STRATEGIC IMPLEMENTATION PROCESS

Transcription

1 STRATEGIC IMPLEMENTATION PROCESS Progress Report, EPIC Meeting, March 28, 2016

2 ORIGINAL IMPLEMENTATION PLAN STRUCTURE MISSION & VALUES OVERARCHING VISION Year 2030 Theme PROVIDE OUTSTANDING AFFORDABLE EDUCATION Theme DRIVE STUDENT SUCCESS Theme IGNITE A CULTURE OF INNOVATION Theme TRANSFORM THE COMMUNITY THROUGH OPPORTUNITY Theme LEAD IN DIVERSITY, EQUITY AND INCLUSION Theme ACHIEVE SUSTAINABLE EXCELLENCE IN ALL OPERATIONS VISION GOALS STRATEGIES ACTIONS OUTCOMES VISION GOALS STRATEGIES ACTIONS OUTCOMES VISION GOALS STRATEGIES ACTIONS OUTCOMES VISION GOALS STRATEGIES ACTIONS OUTCOMES VISION GOALS STRATEGIES ACTIONS OUTCOMES VISION GOALS STRATEGIES ACTIONS OUTCOMES 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 1

3 THE PROCESS GOING FORWARD A number of groups within the College have already embarked on plans of their own. All are in various stages of completion Many are in discussion phase The ultimate goal is to create and perpetuate a culture of planning at the College. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 2

4 FUNCTIONAL WORK GROUPS To best fit the needs of the College, we initially identified a number of Functional Work Groups. There were four categories: Programmatic based on the nature of the type of student served (developmental education, workforce development, community education, four- year college-bound, etc) Concept-based groups based on specific areas of emphasis in the original plan (access, affordability, teaching and learning, education vital to civil society, etc) Administrative at the district level such as HR, IT, Financial services, etc. Groups with plans associated with one theme from the original plan (DLDC, Sustainability Action Plan) 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 3

5 ORIGINAL WORK GROUPS Academic Advising Developmental Education Career Training Education Transfer /4 yr/ Pathways Workforce Development Online Education International Education STEM Teaching & Learning Library/OER Access Affordability Diversity, Equity, Inclusion Human Resources Information Technology Financial Services Sustainability Economic Development 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 4

6 AREAS OF ACTIVE PLANNING Academic Advising Placement Online Education Teaching & Learning Human Resources Library Diversity, Equity, Inclusion Information Technology Financial Services Sustainability Workforce Development OER Career Training Education STEM 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 5

7 ACADEMIC PLANNING General Education Curriculum and Assessment Majors Guided Pathways International Education Panther Path (CIC) 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 6

8 GOALS, STRATEGIES, ACTIONS Each Workgroup will have its own plan. They include appropriate elements of the six themes and environmental/institutional trends and issues. Plans encompass 5 years of activity GOALS STRATEGIES PERHAPS SEVERAL TO ACHIEVE EACH GOAL ACTIONS THE DETAILS, PERHAPS SEVERAL PER STRATEGY WHAT WILL BE DONE? HOW MUCH WILL IT COST IN HUMAN/FINANCIAL RESOURCES? WHO WILL BE ACCOUNTABLE FOR ACCOMPLISHMENT? WHAT IS THE TIMEFRAME? OUTOMES? 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 7

9 Overarching Vision Statement IN 2020, Portland Community College s Human Resources Department is a strong service organization within PCC, establishing the College as an employer of choice within the Portland metropolitan community, with recruitment, selection, classification, compensation and marketing strategies to hire and retain a highly talented, diverse and inter-culturally competent workforce and supporting employee growth and development through policies and procedures that reflect best practices, are easily accessible, known, transparent and repeatable. The Plan is organized around four major functional focus areas: Administrative Services, Solutions, Employee and Organizational Development, and Innovation, Strategy and Planning 1 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 8

10 Solutions VISION IN 2020, PCC s Human Resources Program creates Solutions, providing internal consultants who create the liaison between Human Resources and the College s campuses and centers to facilitate communication, ensure coordination of HR programs and provide strategic and hands-on counsel and support on a broad range of long-term and day-to-day human resources and employee/labor relations matters, including those of significant complexity. Key Goals, Strategies and Actions. Goal 1: Employee Performance Management. Rationale: Strategy 1.1: Design policies and practices ensuring that all employees understand performance expectations, resulting in high levels of performance and accountability throughout PCC. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 9

11 KEY ELEMENTS OF THE ACTION PLAN MATRIX Priority of the Strategy in the Plan Expected Outcomes and Milestones INCREMENTAL COST Additional Cost of an Action to be budgeted TIMELINE A suggested timeframe for implementation of each action Strategy Priority: Action Owner Supporters Milestones Cost / Resources Info Type of Expense Existing/New Expense Potential Sources Revenue Generator Less Than 1 Year Implementation Timeline 1 2 Years 2-4 Years 4+ Years Action Owner: Supporters: Expense: Existing/New: Sources: Revenue: ACTIONS Projects, programs to implement the strategy Action Description Lead Action Implementer & Supporting Partners TIMEFRAME Less Than One Year = July, 2016-June, Years = July, 2017 June, Years = July, 2018 June, Years = July, 2019 Forward Priority/Timeline Key: = Initiate = Ongoing = Completed = Easy Win = High Priority New Action 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 10

12 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 11

13 STRATEGY PRIORITIZATION/FUNDING A process for prioritizing strategies and actions is a necessary component of the plan. A subcommittee of BPAC is designing a transparent prioritization process to: Define Prioritization Criteria; Recommend Funding Levels and Timing. The annual budgeting process should be linked to planning with: Funding for strategy start-ups; Refined budgeting process to assure funding to carry successful strategies in subsequent years. Continuous Environmental Scanning 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 12

14 THE OVERARCHING VISION The original Plan did not have an overarching vision for the College. Today, we will begin to design together an overarching vision statement the destination encompassing a 15 year time frame. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 13

15 MISSION, VALUES & VISION Mission: Our purpose who we are, what we do, and for whom we do it. Values: Our core beliefs the standards and ideals against which we measure our work and success. Vision: Our preferred destination where we would like to be at a designated point in the future. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 14

16 WANTED: STRATEGIC VISION Everything global is local Global trends are driving higher education Community colleges on the front line of change Reacting to change v. Directing change Wanted: strategic vision 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 15

17 WHAT IS STRATEGIC VISION? Understanding emerging trends & issues Exploring critical choices Charting preferred directions (vision) Putting vision into action (plan) Measuring progress over time 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 16

18 STRATEGIC VISIONING ASKS Where are we now? Where are we going? Where do we want to be? How do we get there? How do we know when we are there? 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 17

19 A VISION IS. Long-term (in our case, 15 years) Comprehensive Values-based Direction-oriented Aspirational 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 18

20 A STRATEGIC PLAN IS.. Near-term (in our case, 5 years) Specific Information-based Action-oriented Instructional 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 19

21 PCC SIP PLAN STRUCTURE 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 20

22 ENVIRONMENTAL SCAN The overarching vision and the six themes in the PCC plan outline a preferred future for the College. Achievement of that future is impacted by the opportunities and barriers created by external and internal trends that can affect the College now and in the future. A brief scan was performed late in the planning process. We have enlarged that scan and are using it, along with the strategic themes to guide the development of the workgroup plans. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 21

23 ENVIRONMENTAL SCAN OVERVIEW Trends in the environment that can impact the preferred future of PCC. GLOBAL: We live in a global community - trends that affect us all. NATIONAL: Trends in demographics, economy, legislation, etc. REGIONAL: Trends in Pacific Northwest, Oregon. LOCAL: The Portland Metro area. PCC: Issues within the College itself The following are some examples of trends we are considering. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 22

24 EXAMPLES OF GLOBAL TRENDS Challenges are Transnational in nature Global Economies as we have seen, each affects the others Global Trade affects national and Oregon exports and imports (TPP). Increasing gaps between rich and poor globally (and within the U.S.). Food and water insecurity The Nature of Work expect substantial disruptions in the future with advances in technology Climate Change Planetary Resilience and Sustainability UN Sustainable Development Goals reconnect humans with nature PCC Student Leadership advocates more content throughout the curriculum 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 23

25 THE U.S. ECONOMY Economy will continue to be vulnerable, with projected slowing growth (sluggish economy, emerging markets, etc, could lead U.S. into a contraction). Unemployment projected to continue to fall over the next three years. Full time jobs paying more than $53,000 with benefits are ½ of the growth low wage jobs are at pre-recession levels, middle wage still lag. Still moving to more freelancers 34% of U.S. workforce by some estimates will reshape nature of companies and structure of careers. Poverty persists, especially in the west and is persistent among children: 48% of infant s and toddler s families less that 2X federal poverty level; 25% below the federal poverty level: 66% of black and Hispanic children live in low income households. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 24

26 ACCESS & ENROLLMENT Enrollments dropping as economy improves most in older students WICHE projects high school graduates in the west to stay level at 700,000+ through (Oregon drops through and rises slightly by ) Expect CC enrollments by high school graduates to increase as of this week 15,000 applicants for the Oregon Promise Program. There is a rich literature on the barriers to access: Overarching theme is transition into college is complex; All factors must be considered in forming approaches; Access and completion come into conflict, particularly in face of limited resources. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 25

27 PCC FTE DISTRIBUTION 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 26

28 HOW WILL STUDENTS CHANGE? Millennials: Born Traits: Special, sheltered, confident, team-oriented, conventional, pressured, achieving Generation Z (igen, Digital Natives, Gen Z) Born after 2003 Born after 9/11 and young during the 2008 recession conscientious, hard working, somewhat anxious, mindful of the future. First generation born into an internet connected world Tech use develops visual abilities and visual learning is more effective teaching strategy Task-switchers they take in information instantly but with shorter attention span expect information in short bursts, but limits their ability to focus and analyze complex information or issues Instructors teaching in 2020 must be prepared to teach using software, hardware and digital, technological, and social media there is growing literature on best practices for teaching and learning with this group 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 27

29 TECHNOLOGY & EDUCATION Online education continues to grow and provide more options. Technology-enabled education (hybrid or flipped classes, etc) in the classroom is more popular Use of social media and other methods of technological connectivity will be more important with future learners. Web-based and other online resources to scale up effective advising and pathways (LMS systems, eadvise) Will require additional institutional investments in academic technology and programs 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 28

30 REGIONAL ECONOMY March 2016 Economic Forecast - Oregon economy is doing well revenues for the biennium are predicted to match expectations. Concern about the long term implications of continued national economic disruptions, especially fluctuations in stock prices on capital gains Strong dollar has slowed Oregon exports, with exception of computer and electronic products Start-ups, which have in the past been an area of strong employment and economic growth, are at an all-time low 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 29

31 OREGON JOB MARKET Labor market gains in 2015 were the best in the past 2 decades. Improvements are translating to higher wages across all major sectors. Employment share for year olds is back to pre-2007 levels. Middle age workers have considerably lower employment rates. Employment share for people is higher than 2007 shift in job types and working longer and reflects changes in age distribution. Portland job growth is projected to further slow to about 0.9% annual growth between 2025 and Job growth rates are expected to range from 0.5% for manufacturing to 2.4% for professional services, as well as education and health services in the period. 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 30

32 STATE PRIORITIES HECC Draft Strategic Plan. Still focused on the ideal. Oregon Workforce Investment Board Strategic Plan Oregon Employment Division Strategic Plan Oregon Community College Student Success Strategic Plan Oregon Community College Connection and Preparation, Progression and Completion Strategic Plan OCCA Developmental Education Redesign 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 31

33 COLLEGE REMAINS A GOOD INVESTMENT 5/2/2016 PCC STRATEGIC IMPLEMENTATION PLAN // 32