“We have a strategic plan.
It’s called doing things.”
- Herb Kelleher
Co-founder, Southwest Airlines
“Strategic planning
will help you fully uncover
your available options,
set priorities for them,
and define the methods
to achieve them.”
– Robert J. Mckain
Bridging Vision 2013
with Achieve 2015
Revitalize and
Reenergize
Virginia Community
College System
Six Year Strategic Plan: 2009-15
Access -- Affordability -- Student Success
Workforce -- Resources
Virginia Western
Community College
Five Year Strategic Plan: 2008-13
Integrity -- Excellence -- Service -Community
2014 Reaffirmation
SACS, where
Students
Are
Central
to Success
Institutional Effectiveness Implementation Cycle
ReVISION 2015
Adjustments and
Resource Requests
Evaluate, Review and Improve
“Close the Loop” on the Assessment
Cycle
Feedback from
Stakeholders, Students,
Faculty, Graduates,
Employers, Transfer
Institutions, Community
Institutional Mission
And
Strategic Goals
Institutional
Success
Implement Plans
And
Conduct Assessment
Budget
Allocations
College Divisions
Mission and Purpose
Action Plans
Student Learning Outcomes
Administrative and Educational
Support Outcomes
QEP:Team Advising
Shared Vision, Values, and Strategy
One day Alice came to a fork in the road
and saw a Cheshire cat in a tree.
“Which road do I take? she asked.
His response was a question:
“Where do you want to go?”
“I don’t know,” Alice answered.
“Then,” said the cat, “it doesn’t matter.”
-Lewis Carroll, Alice in Wonderland
www.youtube.com/watch?v=RRIOc7RQ93g&list=PL34F57B80D290E95D
Purpose of Strategic Plan

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Affirm the College vision,
mission and core values
Serves as a roadmap for the
College’s future
Develop action plans to
implement the Strategic Plan
Today’s Goals
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Review strategic input
Reaffirm the College’s
vision, mission and
institutional goals
Review the planning and
assessment process
Strategic Input
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Key Current and Emerging Initiatives
Impacting Virginia Western’s Future
Report From the 21st-Century
Commission on the Future of
Community Colleges
Data and Trend Analysis Report
Virginia Western Quick Facts
SWOT Analysis
Key Current and Emerging Issues
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College costs and access
Student success (completion agenda)
Student engagement
Increased focus on institutional
accountability
Services and skills for Baby Boomers
Key Current and Emerging Issues
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Resources
Keeping up with technology
Managing crisis
Workforce
Developmental education
Key Current and Emerging Issues
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Dual enrollment
Increased response to globalization
Sustainability
Diversity of articulation agreements
Alternative pathways to the
baccalaureate
www.youtube.com/watch?v=JJ1jMUaHJso
Framework of Institutional Responses Needed to Move
Community Colleges Ahead
Move From
Move To
A focus on student access
A focus on access and student success
Fragmented course-taking
Clear, coherent educational pathways
Low rates of student success
High rates of student success
Tolerance of achievement gaps
Commitment to eradicating achievement gaps
A culture of anecdote
A culture of evidence
Individual faculty prerogative
Collective responsibility for student success
A culture of isolation
A culture of collaboration
Emphasis on boutique programs
Effective education at scale
A focus on teaching
A focus on learning
Information infrastructure as management support
Information infrastructure as learning analytics
Funding tied to enrollment
Funding tied to enrollment, institutional
performance, and student success
Source: Reclaiming the American Dream: Community
st
Colleges and the Nation’s Future. A Report From the 21
Century Commission on the Future of Community Colleges.
2012
Data and Trend Analysis
Report Highlights
Demographics (Roanoke MSA)
Population: 309,802
Age

Fastest growing age groups are the ages of 55-69

Population of traditional young adults is projected to be flat or slightly
negative.

Population over 65 expected to grow over 70% between 2010-2040

Enrollments are down in high school and middle schools, and are
anticipated to decline 5.4% over the next 5-years
Ethnicity

International population is increasing faster in our service area than in
Virginia

Hispanic population is up nearly 200% from 2000-2010
Income and Technology
Income


Nearly 20% of the population of Roanoke City live
in poverty, versus 13% for the Roanoke MSA
The median family income in Roanoke City is less
than 75% of the US Median Family Income
Technology
 Nearly one-third of households do not have
computer access
 36% do not have Internet access
Employment Trends
Projected employment cluster growth:
Advanced manufacturing & skilled production
Electrical equipment manufacturing
Healthcare
Business and financial
Distribution
Projected high levels of annual openings in:
Office and administrative
Sales
Food preparation and serving
Transportation and material moving
Healthcare practitioners
Technical production
Student Trends
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Incoming students require additional educational
support
Increased need for ESL training
Growth in distance learning headcounts and FTE
Dual enrollment growth has stalled. (This could
change, with CCAP and cost-free dual enrollment.)
Career and technical program enrollments declined
significantly in 2012
Developmental enrollments are high (>150%
increase 2005-2012)
More students at VWCC receive financial aid than
state-wide, and receive more financial aid.
Enrollment growth is highest for Botetourt County
and Franklin County
Report Suggestions
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Increase educational opportunities for plus 50
entrepreneurship and other courses of interest to
the plus 50 population
Consider jobs incubators and accelerator concepts
such as found in Asheville, N.C.
Expand technical programs such as Mechatronics
“The labor pipeline for advanced production
appears to need development”
Enhance STEM-H training programs
Encourage youth to pursue careers in the technical
fields
Find ways to increase demand for enrollment
among nontraditional populations
SWOT Analysis
Strengths:
Internal attributes that are helpful in achieving the
mission
What does Virginia Western do well?
Weaknesses:
Internal attributes that are harmful to achieving the
mission
What are Virginia Western’s weaknesses?
SWOT Analysis
Opportunities:
External conditions that are helpful to achieving the
mission
What are the opportunities
for growth and programming?
Threats and Competition:
External conditions that are harmful to achieving the
mission
What are the threats and competition
to Virginia Western’s continued success?
Strengths
Questions to ponder:
1)
2)
3)
4)
What advantages do we have?
What do we do better than anyone
else?
What unique resources do we have
access to?
What do individuals living in our
service-area see as our strengths?
Weaknesses
Questions to ponder:
1)
What could we improve?
2)
What should we avoid?
3)
What are individuals living in our
service-area likely see as our
weaknesses?
Opportunities
Questions to ponder:
1)
What opportunities do we know
about, but have not been able to
address?
2)
Are there key current and emerging
trends on which we can capitalize?
Threats
Questions to ponder:
1)
2)
3)
4)
What external roadblocks exist that
block our progress?
Are our competitors doing anything
different?
Is there significant change coming in
the education sector?
Are economic conditions affecting our
financial viability?
Questions to Ponder
1)
What business are we in and why?
2)
Where are we going?
3)
What do we stand for as an institution?
Vision
AS A STUDENT-ORIENTED CENTER
for lifelong learning,
Virginia Western Community College
will meet demands
of our diverse community
by providing
comprehensive educational programs
and workforce development.
Mission
VIRGINIA WESTERN COMMUNITY COLLEGE
provides affordable, accessible,
and quality educational opportunities
and workforce training
to meet individual, community
and global needs.
Core Values
Integrity
MAINTAIN the highest standards of
honesty, fairness and ethical conduct
Excellence
ENCOURAGE our students, faculty, and
staff to strive for academic,
professional, and personal excellence
PURSUE continuous improvement and
high quality in staffing, facilities,
programs and services
Core Values
Service
FOSTER a community that demonstrates
care and support for students, faculty,
staff, and the citizens of our service
region
PROMOTE service to others
Core Values
Community
RESPECT and appreciate all cultures,
learning styles, and ideas that reflect
the community we serve
PROVIDE access to services and
programs for all students who may
benefit
PROMOTE a safe and secure
environment that facilitates student
learning
Institutional Goals
Will this goal:

Help us financially?

Improve the quality of what we do?

Improve our relationships,
partnerships or image?

Improve the skills and capabilities of
our team?

Move us toward our strategic
priorities?
Institutional Goals
Goal 1:
Promote effective teaching and learning
through quality instruction, programs, and
services designed to meet the needs of a
diverse student body.
Goal 2:
Cultivate relationships and partnerships
with the educational community, business,
industry, and government to create
educational and workforce development
opportunities to support economic vitality.
Institutional Goals
Goal 3:
Practice sound stewardship of financial,
physical, and technological resources to
support high quality programs and
services.
Goal 4:
Foster a safe and secure campus
environment that is conducive to
learning.
Institutional Effectiveness Implementation Cycle
ReVISION 2015
Adjustments and
Resource Requests
Evaluate, Review and Improve
“Close the Loop” on the Assessment
Cycle
Feedback from
Stakeholders, Students,
Faculty, Graduates,
Employers, Transfer
Institutions, Community
Institutional Mission
And
Strategic Goals
Institutional
Success
Implement Plans
And
Conduct Assessment
Budget
Allocations
College Divisions
Mission and Purpose
Action Plans
Student Learning Outcomes
Administrative and Educational
Support Outcomes
Planning and Assessment Overview
Process
Established in:
Assessed Through:
VWCC Mission Statement
Strategic Plan Goals
Strategic Plan
Institutional Core
Indicators
IE Plans
IE Assessment Reports
IE Plans
IE Assessment Reports
Division Goals
Department / School
Objectives
Academic
Assessments
VCCS Standards and
VWCC input
Gen Ed Assessments
Program Reviews
Core Indicators Example
Goal 2: Cultivate relationships and partnerships with the educational community, business, industry,
and government to create educational and workforce development opportunities to support economic
vitality.
Indicator
Measure
Justification
Target for
2012-13
Year 3
10-11
Year 4
11-12
INSTITUTIONAL ADVANCEMENT
Private Fundraising
Increase private fundraising
totals
Total grant awards
Grants
# of grants submitted
# of Collaborative grants
(Career Pathways)
Pres Goal #14
2012-13
Achieve 2015
Achieve 2015
Pres Goal #15
2012-13
10%
increase
1.3%
$
$852,147
$862,985
10%
increase
77.8%
56.3%
million $
$1.60
$2.50
10%
increase
85.0%
#
20
37
Increase
3
4
How do all
of these pieces
fit together
in an
Institutional Effectiveness
Plan?
Vision 2013 Institutional Goals
Goal 1:
Promote effective teaching and learning through quality
instruction, programs, and services designed to meet the needs of a diverse
student body.
Goal 2:
Cultivate relationships and partnerships with the educational
community, business, industry, and government to create educational and
workforce development opportunities to support economic vitality.
Goal 3:
Practice sound stewardship of financial, physical, and
technological resources to support high quality programs and services.
Goal 4:
learning.
Foster a safe and secure campus environment that is conducive to
2011-12 Grants IE Plan
How does the department support institutional goals?
Purpose:
The Grants Development and Special Projects department at Virginia
Western Community College develops and manages externally funded
projects to further the mission, goals and strategic plan of the College.
Relates to Institutional Goal:
Goal 2: Cultivate relationships and partnerships with the educational
community, business, industry, and government to create educational
and workforce development opportunities to support economic vitality.
Vision 2013 IA Division Goals
Goal 1:
Advance and promote interaction with alumni . . .
Goal 2:
Expand and refine communication and information
dissemination with all internal and external constituencies . . .
Goal 3:
Strengthen Institutional Advancement by expanding and
refining a comprehensive public/private grants development program.
Goal 4:
Expand the College’s general endowment . . .
How does the department support division goals?
Purpose:
The Grants Development and Special Projects department at Virginia
Western Community College develops and manages externally funded
projects to further the mission, goals and strategic plan of the College.
Relates to Institutional Goal:
Goal 2: Cultivate relationships and partnerships with the educational
community, business, industry, and government to create educational
and workforce development opportunities to support economic vitality.
Relates to Division Goal:
Goal 3: Strengthen Institutional Advancement by expanding and
refining a comprehensive public/private grants development program.
What does the department do to support institutional
and division goals?
Purpose:
The Grants Development and Special Projects department at Virginia
Western Community College develops and manages externally funded
projects to further the mission, goals and strategic plan of the College.
Relates to Institutional Goal:
Goal 2: Cultivate relationships and partnerships with the educational
community, business, industry, and government to create educational
and workforce development opportunities to support economic vitality.
Relates to Division Goal:
Goal 3: Strengthen Institutional Advancement by expanding and
refining a comprehensive public/private grants development program.
Objectives:
Increase additional funds received through grant funding.
Grant reporting will be completed by allotted deadlines.
How will the department measure these objectives?
Objectives:
Increase additional funds received through grant funding.
Grant reporting will be completed by allotted deadlines.
Assessment Measures:
Amount of grants received (total funding)
Percentage of grants funded
Percent of time grant reports completed on time
How will the department know
that it is achieving its objectives?
Objectives:
Increase additional funds received through grant funding.
Grant reporting will be completed by allotted deadlines.
Assessment Measures:
Amount of grants received (total funding)
Percentage of grants funded
Percent of time grant reports completed on time
Standards for Success:
Total funding 1 million.
65% of grants will be funded.
Grant reports to be completed with at least a 90% on-time rate.
What will the department do to achieve its objectives?
Implementation Plan:
Complete development and implementation of grants database.
Review and update grants management handbook, and training.
What will the department do with the information gained?
Dissemination/Discussion:
Established benchmarks and grant reporting rates will be disseminated to
the President.
Strategic Planning Timelines
Vision 2013
ReVision
2015
(New Plan)
Virginia Western Strategic Plans
(New Plan)
Achieve 2015
VCCS Strategic Plans
2008
2014
2016
2021
Next Steps

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
Update Division Goals
Update Non-academic and Academic IE
Plans
Assessment Reports for 2012-13
–ALL MUST BE COMPLETE BEFORE
SACSCOC ON-SITE VISIT !
Timeline for IE Plans
and Assessments
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May – Student Services
Summer – Non-academic Areas
August – Academic Programs
October 1-3, 2013:
SACSCOC On-Site Evaluation
“However beautiful
the strategy, you should
occasionally
look at the results.”
– Winston Churchill