COLUMBUS STATE COMMUNITY COLLEGE
President’s Cabinet
Strategic Planning Session
May 29, 2012
AGENDA
9:00 – 9:30
• Welcome & Context Setting, Introductions & Review of
Strategic Planning Process
9:30 – 10:15
• Summary of Emerging Themes from the Process
• Cabinet Member Reflections
10:15 - 10:50
• Cabinet Members’ Reflections on Vision and Mission
10:50 – 11:00
• Recap and Next Steps
INTRODUCTIONS
GROUND RULES

Engage & participate

Be candid

Listen to each other

Ask questions

Suspend judgment…be OK with not knowing the answers yet

Leave “stripes” at the door
OBJECTIVES

To develop a strategic vision of the future describing the value Columbus
State will be delivering to its stakeholders including students & alumni,
central Ohio educators, employers & leaders, and Columbus State faculty,
administrators & staff

To review and refine the College’s statements of mission and values in light
of its strategic vision

To identify the institutional priorities that the College has underway or will
initiate to achieve its strategic vision in accordance with its mission and
values
STRATEGIC PLANNING STEERING COMMITTEE

Aletha Shipley

Keith Coates

Barbara Smith-Allen

Kelly Hogan

Carmen Daniels

Kimberly Brazwell

Charles Dawson

Lenee Pezzano

Crystal Clark

Lisa Cerrato

Darla Vanhorn

Lori McKenzie

David Metz

Michael Hailu

David Tom

Nancy Case

Elissa Schneider

Pat Fabrisi

Jack Cooley

Renee Hampton

Jack Popovich

Robyn Lyons-Robnison

James Beidler

Sandy Kellam

Jeff Bates


Jennifer Anderson
Sue Donahue

Joel Nelson

Susan Norris-Berry

Karen Muir

Tim Davis

Kathy Eichenberger

Tom Habegger
STRATEGIC PLANNING AS A TOOL

Allows us to identify priorities based on a clear strategic vision of the future

Helps us understand the context & environment in which we’re operating,
i.e., the “why” that drives our work, decisions and priorities

Provides a framework for effective decision-making and resource allocations

Aligns our resources – human, financial and other – based on what matters
most to our success

Engages everyone who needs to make the vision happen and/or is affected by it

Guides performance management

Aligns us with HLC’s accreditation framework
THE PROCESS
VISION
MISSION
VALUES
SUPPORTERS
INHIBITORS
CURRENT
REALITY
DEFINITION OF TERMS

Vision (The “What,” “When” and “Where”)

What will be true for our stakeholders as a result of our work; what we will
have accomplished from their perspectives at a defined point in the future



Mission (The “Why”)

Our role as an organization; why we exist

The institutional purpose aligning us with & directing us toward our vision
Values (The “Who”)


The value we will have created
The principles & cultural attributes that define us and how we operate
Strategies & Tactics (The “How”)

How we will achieve the vision; what specific actions we will take
SAMPLE VISION & MISSION STATEMENTS
ORGANIZATION:
VISION:
MISSION:
Bill & Melinda Gates
Foundation
Every person deserves the chance
to live a healthy, productive life.
Together we will apply new thinking to big
problems and find solutions for people with
the most urgent needs.
The James Cancer
Center
A cancer-free world. One person,
one discovery at a time.
To eradicate cancer from individuals’ lives by
creating knowledge and integrating
groundbreaking research with excellence in
education and patient-centered care.
The Columbus
Metropolitan Library
A thriving community where
wisdom prevails.
To inspire reading, share resources, and
connect people.
PROCESS UPDATE

Current Environment Assessment

Dr. Harrison’s Environmental Scan

Interviews with 12 local business, community and educational leaders

National studies and initiatives
• Achieving the Dream
• Reclaiming the American Dream (AACC)
• Time is the Enemy (Complete College America)
• A Stronger Nation through Higher Education (Lumina Foundation)
COMMUNITY LEADER INTERVIEWS
Business & Community Leaders:

Tanny Crane/CEO, Crane Group

Alex Fisher/CEO, Columbus
Partnership

Mike Keller/CIO, Nationwide
Insurance

Pat Losinski/CEO, Columbus
Metropolitan Library

Jeff Lyttle/VP, Community Relations,
JP Morgan Chase

Rich Rosen/Executive Director, Indigo
Strategies *

Dwight Smith/CEO, Sophisticated
Systems

Poe Timmons/CFO, Dispatch Printing
Company *
* Columbus State Board Member
K-12:

Gene Harris/Superintendent,
Columbus City Schools

Steve Dackin/Superintendent,
Reynoldsburg City Schools
Higher Ed:

Dolan Evanovich/VP, Strategic
Enrollment Planning, The Ohio
State University

David Decker/President, Franklin
University
PROCESS UPDATE

Strategic Planning Steering Committee guiding the process

2 meetings so far:


Deep dive into current environment assessment

Exploring implications of emerging themes

Articulating a vision for Columbus State’s impact on the community
At least 2 more meetings to:

Continue refining vision and mission

Work on organizational values and strategic priorities

Obtain input from President’s Cabinet and College Planning Forum

Integrate student and alumni feedback via focus groups over summer

Share vision/mission/values/priorities with Board in fall
HIGHLIGHTS OF CURRENT ENVIRONMENT
ASSESSMENT
CHARACTERISTICS of SUCCESSFUL EMPLOYEES

Specific skills are impossible to predict because of the rapid pace of change



The ability to forecast and develop programs to address skills requirements
is a critical competency for Columbus State
Certain skills & competencies are certain to be important

Work readiness - attendance, reliability, follow-through, dealing with other
people

Foundational skills – problem-solving, analytical thinking, communication,
technology literacy, adaptability, performing on teams, leadership,
entrepreneurship
Industry/job-specific skills must be overlaid on foundational skills based on the
needs of the market at any given time

Logistics, health care, gaming, fracking mentioned

Central Ohio must have a sufficient pool of job-ready talent that can be
trained for industry-specific needs in order to achieve Columbus2020 goals
OPPORTUNITIES FOR COLUMBUS STATE

“The Era of the Community College”

Economics make sense

“Just in time” delivery of education and training to meet needs of market

Critical player in the region’s economic development engine

Columbus State is uniquely positioned - - no one else can do this!

Fully integrate with the community and its employers to understand, predict and
respond to Central Ohio’s workforce needs on an ongoing basis

Partner with employers to help them support graduates’ success once they are in
the workplace

Be the thought leader and mobilizer on workforce development in Central Ohio,
ensuring the community understands the requirements for success and develops
broad-based, effective solutions

Increase completion rates once students are enrolled – ensure clear
understanding of what “success” looks like
OPPORTUNITIES FOR COLUMBUS STATE (con’t)


Partner with the region’s K-12 systems to help them ready their graduates to
enter college and the workforce

Align curriculum to support college success

Support K-12 teachers in delivering curriculum through professional
development

Ensure students understand what advanced education/training will be
required, and of what they’ll need to be successful

Demonstrate that college success is attainable
Develop new model of remedial education that brings skills to basic level while
providing visible success toward student’s career goals

Prior to and during Columbus State experience

De-stigmatize remediation
OPPORTUNITIES FOR COLUMBUS STATE (con’t)



Create multiple pathways to workforce success for high school graduates

Dual enrollment opportunities

2-year degree programs aligned with the needs of Central Ohio employers

Foundational education and skills as a bridge to 4-year degrees – be the feeder to
4-year institutions

Certification programs aligned with the needs of Central Ohio employers
Create multiple pathways to workforce success for employees

Re-skilling and retraining to upgrade skills and employability in existing
jobs/industries

Certification and degree options for new careers

Customized programming for specific employers
Develop best-in-class industry-specific programs for growing markets

Health care, logistics, culinary, gaming, fracking, IT support, financial services,
insurance/risk management, other
CHALLENGES & THREATS

Increasing cost of higher education

Decreasing funding for higher education

Insufficient readiness of high-school students for work or college

Collaboration across educational spectrum and public/private sector not
historically strong

Competition from well funded for-profits, especially for online options

Changing demographics – fewer high school graduates in the pipeline; more
employees seeking re-skilling & transfer-seeking students

Shortages of labor for critical jobs will cause employers to go elsewhere (US or
globally) in key industries such as IT, skilled manufacturing & financial services

The stakes are very high - - successful economic development requires an
educated & skilled population
PERCEPTIONS OF COLUMBUS STATE: Strengths

David’s leadership approach is well received

Bold vision

Willing to take strategic risks

Listening to the community

Collaborative

Seat at the Columbus Partnership table

Accessible, affordable and open to all

Ability to expand/contract capacity (adjunct model)

Focus on skills that people want and need to learn

Faculty/administration relations are improving

Online learning infrastructure

Reducing stigma of community college
PERCEPTIONS OF COLUMBUS STATE: Limitations


Need to dramatically increase community & employer engagement

Overreliance on David

Relationships are not always at the right level
Need to reinforce Columbus State’s presence and vital relevance

Lack of visibility – under the radar

Tendency to underestimate themselves and their impact

Need to dramatically increase capacity for undertaking new initiatives and
getting them done

Divide between faculty, students and administration (making progress though…)

Data collection and analysis capabilities

Amount of time required for remedial education

Completion rates and financial-aid “burn” rates
UNIQUE ROLE/IMPACT FOR COLUMBUS STATE

Workforce development

Align regional educational model downstream & upstream

Prepare new entrants to job market and college, particularly those from
Central Ohio school districts

Re-skill existing workforce to meet needs of the market

Just in time delivery of education and training

Bridge to skilled employment, skilled workforce

Forecaster and translator of workforce needs to the community
DR. HARRISON’S ENVIRONMENTAL SCAN

Opportunities:

To be the front door to higher education for most students and families
in Central Ohio

To be the trusted business partner for employers in our region, and a
statewide or national leader in some disciplines

To help all who come to us pursue a better life

To be a recognized leader in defining the 21st century community college

“Columbus State has never been more important to Central Ohio than it is
today”

Completely consistent with what we heard from small sample of community
leaders
2021: An Emerging Vision
REFLECTIONS ON ORGANIZATIONAL ASSESSMENT
What resonated for you?
What surprised you?
PRELIMINARY VISION
Defining the vision as what will be true for its stakeholders as a result of Columbus
State’s work, or the impact Columbus State will have delivered to its stakeholders,
complete the following sentence:
Because of Columbus State Community College and its partnerships with students,
educators and employers, _________________________________________________
_______________________________________________________________________
_______________________________________________________________________
____________________________________________________________ .
AN EMERGING VISION FOR 2021
The Central Ohio community is prepared to learn, grow,
contribute, participate, succeed and thrive.
Discussion questions:
What works about this draft
vision statement? What doesn’t work?
When this vision is achieved, what will be true for:

Citizens?

Organizations & Institutions?

Educators?
COLUMBUS STATE’S MISSION
With this emerging vision in mind, and defining the mission as Columbus State’s role
as an organization, or the institutional purpose aligning us with & directing us
toward our vision:
What are the key words or concepts that must be included
in Columbus State’s mission statement?
THE PROCESS
VISION
MISSION
VALUES
SUPPORTERS
INHIBITORS
CURRENT
REALITY