ELEMENTS
Relevant Core Competencies & SWOT
Planning Overview
Reorganization & Realignment
The Way Forward
RELEVANT CORE COMPETENCIES
 Uniqueness of Napa Valley + College + 70 Year
History
 National/International network and connectivity
through faculty, alumni and community members
 Innovative and entrepreneurial spirit
 Integrity, ethics, and core values orientation
 Facility coherence & superiority (overall the facility and
site factors in comparison to the stated mission of the
college)
 Integrated approach to learning, program
development & differentiation
 Academic accreditations
 Ability and desire to grow and develop
STRENGTHS
 Existing community & market presence (since 1942)
 Strong local & regional student demand
 Higher education/accreditations/program
development presents a significant barrier to forprofit schools entry based on capital outlay of
physical site, programs, faculty and staff
 Key strategic, social, and academic relationships are
in place
 Key personnel are mission-driven
 Faculty and staff are energized for new leadership
and poised for growth and change
STRENGTHS
 Community base has “special sense of loyalty” to the
college
 Ability to raise capital is strong through several
existing affiliations (NVCF and VWT Auxiliary & others)
 Established/recognized “leader” in key programs
 Ability to outreach to new and attractive student
segments
 Strong academic program presence/UVC, Main
Campus and Sites
SWOT--WEAKNESSES
 Vulnerability to economic shifts (State funding
issues)
 Community College educational models have
traditional limited ‘cap’ enrollment
 Lack of long-range integrated financial planning
 Lack of consistent senior institutional leadership
 Organizational planning infrastructure is
inadequate for achieving financial objectives
 Confusion and apprehension from “budget
busting” and existing budgeting systems
SWOT--WEAKNESSES
Staff shifting in professional/technical skills &
expertise
 Lack of coordinated team visioning & program
execution (silos)
 Lack of comprehensive web based solutions,
focus and communications
 Underdeveloped integrated institutional
research/planning
Core administrator’s, faculty and staff’s
responsibilities are very broad based
SWOT--OPPORTUNITIES
 Seek braided revenue streams (to balance selfsufficient financial status through cost neutral
enrollment growth, grants and partnerships,
collaborations, restructure, and fund raising
Build NVC Foundation capacity; Auxiliary WVT
Foundation & Expand Public/Private Collaborations
Expand collaborative academic partnering
Expand fee-based courses
Expand delivery methods (web based courses, tie in
with existing course ware providers, off-site learning)
SWOT--OPPORTUNITIES
Build collaborative relationships with neighboring
projects/developments/groups
 International expansion and cooperation (stronger tiein and leveraging of vintner connectivity)
 Expand growth & retention of international student
FTES
THREATS
 College preoccupation with “single solution” of cuts
 Competitive growth of ‘neighboring’ community college & for-profit
colleges into the market
 Continued attrition in senior leadership, staff and faculty (lack of
depth) without substantial restructure
 Reserve and financial resources may be diminished before obtaining
self sufficiency. 5% minimum presents no safety net.
 Current facilities and infrastructure operations must match the pace
of programs, student retention and growth
 Direct and indirect competition from other proprietary colleges
 Market “clutter” obscures a highly differentiated college message
 Maintaining the status quo without a strategic financial plan
Planning Assumptions
 achieve sustainable growth for the college
 create an optimal student learning educational environment and
experience
 create an infrastructure that supports current and future growth
 achieve financial viability, stability and eventual vitality while
respecting the mission, vision, principles and values of the college
Strategic Planning
PEP (Program
Review)
Accreditation
Students
Resource
Allocation &
Budgeting
Research, Planning
& Institutional
Effectiveness
Planning
NVC Organizational Chart
Proposed President’s
Area
Proposed Admin
Services Area
Current Organizational Chart
Four Area
Organizational Chart & Planning Model
College Areas
Proposed for Fall
2012
Napa Valley College Board
of Trustees
President/Superintendent
Instructional Area
Student Services Area
Administrative Services
Area
President's Area
College Planning Levels
Educational
Master Plan
Strategic
Plan
Area Plan
Unit Plan
Operational
Plan*
The highest level of planning is the Educational Master Plan
and the colleges' Mission which guides the entire college
during the planning process.
Strategic Plan A multi-year plan that recognizes internal and
external trends and sets goals based upon the Educational
Master Plan.
Area Plan There are typically four areas: Instructional,
Administrative Services, Student Services, and the
President's. Area plans set the tone and the direction of the
college for the next academic year.
Unit Plan The unit level is the main planning level for the
college where specific actions and activities are developed.
Unit Plans are typically developed by budget centers such as
Human Resources, Performing Arts, Math Science &
Engineering. Program Review (PEP) informs the development
of the Unit Plan).
Operational Plan (* Proposed New Level) Operational plans
emerge from disciplines within a division, such as Psychology
or History in the Social Sciences Division, or they can be
offices within a unit, such as the Registration Office within the
Admissions and Records unit, or Grounds within the Facilities
Five Level Planning Model
Educational
Master Plan
Strategic
Plan
Area Plan
Unit Plan
Operational
Plan*
RESULTS:
•
Increased efficiency,
inclusivity and transparency
•
Improved Unit and Area Plan
development
•
Improved decision making &
morale
•
Improved linkage with
budgeting
Proposed New Model Better Integrates
Budgeting & Planning
* New plan. Aligned
and coterminous with
the Strategic Plan
Educational
Master Plan
Strategic
Plan
Financial
Plan*
Area Plan
Area
Budgeting
Unit Plan
Unit
Budgeting
Operational
Plan
Operational
Budgeting
Adopted
Final Budget
Pressures
- Prop 30
(Scenarios A & B)
- State support
- Increased costs
- ERI
- OPEB
Etc…
Best Practices
- Multi-Year Financial
Plan
- Integrated Planning
& Budgeting
- Braided revenue
Lessons Learned
- SFCC
- Be proactive
- Honor Shared
Governance
process
The Way Forward
Complete by December 31, 2012
Addresses Scenarios A or B
Creates a roadmap for 2013-2015
Aligned with Strategic Plan
ELEMENTS:
•
•
•
•
•
Historical Perspective of Finances
Current View of Financial Indicators
Viability – outline structural/organizational
change
Stability – activities based on Viability Phase
benchmarks
Vitality – rebuilding financial strength &
mission building capacity
The Way Forward
A comprehensive, holistic plan to create
long-term fiscal viability, stability, and vitality.
Organizational Structure:
Reorganizations & Realignments
Examples: Auxiliary Services Consolidation,
Institutional Advancement Realignment
Vitality
Stability
Viability
The Way Forward
A comprehensive, holistic plan to create
long-term fiscal viability, stability, and vitality.
Pursuit of Braided Revenue Streams:
• Self-supporting Community Ed and
Career Technical Education
• Institutional Collaborations & Partnerships
• Grants
• Maximized relationship between NVC
Foundation & VWT Auxiliary
Vitality
Stability
Viability
The Way Forward
A comprehensive, holistic plan to create
long-term fiscal viability, stability, and vitality.
Analysis of Efficiency Measures:
• “Right Size” the institution
• Program Discontinuance
• Staffing Assessment (FTE Staff) - RIF
Vitality
Stability
Viability
The Way Forward
A comprehensive, holistic plan to create
long-term fiscal viability, stability, and vitality.
Fiduciary Responsibility:
• OPEB Funding Plan
• Multi-year financial analysis
• Comparable college data points
• Revenue expectations
Vitality
Stability
Viability
The Way Forward
A Best Practices Approach to Goal 7
1. Ensure institutional viability for a
strong future through meaningful
Vitality
reorganization
2. Stabilize college finances through
Stability
a realistic approach to new
opportunities and challenges
3. Build for a strong and vital
“destination” college of the future
Viability
The Way Forward
A collective vision for the
future that is obtainable
and realistic, but stretches
us as an institution to
achieve the best we may
offer
Vitality
Stability
Viability