoughtful deliberation.
73 Goal Areas A. Student Success B. Teaching and Learning C. Access D. Community and Economic Development E. Organizational Effectiveness
74 Goal A: Student Success Promote student success with all relevant support services Performance Measures: Degrees and Certificates awarded Bachelor level graduates Graduate Satisfaction (%) Graduate Employment (%) General Student Satisfaction (%) Transfers to Four-Year Institutions Time from Graduation to Gainful Employment Persistence Retention Rate Number of students receiving associate degrees from CMC that continue into CMC 4-year programs Number of students that acquire work experience before or during their enrollment at CMC
75 Goal A: Student Success Strategic Directions: A1 Serve the needs of our diverse student populations now and in the future. A2 Enhance student life at CMC A3 Create student-friendly, seamless systems
76 Goal B: Teaching and Learning Provide excellent learning opportunities for all our students Performance Measures: Developmental Education Student Transition to 100 level Math Developmental Education Student Transition to 100 level English Rate of Attempted/Completed Credits Successful Course Completion Rate of Attempted/Completed Credits Successful Course Completion Degrees and Certificates awarded Faculty and Staff Professional Development Development Of Curricula, Programs and Classes Responding To Critical Learning Objectives Quality of Instruction
77 Goal B: Teaching and Learning Strategic Directions: B1 B2 B3 B4 B5 Improve the quality of existing educational offerings Develop a clear policy for allocation of resources and revenue related to all non-credit offerings Continue to evolve and expand alternative program delivery methods Ensure that student support services are adequate to address student needs across the college Provide a consistent and unified approach to the use of assessment and evaluation data as a means of improving the quality of instruction.
78 Goal C: Access Improve our infrastructure and operations through on-going assessments and capital investments Performance Measures: Total Unduplicated Headcount Full-Time Equivalent Students Fall-to-Fall Retention First- time, Full-time, Degree Seeking Students Fall-to-Fall Retention First-time, Part-time, Degree Seeking Students Participation Rate Tuition Relative to Other Colorado Institutions Underserved Students Service Area High School Graduate Attendance Marketing and Outreach Program Effectiveness Concurrent Enrollment in Transfer-Eligible Credit Courses
79 Goal C: Access Strategic Directions: C1 Optimize enrollment at CMC C2 Develop an enrollment plan with appropriate metrics C3 Reduce or remove barriers to college access including financial, transportation and childcare availability C4 Maximize the use of CMC facilities C5 Determine which programs and courses to offer as local campus specializations and which ones to offer across the entire district
80 Goal C: Access Strategic Directions: C6 Ensure that IT infrastructure meets the current and projected needs of CMC C7 Clarify what programs and services will be offered by CMC within the district and what programs and services will be available in the larger service area
81 Goal D: Community and Economic Development Support the health and economic vitality of our region Performance Measures: Community Satisfaction Employer Satisfaction with Graduates Graduate Employment Foundation Income Community, Arts, Theatre Events Utilizing CMC Facilities Number of Formalized Community Partnerships
82 Goal D: Community and Economic Development Strategic Directions: D1 Create a process to ensure that CMC is engaged in community discussions identifying and addressing needs and priorities D2 Serve the local economy, grow local business D3 Provide educational opportunities in support of professional development, on-the-job training and lifelong learning
83 Goal E: Organizational Effectiveness Ensure that CMC has the internal systems, organization, governance structure, and the human and financial resources necessary to achieve its long-term vision Performance Measures: Tuition Revenue as a Percent of Budget General Fund Expenditures as a Percent of Budget General Fund Revenues as a Percent of Budget Reserve Balance Employee Satisfaction and Engagement Turnover Professional Development of Full-Time Employees Carbon Neutrality Cost to Educate One Full-Time-Equivalent Student
84 Goal E: Organizational Effectiveness Strategic Directions: E1 Ensure consistency in procedures and systems across CMC units E2 Create a strong internal organizational structure to improve transparency and accountability in CMC decision making E3 Enhance internal and external CMC communications E4 Organize the college as a whole to support student success E5 Clarify roles, responsibilities and lines of authority for critical decision making
85 Goal E: Organizational Effectiveness Strategic Directions: E6 Support CMC employee development E7 Develop a strategy to be economically self-sustaining E8 Adopt performance measures that emphasize student success and the achievement of the CMC mission and vision E9 Adopt AQIP principles of high performance institutions to guide CMC organizational development
86 Next Steps
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88 Strategic Planning Process Campus Community Review Meetings
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