Strategic Planning: Metrics Monday, July 25, 2016 CCRI Mission “The Community College of Rhode Island is the state's only public comprehensive associate degree-granting institution. We provide affordable, open access to higher education at locations throughout the state. Our primary mission is to offer students the opportunity to acquire the knowledge and skills necessary for intellectual, professional, and personal growth through an array of academic, career and lifelong learning programs. We meet the wide-ranging educational needs of our diverse student population, building on our rich tradition for excellence in teaching and our dedication to student success. We set high academic standards, champion diversity, respond to community needs, and contribute to our state's economic development and the region's workforce.” Agenda Environment Scan Where we were (5 years ago/Last Year) Where we are Staying true to mission? Affordability? Where we need to go Enrollment/Retention/Graduation/Transfer Revenue enhancements and Expense cuts o Resources: Financial/People/Space/Productivity How do we get there? Metrics The Data Driven University Informing Our Work Developing a Strategic Plan •Strategy should guide and align actions, with effects and risk in mind; •The ability to think critically is an imperative; and •Strategy is just an outline until it is resourced. • Human relations skills are even more important; MAKING CHOICES GETTING THINGS DONE LEAD CHANGE FORMULATE STRATEGY WHO AM I? WHERE ARE WE? WHERE SHOULD WE GO? EXECUTE STRATEGY HOW DO WE GET THERE? ARE WE? GETTING THERE? DEVELOP VISION AND STRATEGY IMPLEMENT STRATEGY CONTROL AND MEASURE PERFORMANCE DECIDE IMPLEMENT ASSURE STRATEGY AS A GUIDE CONDUCT PERSONAL INVENTORY ASSESS THE ORGANIZATION ASSESS Guiding Principles • Challenge all assumptions • Be relentlessly skeptical • Stay focused on the main thing • Find ways to create value • Identify and use effective metrics Changing Lives! Questions from Strategic Change 1. 2. 3. 4. 5. 6. 7. 8. Who will our students be? What should we teach? How should we teach it? How will students learn? What are society’s needs? How does society expect us to meet its needs? What role will learning play? How will we pay for it? From CCRI Strategic Plan 1. 2. 3. 4. What students will we teach? What will our students learn? What resources will we need? How will we measure success? Position the college… Strengthen culture of academic excellence… Maximize efficiency… Develop measurement standards… The Rising Price of College, 1988-2008 (based on increases in current dollar amounts) 350% Cumulative growth since 1988 300% 250% Public Four-Year Private Four-Year 200% Public Two-Year Median Family Income CPI-U 150% Prescription Drugs Household Energy 100% New Vehicle 50% 0% 1988 1990 1992 1994 1996 1998 http://www.deltacostproject.org/analyses/delta_presentations.asp 2000 2002 2004 2006 2008 Environment Scan New Governor Power Struggle in Legislature (27 new legislators) New Board with focus on metrics Proposed Legislation to merge BoGHE and K-12 Board CBA uncertainty; labor/benefits uncertainty Cost of education Lack of accountability in containing college costs Need to increase degree attainment with status quo of remedial education! Rhode Island does not value funding of public education. Comparison (From 3 Years Ago) CCRI Today Budget/economic uncertainty Bad Debt at $1 million Declining state support Manual Processes Mgmt processes flawed Collective Bargaining Constraints/Bureaucratic Restraints Paper based Enrollment is up Physical Plant neglect Moving toward data driven decisions Retention/Graduation/Transfer CCRI Future ??? Bad debt decreasing Tough to Forecast Decline continuing Automated Processes Updated processes CBA relief? Web based Can’t continue with present funding Address Unfunded Maintenance Data driven decisions (Look @ 90-93) Academic Accountability Current Budget Situation Uncertainty? And as a result……… ……….not much change 11 An Honest Institutional SWOT? Can we do this? Metrics (What will we use?) Diffused/Not Focused Education Advisory Board Data Driven website Delta Project First Year Experience Wabash NACUBO/EACUBO CCRI Institutional Research $10,000 $5,000 $- $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $37,535 $33,134 $28,986 $28,367 $26,117 $23,912 $21,753 $19,323 $18,370 $18,397 $17,904 $18,241 $18,472 $18,306 $17,320 $18,258 $16,414 $12,695 $10,390 $8,924 $45,000 $50,000 $49,821 $49,821 $49,821 $48,955 $46,834 $42,935 CCRI Tuition & Fee Revenue Growth ($ in thousands) 30.0% 25.0% 20.0% 27.3% 25.1% 35.0% 35.1% 37.2% 39.2% 37.0% 38.1% 37.0% 35.4% 33.6% 32.7% 33.0% 38.6% 39.2% 39.4% 40.0% 41.8% 41.8% 39.9% 45.0% 34.5% 32.6% CCRI Tuition and Fees as a Percentage of Total Revenue 49.0% 47.6% 50.7% 49.8% 50.0% 46.5% 54.3% 55.0% 40.0% 40.8% 45.5% 48.0% 46.6% 44.4% 45.0% 53.3% 55.8% 58.0% 56.2% 57.1% 63.0% 63.9% 63.4% 61.9% 60.7% 59.1% 57.7% 57.7% 57.2% 57.3% 56.2% 60.0% 48.5% 50.0% 54.3% 55.0% 63.2% 65.0% 69.8% 70.0% 71.9% 75.0% CCRI State Appropriation (Exclusive of Debt Service) as a Percentage of Total Revenue CCRI FT White Black Amer. Ind./Alaska native Asian Native Hawaiian/Pacific 2 or more races Hispanic/Latino CCRI PT 88.2 5.6 0.2 2.1 2.1 3.7 85 2.9 0.2 0.7 0.7 8.4 2.3 CCRI Students 65.4 8.5 0.6 2.9 0.1 25.9 13.3 Rhode Island 88.3 6.4 0.6 2.8 0.1 1.7 12.1 US 79.6 12.9 1 4.6 0.2 1.7 15.8 Great Example of Benchmarking Do You Want To Be Average? Ray DiPasquale Questions? Next steps? Joint meeting of strategic planning executive committee and NEASC committee NEASC training