Building a Vibrant Community. The institutional priorities of Zane State College over a 5 year period

Transcription

1 Building a Vibrant Community The institutional priorities of State College over a 5 year period Strategic Plan

2 Strategic Plan Introductory Letter from President Paul Brown Table of Contents 2 Introductory Letter from President Paul Brown 3 State College Organizational Profile 4 Executive Summary 5 Time Line for Strategic Plan 7 Mission Statement, Vision Statement, Core Values, and Guiding Principles 8 Strategic Plan Goals and Objectives 10 Evaluation of Strategic Objectives 11 Planning Teams and President s Cabinet Dear State College Community, During the course of State College s (Muskingum Area Technical College s) 44-year history, the College has produced continued success and growth. In 2013, the College experienced its largest ever enrollment with over 3,200 students. The academic offerings have grown to over 40 programs and certificates. Also, over the last decade State College has shown exceptional progress relating to student success and valuing people. In both areas, the College has been recognized as a national leader. With the reallocation of resources and increased revenue generated by grants, a four-year capital campaign, and the support of state capital, the College is meeting the challenge of growth, greater outreach, and maintaining quality in the delivery of instruction and support services. As we forge forward equipped with two new state-of-the-art facilities in sville and Cambridge and a cadre of exceptionally talented faculty and staff, we need to keep in mind that our growth and success was not by accident. It is the result of hard work, careful planning, and informed decision-making. To ensure our continued growth and success, College employees and stakeholders came together to formulate a strategy based upon data. The development of a new strategic plan required substantial effort and determination, significant commitment, and forward thinking. I would like to thank everyone involved in creating this road map that the College can follow to our future success. The new strategic plan is precisely what the College needs. It establishes clear, achievable goals and guiding principles that can be followed to reach those goals. It should be noted, as excellent as the plan is, it is still a living document that will be reviewed annually and updated as needed. I encourage everyone to follow the plan and transform our vision into reality. Paul R. Brown, Ed.D. President Strategic Plan > Page 2

3 State College Organizational Profile Executive Summary State College was originally chartered by the Ohio Board of Regents in 1969 as Muskingum Area Technical Institute. Renamed Muskingum Area Technical College in 1972, the name was changed again in 2004 to State College. Since 1975, the College has shared a 165-acre campus with Ohio University sville at 1555 Newark Road, sville, Ohio. In 2001, the College constructed a 35,000 square foot training center in Cambridge (Guernsey County), Ohio, to meet the workforce training needs of the region. Originally known as the Eastern Ohio Regional Training Center, the name was changed in 2003 to the Willett-Pratt Training Center, and in 2012 approved as the State College Cambridge Campus by the Higher Learning Commission. State College is fully accredited by the Higher Learning Commission, a commission of the North Central Association of Colleges and Schools (HLC- NCA). As a public, not-for-profit two-year technical college, State College is governed by a ninemember local Board of Trustees. The President s Cabinet, a group of senior administrators and representatives of constituent groups, allows for participatory input and shared governance in the operation of the College. The College offers over 40 degree programs; postsecondary education; general education, developmental education, and continuing community education courses, as well as certificate programs and specialized training. The College is comprised of three academic divisions: business and engineering technologies; education, health, and behavioral services; and arts and sciences. This report presents the institutional priorities of State College for the five-year period beginning January 2013, with the intention that it will be reviewed and updated annually. This plan is the result of the development of a two-year process during which College employees and stakeholders contributed considerable time, effort, and thought. Assistance was provided by planning consultants Paolo DeMaria and Shaun Yoder of Education First. The process began in November 2011 with an extensive round of focus groups aimed at understanding the current and future goals of the institution. Feedback from all institutional stakeholders served as the starting point for two strategic planning retreats: one comprised of external stakeholders and one comprised of internal stakeholders. Ideas from these retreats were compiled, and the Continuous Improvement and Institutional Planning (CIIP) team formulated five long-term goals. The breadth of each goal allows for several college strategies to be identified, put into action, and monitored for continuous quality improvement. The Team for Institutional Effectiveness (TIE) and President s Cabinet appointed various College representatives to oversee long-range objectives that will serve as strategies to meet these goals. Data for the measurement of the Key Performance Indicators (KPIs) will be reported on a predetermined schedule, at a minimum, annually. All institutional data is filtered by the Team for Data Quality (TDQ) and reported to the College community. Utilizes a continuous quality improvement process to guide and manage strategic planning and communications efforts. Employees Embraces a culture of continuous improvement and encourages employees to be fully engaged life-long learners. Team for Institutional Effectiveness TIE Team for Data Quality (TDQ) Continuous Quality Improvement (CQI) Provides systematic guidelines and support for the institution in data analysis and reporting of findings. Service Area The College enrolls approximately 3,000 full- and part-time students, primarily from the official service district of Guernsey, Muskingum, and Noble counties, but also from neighboring counties of Morgan, Coshocton, Perry, and beyond. Strategic Plan > Page 3 The strategic goals and objectives also relate to the College s Academic Quality Improvement Program (AQIP) and Continuous Quality Improvement (CQI) projects which serve in the accreditation process. Strategic Plan > Page 4 Accreditation State College is accredited by the HLC-NCA and maintains this regional accreditation by concentrating on systems and processes as the basis for continuous quality improvement. Strategic planning and Academic Quality Improvement Program (AQIP) projects have commonalities involving key stakeholders in setting institutional goals, continuous improvement, and accountability to progress the College forward.

4 Time Line for Strategic Plan Consultants from Education First conducted employee SWOT analyses Identified Strategic Plan team SWOT analyses conducted with students, adjunct faculty, and community members Strategic Planning retreats completed with external and internal stakeholders Received final report from Education First consultants Strategic Planning team identified mission, vision, core values, and goals Presented draft of mission, vision, core values, and goals to President Paul Brown and President s Cabinet Presented Plan to external communities of interest Received employee and stakeholder feedback of drafted Strategic Plan Distributed draft of Strategic Plan to President s Cabinet for final approval Presented finalized Plan to College employees CIIP met with Strategic Planning groups to discuss strategies, objectives, and targets Measurement of strategic performance indicators for FY 13 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Strategic Plan > Page 5 Strategic Plan > Page 6

5 Mission Statement, Vision Statement, Core Values, and Guiding Principles Mission Empowering people, enriching lives, and advancing the region through education, collaboration, and opportunities. Vision Building a Vibrant Community Core Values Integrity Treating others with honesty, respect, and trustworthiness in all we do. Demonstrating ethical behavior in all of our interactions with students, colleagues, and community partners. Collaboration Recognizing that the goals of the College and overall accomplishment of a task require setting aside personal views or desires. Listening to other points of views and respecting different approaches to gain the best overall result for the College, the student, and all partnerships. Innovation Providing educational services that can meet the challenges of improved efficiencies, lower costs, increased accessibility, and greater student success. Respect Treating others as valued individuals with due deference and courtesy. Responsiveness Listening to our students and proactively offering support and assistance. Responsibility Taking personal responsibility for our commitments, actions, and results. Accepting ownership and consequences of our decisions. Quality is served here. Nothing less is expected, nothing less is accepted. Guiding Principles Climate To ensure a learning and working environment that values people. We are dedicated to conserving while maximizing the impact of human, capital, and energy resources. Access To serve all who have the potential to benefit by providing opportunity, eliminating barriers, and easing transitions. All people are welcome here. Bring us your motivation, and we will help you succeed; bring us your passion, and we will help you excel. Quality To exemplify high standards of performance in all aspects of the College s operations. Image To be known as a preferred provider and college of choice, where a culture of success prevails and higher education is valued. Stewardship To manage effectively and efficiently human, financial, and environmental resources in order to build a stronger community. 1 Climate 2 Access State College will foster an environment which values people and emphasizes efficiency. Climate is a descriptor for the workplace environment. It emphasizes the creation of a positive culture which is everyone s responsibility requiring intentional, conscious efforts by all. The overriding motive is that such a work climate is good for everyone, from senior administration to part-time employees to students and our partners. A positive climate will demonstrate empowerment, support, openness, trust, and respect for individuals, departments, and the College. Strategic initiatives designed to guide the climate of State College include: State College will identify potential populations of individuals seeking to gain training and academic credentials. Ohio s ability to compete and prosper in a global economy hinges directly on its citizens ability to succeed in jobs that require increasingly higher levels of knowledge and skills; however, Ohio is lagging behind with a ranking of 38 among the states in that only 26 percent of Ohio citizens possess bachelor degrees, as compared to the national average of 31 percent (USO, 2013). With this alarming concern, State College is addressing this issue through a variety of strategic initiatives. Aligned with recommendations from the University System of Ohio and Complete College Ohio, State College is undertaking the following endeavors: Strategic Plan Goals and Objectives 1. Improving employee satisfaction with College-wide communication; 2. Enhancing a commitment to shared governance definition and model; 3. Fostering professional development opportunities to increase efficiency and productivity; 4. Improving employee recognition processes and mechanisms. The core values of State College drive the creation of an exceptional environment for employees, the community, and stakeholders. 1. Developing an institution specific campus completion plan; 2. Establishing a stronger collaboration with the K-12 educational systems; 3. Expanding opportunities for earning college credits that count toward a degree or certificate before graduating from high school; 4. Increasing opportunities for adults; 5. Providing alternative methods of delivery for education; 6. Providing opportunities for specific training and certificate programs. By meeting the needs associated with access, State College will be a leader in the commitment to increasing the number of educated Ohio citizens and providing a competitive workforce. Strategic Plan > Page 7 Strategic Plan > Page 8

6 3 Image 4 Quality 5 Stewardship State College will strengthen relationships and communication through creating, sustaining, and recognizing partnerships. Collaborative efforts take many forms. Partnerships may emerge from institutions working together, departments working across the institution, or with community partners. Collaboration provides for greater efficiency, effectiveness, and increased complexity of decision making, but perhaps, most importantly for higher education, collaboration can enhance the student learning process (Kezar, 2006). State College is dedicated State College will set a high standard of performance, measure success, and improve systems and processes. State College has long been known for its high standard of quality from being identified as a Leah Meyer Austin award winner and designation as an Achieving the Dream Leader College to a Great Colleges to Work For recognition by The Chronicle of Higher Education. One of the driving forces for these successes is the cultural belief in continuous improvement. With accreditation from the HLC-NCA, continuous improvement in State College will demonstrate effective and responsible use of resources. Stewardship is defined by Merriam Webster (2013) as the conducting, supervising, or managing of something; especially the careful and responsible management of something entrusted to one s care. State College is accountable to a variety of entities in the effective and careful use of its finite fiscal and human resources, from donor contributions to cost effective practices to implementing green initiatives on the campuses. to partnering with business, industry, local schools, colleges and universities, and other organizations and agencies to improve performance and increase productivity. Current and future efforts include: 1. Developing an Energy Corridor; 2. Establishing a Center for Entrepreneurship; 3. Developing comprehensive marketing and enrollment plans; 4. Expanding opportunities with K-12 educational systems. processes and outcomes is embedded within the institution. Examples of current endeavors supporting quality at State College are: 1. Creation of the Team for Data Quality; 2. Reviewing various internal departments; 3. Assessing student learning outcomes; 4. Revising the current faculty evaluation process. State College has been entrusted with many resources, some of the endeavors the College is undertaking include: 1. Opening new buildings on both the sville and Cambridge campuses; 2. Offering more distance education opportunities, including a fully online program; 3. Developing a comprehensive communication plan; 4. Designing multi-faceted academic program reviews. Evaluation of Strategic Objectives Strategic Plan Goals and Objectives The College will evaluate its performance annually, assess effectiveness, and analyze for continuous quality improvement. Some of the key performance indicators (KPIs) utilized in the measurement of institutional effectiveness are identified below. Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Climate Foster an environment which values people and emphasizes efficiency Shared governance Employee satisfaction survey Professional development Access Identify potential populations of individuals seeking to gain training and academic credentials Enrollment Alternative course delivery Financial aid and financial assistance Image Strengthen relationships and communication through creating, sustaining, and recognizing partnerships Workforce solutions Partnerships High school dual enrollment options Quality Set a high standard of performance, measure success, and improve systems and processes University System of Ohio success points Career placement Student engagement and satisfaction Stewardship Demonstrate effective and responsible use of resources Tuition Efficiency Financials Strategic Plan > Page 9 Strategic Plan > Page 10

7 Strategic Planning Teams State College Continuous Improvement and Institutional Planning Team Dr. Chad Brown Provost and Executive Vice President Dr. Tricia Leggett Director of Institutional Effectiveness and Planning Larisa Harper Director of Secondary and Strategic Initiatives Dr. Terry Herman Interim Chief Information Officer and Director of Online Learning Steve Kish Professor, Biology Dr. Mary Arnold Professor/Director, Occupational Therapy Assisting Faculty Senate Chair President s Cabinet Dr. Paul Brown President Dr. Chad Brown Provost and Executive Vice President Albert Brown Vice President for Business Services/Treasurer Greg Dart Vice President of Student Services George Hicks Dean of Business and Engineering Technologies Susan Holdren Dean of Arts and Sciences Peg Earhart Interim Dean of Education, Health and Behavioral Sciences Heather Shepherd Engineering Technology High School Programs Coordinator/Staff Senate Chair George Hicks Dean of Business and Engineering Technologies Education First Consultants Paolo DeMaria Education First, Principal Shaun Yoder Education First, Senior Consultant Strategic Plan > Page 11 Mike Whitson Executive Dean of Cambridge Campus Dr. Terry Herman Interim Chief Information Officer and Director of Online Learning Pamela Jira Executive Director for Institutional Advancement and College Foundation Dr. James Kemper Director of Human Resources Dr. Mary Arnold Professor/Director of Occupational Therapy Assisting Faculty Senate Chair Heather Shepherd Engineering Technology High School Programs Coordinator Staff Senate Chair