STRATEGIC PLAN WE REINVENT THE LEARNING EXPERIENCE TO CHANGE LIVES

Transcription

1 STRATEGIC PLAN WE REINVENT THE LEARNING EXPERIENCE TO CHANGE LIVES

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3 03 TABLE OF CONTENTS Rio Salado College Executive Team Strategic Planning Process and Strategic Planning Committee College vision, Mission and values College Profile Locations Maricopa County Community College District Strategic Plan Structure Strategic Goals Goal 1: Teaching and Learning Goal 2: Student Success Goal 3: People Development and Communication Goal 4: Blue Ocean and Innovation Definitions

4 04 Chris Bustamante, Ed.D. President Jennifer McGrath, Ph.D. Vice President of Academic Affairs

5 05 RIO SALADO COLLEGE EXECUTIvE TEAM Rio Salado College is one of 10 colleges in the Maricopa County Community College District and was established to provide the next step in education for non-traditional students. As one of the largest public online community colleges in the nation, the college serves nearly 59,000 students annually, with more than 30,000 taking online classes. Rio Salado College successfully meets the needs of working adults and other specialized populations who need access, flexibility and affordability in innovative learning formats. Todd Simmons, M.Ed., C.P.A. Dana Reid James Paluzzi, Ph.D. Vice President of the Division of Public Service Interim Vice President of Student Affairs and Advancement Vice President of Business and Employee Services David O Shea Acting Chief Information Officer Information Services

6 06 STRATEGIC PLANNING PROCESS STRATEGIC PLANNING COMMITTEE The Strategic Planning Process at Rio Salado College is continuous and collaborative across departments and disciplines in order to identify and address the changing needs of our stakeholders. The process is dynamic and comprehensive to provide direction and a framework for the operational planning for the College. Rio Salado s Strategic Plan converts our mission, vision and values into intentional action through strategic goals. The Strategic Planning Co-Coordinators are Jennifer McGrath and David O Shea. The committee is comprised of faculty, staff and administrators from across the college, including: Academic Affairs, Business and Employee Services, Community Development, Division of Public Service, Information Services, Institutional Advancement, Partnerships and Student Affairs. Rio s four vice presidents serve as goal sponsors for their respective areas of responsibility, with faculty members and administrators serving as chairs.

7 07 GOAL 1: Teaching and Learning Sponsor: Jennifer McGrath Chairs: Hazel Davis, Angela Felix, Shannon McCarty and Michael Medlock GOAL 2: Student Success Sponsor: Dana Reid Chairs: Melanie Abts, Kevin Bilder, Jo Jorgenson and Jennifer Shantz GOAL 3: People Development and Communication Sponsor: Todd Simmons Chairs: Pat Case, Sharon Koberna, David O Shea and Corey Pruitt GOAL 4: Blue Ocean and Innovation Sponsor: Jim Paluzzi Chairs: Rick Kemp, Angela Kwan, Lou Stanley and Rick Vaughn

8 08 CULTURE Learning Innovating Partnering COLLEGE VISION, MISSION AND VALUES Established in 1978, Rio Salado College is dedicated to providing innovative educational opportunities to meet the needs of today s students. Rio Salado offers affordable access to higher education through college bridge pathways, community-based learning, corporate and government partnerships, early college initiatives, online learning and university transfer.

9 09 Vision We reinvent the learning experience to change lives. MISSION As an institution of higher learning, we value: Active community engagement and organizational responsiveness Customized, high-quality courses and programs Data analytics and institutional accountability Flexibility, affordability and innovation Personalized service and a commitment to student success VALUES We transform learning through: Customer Focus Diversity Inclusiveness Innovation Professionalism Relentless Improvement Sustainability Teamwork

10 10 Student Headcount Credit students In-state credit students Online students Full-time Student Equivalent (FTE) ABE/HSE non-credit students Non-credit workforce training 58,980* 48,333 40,025 30,481 13,916 9,392 1,255 STUDENT HEADCOUNT RIO SALADO COLLEGE PROFILE * data. Total sum not representative of combined student populations. 9,392 6,905 4,517 2,789 2, College Bridge Pathways students Dual Enrollment students For-credit Occupational Program students Incarcerated students Veterans Active Duty Military students Lifelong Learners SPECIALIZED STUDENT POPULATIONS

11 11 STUDENT DEMOGRAPHICS * data. Gender Age Ethnicity Female 60% Male 39% Unknown 1% 19 and Under 22% % % % 50 and Over 6% American Indian/Alaskan Native 2% Asian 4% Black/African American 9% Hispanic/Latino 17% Not Specified 9% White 57%

12 12 RIO SALADO COLLEGE LOCATIONS Rio Salado College is headquartered in Tempe, Arizona and has multiple locations throughout the Phoenix metroarea to serve students: 10 Union Hills Dr Bell Rd 7 El Mirage 101 Peoria Ave 1 Rio Salado College - Administrative Headquarters RSC Dental Clinic 6 7 RSC Northern RSC Lifelong Learning Center Olive Ave RSC Southern East Valley Veterans Education Center RSC Downtown RSC Avondale RSC Luke Air Force Base RSC Thomas SPOT 127 Communiversity at Surprise Communiversity at Queen Creek Dysart Rd Glendale Ave Indian School Rd Thomas Through partnership programs, Rio Salado College also provides educational opportunity in high schools, the workplace, and at the Lewis and Perryville prisons. I- The college s two radio stations, KJZZ and K-BACH, and Sun Sounds of Arizona, a radio reading service for people who cannot see, hold or understand print materials because of a disability, are located at its headquarters in Tempe. Sun Sounds of Arizona also serves residents state-wide at its affiliate locations in Flagstaff, Tucson and Yuma.

13 13 83rd Ave 59th Ave 57th Ave Cactus Rd 47th Ave 101 Beardsley Rd Union Hills Dr I-17 32nd St 87th St N Raintree Shea Blvd Thunderbird Rd 10 Grand Ave 9 8 I-17 Dunlap Ave 6 12th Ave 51 Tatum Blvd Lincoln McDowell Rd Hayden Rd 101 Chaparral Rd Beeline Hwy McKellips Rd Bush Hwy 7th Ave 5 7th St 40th St Baseline Rd 143 Priest Country Club Dr Broadway Southern Ave 60 Power Rd 202 I Queen Creek Rd 11

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15 15 Maricopa County Community College District Rio Salado College is part of the Maricopa County Community College District (MCCCD) which is comprised of 10 colleges, two skill centers and a corporate college serving students and community members with a wide range of programs and services. Maricopa County is the largest county in Arizona, measuring more than 9,000 square miles. With nearly 3.9 million residents, the county is home to more than half of Arizona s population. The Maricopa Community Colleges utilize an integrated planning model and reporting process. Metrics are used to gauge the extent to which the District as a whole achieves outcomes in the following areas: university and transfer education, workforce and economic development, developmental education, community development, and civic and global engagement. While each of the 10 colleges within the District have their own planning process, all support the District s mission through system-wide strategic direction and report annually to the Governing Board on plans and progress. MISSION The Maricopa Community Colleges provide access to higher education for diverse students and communities. We focus on learning through: Vision A Community of Colleges Colleges for the Community working collectively and responsibly to meet the life-long learning needs of our diverse students and communities. University Transfer Education General Education Developmental Education Workforce Development Continuing Education Community Education Civic Responsibility Global Engagement Student Development Services

16 16 STRATEGIC PLAN STRUCTURE The Strategic Plan allows for up to three levels of action planning under each of its goals: college, department or group, and individual. The tiered structure of the Strategic Plan helps to drive strategic initiatives from a high level to an operational level to be realized. This structure also allows for clear alignment of the goal setting process of annual employee performance reviews to support college initiatives. The strategic planning team has also committed to making sure that action plans implemented at the College and Departmental levels are measurable. Each Action Plan defines a set of activities designed to achieve a particular goal. COLLEGE ACTION PLAN (CAP) Actions aligned with achieving the goal High level Are typically 24 to 48 months, out from initial implementation, but could be longer Not detailed and cannot be answered with a yes or no Involves more than one department DEPARTMENTAL ACTION PLAN (DAP) Actions aligned with achieving the CAP Measures and targets (Key Performance Indicators - KPIs) set by department heads in consultation with Strategic Planning Team Are six to 24 months out from initial implementation INDIvIDUAL ACTION PLAN (IAP) Actions aligned with achieving the DAP These are typically very specific Measures and Targets (KPIs) are set by department heads Are one to12 months out from initial implementation Note: During the initial phase of implementation, only the College and Departmental Action Plans will be implemented. Individual Action Plans will be integrated at a later time.

17 17 STRATEGIC GOALS 3 people development and communication INSTITUTIONAL EFFECTIVENESS Due to the dynamic nature of the Strategic Plan, once a goal has become realized, it will be moved to an operational phase for continued monitoring and become an ongoing part of the College culture. This part of the process allows other goals still being implemented to be elevated for increased focus and attention. 1 TEACHING AND LEARNING 2 4 Student success blue ocean and innovation

18 18 STRATEGIC GOAL 1: TEACHING AND LEARNING We increase student learning and successful course completion through innovative teaching and outcomes-driven assessment. CAP 1: Assessment of Student Learning Outcomes Implement interventions to increase student learning through analysis of outcomes-driven assessment. CAP 2: Innovative Teaching Models Deliver courses that incorporate innovative teaching models that will increase successful course completion across all learning environments. CAP 3: Strategies, Tools and Training Provide strategies, tools, and training to adjunct faculty that will increase successful course completion across all learning environments. Key Performance Indicators (KPIs) College-level course success rate Percent of students completing college-level math and/or English Success rate in college-level math after completion of developmental math Success rate in college-level English after completion of developmental English Success rate in college-level reading after completion of developmental reading Success rate in developmental courses Selected item from the Noel-Levitz Student Satisfaction Inventory College KPIs Peer and student evaluations Student performance on Educational Testing Service Student performance in innovative teaching models, such as... Fusion/hybrid Adaptive Developmental Education course pairings Selected Community College Survey of Student Engagement (CCSSE) item

19 19 STRATEGIC GOAL 2: STUDENT SUCCESS We foster student success for a diverse population by providing student-centered services that improve the student experience to increase retention, degree completion and goal attainment. CAP 1: Outreach and Recruitment of Special Populations Improve and maximize the outreach and recruitment efforts to special populations through participation in targeted events, outreach campaigns, high school and university partnerships, targeted marketing, as well as communities surrounding each college location. KPIs: Increase the participation in outreach and recruitment efforts by incorporating inperson and traditional approaches into the current efforts used to reach Dual Enrollment, Incarcerated Re-entry, International Ed, ACE Puente, Adult ACE, College Bridge Pathways (ABE, HSE and ELLA), online program seekers, online supplemental students, Military personnel and their families, Veterans, and Hoop of Learning potential students. CAP 2: Student Experience Enhance the student experience by improving, encouraging, and reinforcing the use of student support services and participation in student engagement-related activities. KPIs: Increase the use of student support services and participation in student engagement activities in all areas through a multi-faceted and holistic approach. CAP 3: Completion of Student Goals Increase student goal attainment annually by improving persistence and completion time. KPIs: Increase student in-course successful completion rates for credit in-person, hybrid, and online learners to 50% Increase certificate and degree completion rates by 5% annually Increase term-to-term persistence rates by 2% annually Increase college bridge pathways students transition into college courses/programs by 2% annually

20 20 STRATEGIC GOAL 3: PEOPLE DEVELOPMENT AND COMMUNICATION We support individual, team, and organizational learning through a system of people development and effective communication. CAP 1: Reinforce employees attainment of core competencies KPI: 90% of employees average three (on a four point scale) on a core competencies assessment. CAP 2: Enhance people development strategies across all employee groups KPI: 80% of employees agree or strongly agree on related questions in the annual Employee Engagement and Employee Surveys. CAP 3: Reinforce employees knowledge and implementation of the culture page KPI: 80% of employees agree or strongly agree on related questions in the annual Employee Engagement and Employee Surveys.

21 21 CAP 4: Reinforce communication processes that build an atmosphere of inclusiveness and engagement KPI: 80% of employees agree or strongly agree on related questions in the annual Employee Engagement and Employee Surveys. CAP 5: Enhance communication strategies with Adjunct Faculty (AF) to increase their effectiveness as faculty KPI: 80% of AF agree or strongly agree that Rio Salado provides them with important information to increase their effectiveness as AF members. CAP 6: Enhance communication strategies with Adjunct Faculty to reinforce their connection to Rio Salado College KPI: 80% of AF agree or strongly agree that they understand how their faculty role supports Rio Salado s mission.

22 22 STRATEGIC GOAL 4: BLUE OCEAN AND INNOVATION We innovate to discover and engage the educational needs of our current and future communities. CAP 1: Community and Partner Engagement KPI: Advisory Committees agree that Rio Salado s programs or services are meeting community needs. Goal: 95% of committees polled. CAP 2: Research and Initiate New Avenues of Growth Research and initiate new programs, services and partnerships, which will allow the college to grow in enrollment, completion, and revenue. KPI: Research and explore at least 12 potential programs and courses annually Initiate four new programs annually Form four new partnerships annually (agreements approved) Within three years, new certificate/degree programs will achieve 80 or more completers a year

23 23 DEFINITIONS Action Plan: A set of activities designed to achieve a particular goal. College Action Plan (CAP): High level Typically 24 to 48 months but could be longer Not detailed and cannot be answered with a yes or no Involves more than one department College Key Performance Indicators (KPIs): College KPIs report on operational activities that align with the institutional mission. College KPIs are either activities that were once part of the strategic plan but are now in Quality Assurance (QA) mode, or, operational activities that keep the organization running efficiently. Departmental Action Plan (DAP): Actions aligned with achieving a CAP Measures and Targets (KPIs) set by department heads in consultation with strategic planning team Are six to 24 months out from initial implementation Can be defined as a department or group within the college structure ETS: Educational Testing Service; measures student learning outcomes. Goal: A desired outcome typically defined within a specific timeframe or milestone, on average, 3-5 years. Individual Action Plan (IAP): Educational Testing Service; measures student learning outcomes. Actions aligned with achieving a DAP These are typically very specific Measures and Targets (KPIs) are set by department heads Are 1-12 months out from initial implementation IAPs can also be tied to annual performance evaluations Key Performance Indicators (KPIs): Key Performance Indicators help an organization define and measure the success or the progress toward organizational goals. Measures: Evaluative criteria used to gauge achievement towards a defined action. Strategic Key Performance Indicators (KPIs): Strategic KPIs are directly aligned with measuring the success or progress towards specific goals and/or action plans that are part of the College s strategic plan. Strategic Planning: The thoughtful, considered, collaborative process, by which an organization envisions its future, assesses its current status and develops goals, strategies, action plans and measures to achieve that future. Target: A target is a defined value within a measure that the institution is trying to attain.

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