Contra Costa Community College District Welcome colleagues LMC Dialogue On the Contra Costa Community College District Strategic Plan November 2018

Transcription

1 Contra Costa Community College District Welcome colleagues LMC Dialogue On the Contra Costa Community College District Strategic Plan November 2018

2 Thank you all for coming This is an important part of our long term planning and your input is crucial. Our colleges have a so many touch points with the community: students, residents, employers, K-12 schools, universities, nonprofits, suppliers, etc. We have obligations to all of you and this is our opportunity to dialogue with you about those relationships and the big picture.

3 Today s Agenda 3:00 3:05 Introduction 3:05 3:10 Gameplan and preliminaries 3:10 3:20 Presentation and facilitated discussion Why values matter 3:20 3:35 Breakout Session #1 What do we value? <15 min> 3:35 3:45 Report out from Tables 3:45 3:55 Presentation and facilitated discussion Our shared vision 3:55 4:10 Breakout Session #2 Where do we want to be in five years? <15 min> 4:10 4:20 Report out from Tables 4:20 4:40 Presentation and facilitated discussion Our shared vision 4:40 4:55 Breakout Session #3 Identifying and aligning our strategies <15 min> 4:55 5:00 Wrap up and next steps

4 Let s start with some framing District Our organization Strategic Plan Our Service Area is coterminous with the County

5 A couple clarifications before we start District plan compliments the individual college plans - The three colleges and their campuses constitute the heart of the organization - Each college has its own unique culture and community - District plan is an umbrella for the three college plans - It speaks to what we have in common and where we collectively want to go

6 Part of our process and a best practice Current strategic plan is sun-setting (five year planning cycle) Completed an assessment of the existing plan in July Board of Trustees District Governance Council Listening sessions: the two Public Dialogues and forums at each of the three colleges

7 Shepherding this process Board of Trustees District Governance Council Chancellor s Cabinet participate in developing and promoting Districtwide goals, priorities, and long-term planning.

8 Multiple touch points and check-ins District Strategic Planning Webpage: efault.aspx

9 The big picture

10 An opportunity to pause and consider the big picture Tactics are about making decisions when you have to act. Strategy is about making decisions when you don t have to act. -Garry Kasparov

11 How to begin?

12 What we ve done so far Public Dialogue #1 (Oct 11) Who are we? Why do we exist? What do we dream to be? Our values Our purpose Our vision Public Dialogue #2 (Nov 7) How do we get there? What would success look like? Our mission Strategic direction/goals

13 Before we begin Any questions, nagging or otherwise?

14 Values

15 Some context Discussion of values can be a challenge because we often have different definitions in our heads In an environment of rapid change values take on greater meaning We often retreat to our values in moments of crisis

16 Organizational values: a definition Values are the standards that guide our collective conduct in a variety of settings. They represent the core principles within the organization s culture. While circumstances may change, ideally values do not.

17 Breakout Session #1 Values

18 Breakout #1 instructions 1. Please refer to the worksheet at your table labeled Breakout Discussion #1 (printed in green text) 2. Each person is to complete the questionnaire following the instructions provided (10 minutes). 3. After you ve completed your worksheet, begin a discussion with those at your table about your choices. Select a representative at your table to report out. 4. Please leave your completed individual questionnaire on the table; we will be collecting them.

19 Breakout #1 Worksheet ( the green printout) 15 minutes

20 Breakout #1 Table Report Out

21 Vision

22 What is a vision A vision statement is a future-oriented declaration of the organization s purpose and aspirations. The vision statement says, based on our purpose, this is what we want to become.

23 The importance of vision One of the common characteristics of the Aspen Prize for Community College Excellence winners: A strong sense of a common vision expressed throughout the organization, by faculty, staff, administrators, trustees and students

24 Breakout Session #2 Vision

25 Breakout #2 instructions 1. Please refer to the worksheet at your table labeled Breakout Discussion #3 (printed in yellow text) 2. Each person is to complete the questionnaire following the instructions provided (10 minutes). 3. After you ve completed your worksheet, begin a discussion with those at your table about your choices. Select a representative at your table to report out a summary of what you discussed regarding Question #1 4. Please leave your completed individual questionnaire on the table; we will be collecting them.

26 Breakout #2 Worksheet ( the yellow printout) 15 minutes

27 Breakout #2 Table Report Out

28 Strategy Strategic Directions and goals

29 a curve ball 1. The state chancellor's office just released new requirements regarding the alignment of local strategic goals to system goals 2. Our task today is to discuss these statewide system goals within the context of our local environment and local trends 3. We will look at some environmental data and have a conversation on how we might best incorporate these systems goals into our planning. How do we make them our own?

30 Context Local Environmental data

31 Data themes 1. County population continues to grow; unemployment at record lows 2. We operate in a countercyclical market 3. We serve three distinctively different service areas (West, Central and East County) 4. High School enrollments should continue to be strong for 3 to 4 more years 5. Adult learners with some college are our biggest student population segment 6. First generation and Hispanic students are fastest growing

32 Contra Costa County growing by 10,000 people per year 1,200,000 1,100,000 1,000, , , , , ,000

33 But economics drives our enrollment more than population growth 75,000 70,000 Peak of Recession Peak of Recession District Headcount Enrollment 65,000 60,000 55,000 50,000 45,000 40,000 Peak of Recession When the economy slows down our enrollment grows, while at the same time our state funding begins to shrink When the economy expands there is an incentive for students to leave college and join the workforce Source: CPEC & CCCCO Data Mart, Annual Headcount.

34 Contra Costa County s Regions and college service areas East County West County Third largest region Home to roughly a quarter of a million residents Slow growth Growing at a slower rate than other regions in the county Central County Largest region Home to more than half the county s roughly 1.1 million residents Modest growth Growing slightly slower than the county average Second largest region Slightly larger than the West county with 284K residents Rapid growth Fastest growing region in the county Note: Growth rates are derived from recorded population growth from 2010 to Data source: 2010 U.S. Decennial Census and Yr. American Community Survey (ACS).

35 Projected high school graduation rates are higher locally 15% California high school graduate projections Contra Costa County 10% 5% Bay Area 0% California % Note: in a given year, recent high school grads account for only 25% of first-time students -10% Source: California Department of Finance, Demographic Research Unit, (2016).

36 Distribution of Racial and Ethnicity Groups in Contra Costa County

37 What the environmental themes tell us 1. We can expect continued population growth, esp in East County 2. A recession is likely coming 3. Challenges and opportunities will be experienced differently at each college 4. High School graduates will peak soon and then begin to decline (acct for most completions) 5. We can expect continued growth in adult learners and first generation students 6. State legislation is incentivizing completion and workforce outcomes

38 Strategic Goals Enter the State Chancellor s Office

39 Dear Colleagues: In July, the Governor and the Legislature established a new funding formula for the California Community Colleges AB 1809, Chapter 33, Statutes of 2018]. In that Statute, colleges/districts are required to establish the following: 1. Local goals that are aligned with the system-wide goals in the Vision for Success 2. Local goals that are numerically measurable 3. Local goals that specify the timeline for improvement

40 1960s 1970s 1980s 1990s - Economic growth - Stagflation - Economic recovery - Renewed economic growth - Master Plan - Two-pronged mission (Transfer and Voc Ed) - Proposition 13 - State funding separated from local governance - Era of deregulation / growth in state budgets - CCC Tuition Fee - Rapid Enrollment growth - Continued enrollment growth - Push for transparency - Mission creep State s role: support the expansion of local best practices to achieve scale State s role: to provide a systemwide structure to achieve scale CD Strategic Plan 4CD Strategic Plan - Professional development - Technical assistance programs - Era of accountability (Scorecard) - Incentives for local innovation - Institutional Effectiveness - Stagnant enrollment - Strain on local budgets - Student financing concerns Today - New funding model - Push toward system-wide structure/consistency (VfS) - CCC s mission explicitly tied to state economy (VfS) 5 Years Ahead - Great Recession - Enrollment decline - Public questioning value of higher education - Emphasis on access, equity and outcomes (VfS) - Changing demographics - Program redesign initiatives - State Online college

41 California Vision for Success Goals Approved by State Board of Governors CCCO vision tightly tied to advancing state economy Promotes Guided Pathways as implementation framework Six system-wide goals CCC districts and colleges asked to adopt goals

42 California Vision for Success Goals 1. Increase by 20 percent the number of CCC students annually who acquire associates degrees, credentials, certificates, or specific skill sets that prepare them for an in-demand job. 2. Increase by 35 percent the number of CCC students system-wide transferring annually to a UC or CSU. 3. Decrease the average number of units accumulated by CCC students earning associate s degrees, from approximately 87 total units (the most recent system-wide average) to 79 total units the average among the quintile of colleges showing the strongest performance on this measure. 4. Increase the percent of exiting CTE students who report being employed in their field of study, from the most recent statewide average of 60 percent Not to operational an improved rate of data 69 percent the not yet average available among the quintile of colleges showing the strongest performance on this measure in the most recent administration of the CTE Outcomes Survey. 5. Reduce equity gaps across all of the above measures through faster improvements among traditionally underrepresented Not student operational groups, with the goal No of cohort cutting achievement / rate definition gaps by 40 percent provided within 5 years and fully closing those achievement gaps for good within 10 years. 6. Reduce regional achievement gaps across all of the above measures through faster improvements among colleges located in regions with the lowest Removed educational as attainment a local of goal adults, requirement with the ultimate goal of closing regional achievement gaps for good within 10 years

43 Vision for Success Goal #1 GOAL #1 Increase by 20 percent the number of CCC students annually who acquire associates degrees, credentials, certificates, or specific skill sets that prepare them for an in-demand job. GOAL #1 COMPLETION INDICATORS 1a: Completed of AA/AS Degrees 1b: Completed CCCCO-Approved Certificates

44 Vision Goal #1: Increase total completions by 20% (AS/AA Degrees and Certificates) 1,400 Actual completions Required to achieve state goal 1,200 1,000 LMC (1,191 Actual) 1,043 1,085 1,126 1,168 1,210 1,

45 Vision Goal #1a: AA/AS Degrees only 1,000 Actual degrees awarded Required to achieve state goal LMC (837 Actual)

46 Vision Goal #1b: Certificates only 800 Actual certificates awarded Required to achieve state goal LMC (802 Actual)

47 Vision for Success Goal #2 GOAL #2 Increase by 35 percent the number of CCC students system-wide transferring annually to a UC or CSU. GOAL #2 TRANSFER INDICATORS 2a: Completed ADT Degrees 2b: Transfers to UC/CSU

48 Vision Goal #2: Increase transfers by 35% (UCs and CSUs transfers and ATD Awards) 1,200 Actual Transfers & ATD Awards Required to achieve state goal 1, LMC (934 Actual)

49 Vision Goal #2a: Transfers to UCs and CSUs only 700 Actual Transfers Required to achieve state goal LMC (562 Actual)

50 Vision Goal #2b: ATD Degrees Awarded only Actual ATDs Awarded 306 Required to achieve state goal LMC (372 Actual)

51 Vision for Success Goal #3 GOAL #3 Decrease the average number of units accumulated by CCC students earning associate s degrees, from approximately 87 total units (the most recent systemwide average) to 79 total units the average among the quintile of colleges showing the strongest performance on this measure. GOAL #3 ACCUMULATION INDICATOR Average units earned per completed associates degree

52 Vision Goal #3: Reduce average units earned by AA/AS degree recipients to Actual unit load average Required to achieve state goal LMC (81.6 Actual)

53 Vision Goal #3a: AA degrees only 85.0 Actual unit load average Required to achieve state goal LMC (82.2 Actual)

54 Vision Goal #3b: AS degrees only Actual unit load average Required to achieve state goal LMC (82.6 Actual)

55 The question before us today: How do we make this our own?

56 Breakout #3 instructions 1. Please refer to the worksheet at your table labeled Breakout #3: Strategic Directions (printed in yellow text) 2. Each person is to complete the questionnaire following the instructions provided (10-15 minutes). 15 minutes 3. After you ve completed your worksheet, begin a discussion with those at your table about your choices. Select a representative at your table to report out. 4. Please leave your completed individual questionnaire on the table; we will be collecting them.

57 Breakout #3 Table Report Out

58 We re in home stretch Wrap up and next steps

59 Timeline and next steps Dialogue #1 (Oct 11) July December (2018) January June (2019) Information collection Dialogue #2 (Nov 7) Values Purpose Vision Environmental scan Economic Impact Internal & external surveys Mission Strategic Directions Writing, reviewing, sharing, revising, finalizing Student focus groups *Discussions at the colleges

60 Multiple touch points and check-ins

61 Any parting questions?

62 Thank You