Strategic Planning Retreat

Transcription

1 Strategic Planning Retreat Friday, September 30, 2016 GROUP A I. Strengths a. We care deeply students/staff b. Location accessible public transportation c. We are an HSI d. We value social justice e. We consider whole student f. Institutional identity (not cookie-cutter) g. In-demand CTE programs h. Campus in physical renaissance i. Beginning to embrace culture of inquiry II. Weaknesses a. Silos we don t understand each other s jobs or challenges b. Not enough communication c. Fearful/hesitant to make hiring commitments lose funding? d. Insufficient/limited student services at night/weekends e. Loss of long-term funding f. Auxiliary organization support g. Not enough IT support h. Precarious position of staff/faculty on wrong side of 50% law i. Faculty/staff untrained and unprepared to meet needs and handle challenges of students with mental health issues j. Not enough learning support (tutorial/ S.I.) III. Opportunities a. Improve collaborative relationships Admin/Faculty/Staff b. Seek outside funding c. Tap into Downtown (fast track programs) d. Leadership succession planning e. H.S. concurrent enrollment f. More short-term/responsive scheduling g. CE students h. CTE education planning i. Campus Solutions 1

2 IV. Threats a. May lose funding b. Lack of funding to hire adequate staffing levels c. Predatory recruitment by private/for-profits d. Personal safety e. Retirements f. Increase in students with mental health issues g. More homeless h. Not enough police or facilities staff for new buildings, etc. i. Unfunded mandates j. Campus solutions transition k. Need adequate funds for expanded foot print of campus for maintenance and infrastructure support GROUP B I. Strengths a. Us-employees b. New facilities c. Student diversity d. Location (urban, Downtown) e. Good reputation with community f. Grants (because of diversity) g. Social justice orientation h. Breadth of our service to students i. Outreach into the community j. Focused faculty/innovative/passionate k. Staff choose to be at City l. History/flagship college m. Offer a wide-range of certificates n. Partnerships (businesses, high schools) o. Good relationship with industry p. Apprenticeship q. We understand our student identity r. Strength of internal relationships s. Work ethic II. Weaknesses a. Adjunct/FT ratio b. Underfunding/budget cuts 2

3 III. c. Understaffed d. Lack of evening/weekend cohort programs e. Safety (location) f. Lack of diversity in employees g. Administration turnover h. PeopleSoft conversion i. Relationship with District j. Disproportionate size + scope of schools k. District budget models (e.g. tutoring + disc. allocation) l. Depth of services provided m. Transparency + shared governance n. Evaluation processes (outdated for faculty; not complete for managers) o. Unrealistic growth targets p. Funding for professional development q. Lack of a comprehensive enrollment plan r. Low morale s. Communication (e.g. ability in contacting students, cross-campus communication) t. Multi-campus dynamic feeling of a step-child u. No college-driven student life (e.g. no student hubs) v. Foundation w. Alumni x. Student services program assessments y. Silos Opportunities a. New grants (e.g. equity. Title IV and more?) b. Evening degree + cohort degree programs c. To outreach in-reach (PT FT students) d. Communicate to students better to resolve some of our weaknesses (e.g. financial aid, PT FT) e. Bring campus together/breakdown department/program barriers (interdisciplinary programs/relationships) f. Improve facilities meeting places and way finding g. To draw students through strategic marketing h. To grow enrollments from for-profits, failed schools (FIT), online (out of region) i. High school/ K-12 pipeline j. To grow enrollments/serve students from disaffected populations: foster youth, previously incarcerated 3

4 IV. k. Improved health and safety l. Integrated support for/in departments (means of being supported) m. Strengthen transparency and shared governance n. To actively hire diverse adjuncts and FT o. Improve communication with District through various interfaces p. Partner with other colleges q. Transition NC credit (policy) r. Leverage opportunities from state (e.g. technology) s. To participate/impact state local decisions t. Environmental stewardship u. The displaced Threats a. District policies b. State funding (impact of Prop 55 if it fails) c. District funding allocation model d. State mandates vis-à-vis state priorities (which is in conflict with college s mission/values/priorities) e. Oversaturated market (other colleges in region) f. Accreditation (impact of potential sanctions) g. Poverty (socio-economic issues of our locale + students population) h. Campus solutions/ new systems i. Safety tied to San Diego s (the city) ordinances j. Economic climate (when employment rises enrollments decline) k. Slow/lagging curriculum approval process at CCCCO + ACCJC l. Total cost of ownership and deferred maintenance m. Local, public universities impacted (insufficient transfer slots) n. Financial Aid regulations o. Costs: students, programs, to the college rising GROUP C I. Strengths a. Intrusive learning programs and support services b. State of the art new facilities for learning/technology c. Transportation public d. Diversity responsible for creativity e. Good at grants f. Adding coordinators = focus g. Social justice = action role models 4

5 II. III. IV. h. PROFESSIONAL DEVELOPMENT i. Student support services and commitment to maintaining that Weaknesses a. Low completion/graduation rate loss of funding b. Limited resources of staff and materials c. Silo-ing d. Limited resources of our students e. Pipeline = basic skills; not completing; routinely over budget; more people need to step-up; inefficient planning cycles f. PT apathy/initiative fatigue g. Community is not all inclusive Opportunities a. Bad situation/data opportunity for grants b. To attract all levels of diversity students and staff c. Push for integration d. Workforce development push e. More certificates that meet workforce need f. Build better connection to business community g. Educate community of campus and student population h. New state support i. Rework program review and assessment j. PD opportunity to engage beyond the circle k. People of color are with us support Threats a. Loss of funding b. Campus Solution software could be disruptive c. Uncertainty of the state budget d. Decreased student pools campus competition with other schools e. Keeping technology up-to-date f. External stereotype of college g. Accountability state requirements h. Weak state coordination i. Prop 55 j. Financial Aid reform GROUP D I. Strengths a. Diverse student population 5

6 II. b. PD Coordinator c. Robust flex/pd offerings d. Faculty/staff that are extremely tolerant of inadequate facilities and technology e. Longevity of employees f. Beautiful new buildings g. Resilient and persistent students h. Core set of faculty and staff who have a passion for thriving and growing i. Public transportation j. We are in San Diego k. Corporate education center l. Largest population (18-24) has robust technology/social media skills m. 102 years young we continue to grow, modify and adapt; we are flexible n. Longevity of institutional knowledge o. Quality of instruction p. Integrated planning with timeline q. Safety app LiveSafe r. Well developed acceleration in English and Math Weaknesses a. Lack of staffing (FT/contract) classified b. Lack of diversity in faculty c. Lack of prep in faculty to serve diverse students d. No Teaching/Learning Center e. No support staff for PD f. Insufficient staffing to afford people opportunities to get additional training faculty/staff participation is decreasing g. facilities/technology are inadequately maintained-no preventative maintenance h. Longevity of employees i. lack of clear, over-arching communication across campus j. College website k. Lack of adequate services for evening students l. Have to have 12 units to get Redwood transit pass (SSI and other resources) m. Not maximizing use of technology/social media to reach students n. Campus culture of NOT planning ahead reactionary o. Upper administration in transition p. Better signage q. Accessibility for DSPS r. Same people show up at meetings s. Centrally controlled environmental systems 6

7 III. IV. t. Decisions handed down by District not always student focused u. Percentage of adjunct to full-time faculty v. FTES verses headcount (heavy number of part-time students) w. Latency to execute hiring x. Fear of change y. Fear to move forward z. Lack of trust aa. Internalizing negativity Opportunities a. Build a robust enrollment management plan b. Better outreach to attend to diverse faculty c. Mentoring of potential diverse faculty d. Increased funding to support diverse students (BSI, Equity) e. Realign CTE + SSSP initiatives train counselors f. Training, retaining, cross-training of faculty and staff g. Pathways for connecting and engaging students h. Develop more community and interdisciplinary events i. Potential incoming CE students j. Work closely with those who live and work downtown (evening and nonweekend classes)(funding Strong Workforce) k. Recruit for/from other colleges that have closed l. Incorporate equity into program review m. Tap into DSN 3 (7) in our county to better serve CTE SS/programs n. Better utilize corporate education center to generate resources o. New buildings with technology p. Keyless entry q. Better communication/coordination between student services and instruction r. State funding s. Integrated planning t. Off-campus classes u. Institutional identity Threats a. Outcome of Prop 55 b. Not being accredited c. Mandates or restrictions on funds d. Insufficient funding from the District to support supplemental instruction, equipment, etc. e. Funding formula (District) is outdated and wrong 7

8 f. Disjointed planning between CTE and SSSP g. The other CCC s in our county + universities h. PeopleSoft/new ERP i. Opening of new trolley lines j. Managers to support staff are over tasked burnout k. District is reluctant to do permanent hiring l. Other colleges are better reaching out to students (social media) m. Lack of accessibility (ADA) n. Too many keys o. New laws (state and federal) 8