NCCCS Strategic Plan Implementation Presentation.

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Strategic Plan 2022-2026
LEADING
CHANGE
THROUGH
www.nccommunitycolleges.edu/strategic-plan
Attachment PLAN 01
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OVERVIEW OF GOALS
01 Goal 1:
Recruit and retain top talent
to enable the North Carolina
Community College System
to educate and prepare the
State’s workforce.
04 Goal 4:
Provide education,
training, and credentials
to develop the most
competitive workforce in
the nation
Goal 2:
05
Goal 5:
Increase state funding,
streamline the allocation
formula, and implement
practices to improve
system effectiveness.
03
Goal 3:
02
Provide resources inside
and outside the classroom
for all students to
successfully enroll, persist,
and complete a career
program of study.
Increase access and
enrollment at North Carolina
community colleges to meet
the state’s educational
attainment goal and expand
postsecondary opportunities.
NC Community College System Strategic Plan 2022-2026
Attachment PLAN 01
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Agenda
• Overview
• Distribution of tactics
• System level tactics, committee level planning
• Tools for Planning
• SMART Tactics
• Timelines
• Tools for tracking and accountability
• Tactic tracking
• Primary Measures
• Key Performance Indicators (KPIs)
• Resources
• Governance
• Board vs. staff roles.
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Overview
• Four-year strategic plan, 2022-2026
• Annual implementation plans adopted
to focus on high-priority tactics
• Opportunity to update priorities and
pivot every year
• Developed with broad input,
implemented with broad partnership
• Oversight shared across Board
committees
• Implementation shared across System
Office, in partnership with key
stakeholders.
NC Community College System Strategic Plan 2022-2026
Attachment PLAN 01
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Distribution of Tactics
• 12 Tactics in the 2023 Implementation Plan assigned to six different
committees: Programs and Student Success (6), Finance (3), Personnel (2),
Legislative and Government Affairs (1), Strategic Planning (4), System
Advisory Council (1), and 3 TBD (focused on workforce and communications)
• Some tactics assigned to multiple committees and system office units
because work is cross-cutting and engages different areas of expertise
• Distributed structure is intended to strengthen collaboration across and
between System Office units and Board committees.
Attachment PLAN 01
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GOALS 1 & 5
Goal 1: Faculty and Staff Recruitment and Retention
• Increase Faculty and Staff Salaries – Fagg/Andrews.
Legislative (primary), Finance, Personnel Committees
• Build Human Resources Capacity to Improve
Recruitment and Retention – Artis/TBD, Personnel
Committee
Goal 5: System Funding & Effectiveness
• Update Funding Tiers –
Eads/Brown/Andrews/Schneider, Programs (lead),
Finance Committees
• Incentives for Regional Collaboration –
Andrews/Fagg/Brown/Schneider/Crane, Finance,
System Advisory Council or other?
• Statewide Marketing Strategy – Hardin/Gold, Programs
& Student Services, other?
.
NC Community College System Strategic Plan 2022-2026
2023 Tactics
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GOALS 2, 3, & 4
2023 Tactics
About
Goal 2: Enrollment
• Strategic Enrollment Management (SEM) – Hickman/Kelley,
Programs & Student Success Committee
• Expand NC Career Coach program –McLean/Kelley, Programs &
Student Success Committee
Goal 3: Student Success
• Framework for Inclusive Excellence – Evans/Kelley/Crane,
System Advisory Council/Strategic Planning
• Support Excellence in Teaching and Learning – SSC ED/Crane,
Strategic Planning Committee
• Meeting Holistic Student Needs – Kelley/Hughes/Burgess,
Programs & Student Services Committee
Goal 4: Economic and Workforce Development
• Expand Sector Partnerships – Mack/Meyer, new committee or
System Advisory Council
• Life Sciences Talent and Asset Mapping – Mack/Meyer new
committee or System Advisory Council
NC Community College System Strategic Plan 2022-2026
NCCCS Students More Diverse
Than State Population
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System level tools, committee level
planning
• Templates, tools and governance roles/expectations set at the System level
• Development of timelines and reporting set at the Committee level
• Tactic leads across the agency will use the same templates; committee
members and system office staff will have shared understandings of Board
and Staff roles in strategic plan implementation, but each committee chair
and vice-chair will work with the tactics leads for the parts of the strategic
plan assigned to their committee and mutually agree on timelines and
reporting plans.
Attachment PLAN 01
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Tools for Planning
• SMART Tactics - Specific, Measurable, Achievable, Relevant, and Time-Bound.
• Series of questions for each tactic lead / work team to answer to help
develop the specifics of the Tactic.
• Staff should discuss with Committee
• Tactics Timelines
• We know committees have standing business (operational needs) that
exist alongside strategic work. Senior staff liaison, tactic leads,
committee chair and vice chairs will set an annual calendar together that
allows time for both operational and strategic activities.
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SMART Tactics
Tactic Element Description
Overview What do you want to accomplish? For whom? By when?
Rationale Why is this important for North Carolina? For the Community College System?
What problem is this addressing?
Outcomes What are the direct impacts this tactic will lead to? What long term conditions
will this change?
Primary Measures What Primary Measures will this tactic impact?
Strategic Plan
Reference(s)
What Strategic Plan Objectives and Strategies does this tactic support?
Lead Persons Who are the individuals responsible for overseeing and for leading this tactic?
Lead Divisions Which System Office Divisions have operational responsibility for this tactic?
Lead Committees Which State Board Committees have oversight responsibility for this tactic?
Partners Who are the key partners we need to engage for this tactic to be successful?
Resources What resources are available to support this tactic? What additional resources
are needed for this tactic to be successful?
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Tactic Timeline
Month Actions Decisions / Approvals Resources Board Actions
Jan
What are the
planned actions/
activities for this
month?
What decisions or
approvals are needed
from System leadership
or key partners?
Which resources will be
used to support this
month's actions? Is
there a resource need
for any activity?
Is Board involvement
needed this month
(report to board,
board review, board
approval?)
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Attachment PLAN 01
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Tools for Tracking & Accountability
• Tactic Reporting (under development)
• How we track progress. Current status (on track, requires follow up,
needs attention, not started)
• Green/Yellow/Red by tactic
• Focused on outputs (what have we done)
• Data Reporting (under development)
• Primary Measures
• Key Performance Indicators (KPIs)
• Focused on outcomes (what have achieved)
Attachment PLAN 01
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14. Tactics Overview Legend
n On Track N Requires Follow-
Up
n Not Started n Needs Attention
Tactic Initiative Phase Current Status Explanation of Risk + Mitigation
Gal 1
Increase Faculty and Staff Salaries Implementaiton
Build Human Resources Capacity to
Improve Recruitment and Retention Planning
Goal 2
Strategic Enrolment Management Phase 2 planning
Expand NC Career Coach Program Assessment
Goal 3
Framework for Inclusive Excellence
Support Excellence in Teaching and
Learning
Meeting Holistic Student Needs
Goal 4
Expand Sector Partnerships
Life Sciences Talent and Asset Mapping
Goal 5
Update Funding Tiers
Incentives for Regional Collaboration
Statewide Marketing Strategy
Attachment PLAN 01
(REVISED 01/19/2023)
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15. Tactic Executive Summary
Key December Results and Insights
15
Summary of what is happening with the tactics in each committee.
What’s on track, what are the resources needs, what’s coming next?
Initiative Activities Summary
Where does a decision need to be made by system office leadership?
What board actions are needed (update, feedback requested, decision or
approval needed)?
Activities
Decisions, Approvals & Board Actions
Attachment PLAN 01
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Primary Measures
Curriculum
Course Success
Comparisons
across
demographic
groups
• Each of the plan goals has 3-4 Primary Measures. These are the key things
we’re trying to move over the course of the 2022-2026 planning cycle.
• Primary Measures track how the System is doing overall. Are we having
the impact on students and the state we want to be having?
• Examples include Full-Time Faculty & Staff Salaries (Goal 1), Full-time
equivalent enrollment (Goal 2), Student curriculum persistence (Goal 3),
businesses and students served through economic development
programs (Goal 4), and student served through college program
collaboration (Goal 5).
• A small groups of presidents, system office staff, and board members is
meeting to discuss data sources, goal setting, and how metrics will be
used over the life of the plan.
Attachment PLAN 01
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Primary Measures
Curriculum
Course Success
Comparisons
across
demographic
groups
Attachment PLAN 01
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Key Performance Indicators (KPIs) and
Goals
Curriculum
Course Success
Comparisons
across
demographic
groups
• A small groups of presidents, system office staff, and board members is
meeting to discuss data sources, goal setting, and how metrics will be
used over the life of the plan.
• This group will agree upon the specific metrics will use, propose additional
KPIs as needed, and make recommendations on goals.
• Dr. Schneider has already a recommended list of metrics and baseline
data for each of them. New data collections (surveys) will be needed in
some cases.
Attachment PLAN 01
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Resources
 Do you have the staff capacity to do
the work in your tactic? If not, is
there work that you could stop or
deprioritize to make room for it?
 If you need financial resources, is
the State Board Reserve a possible
funding source?
 Will it take advocacy at the general
assembly or elsewhere? Connect
with Alex and discuss how it fits
within the 2023-25 Legislative
Agenda.
State Board Reserve Fund is “for
feasibility studies, pilot projects,
start-up of new programs, and
innovative ideas.”
NCCC Foundation, Inc.
Grants
State Agencies, other partners
Legislative request
Attachment PLAN 01
(REVISED 01/19/2023)
SBCC
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Timeline
Who What When
Board members Provide feedback on the tools for Tracking & Accountability (slides 14 & 15).
What information do you want in monthly/quarterly updates to committees or in
executive summaries to the Board? Email Dr. Crane
(cranep@nccommunitycolleges.edu), who will discuss with Ms. Whitford
By March 1, 2023
Tactic Leads Review your tactics in the 2023 Implementation Plan (PLAN 01 – November
2022). Update as needed, identify Outcomes and Primary Measures.
By March 1, 2023
Tactic Leads Draft a tactic timeline for your tactic using the attached template. Before March Board meeting
Committee Staff Leads Draft a committee timeline that incorporates both the tactics assigned to the
committee and the key operational business of the committee using the attached
template.
Before March Board meeting
Committee Chairs & Vice-
Chairs
Meeting with Dr. Crane, senior team committee staff lead, and one or more
members of subcommittee on Board Engagement (Merritt, West, Whitford) to
reviewing planning tools and templates. This meeting is to: 1) provide
feedback/further refine the tactics and timelines that the tactic leads have
developed for their goals, 2) review and finalize develop the committee timeline,
and 3) prepare final materials to share with their committees at the March
Committee meeting (or in a separate meeting.)
Before March Committee
meetings
Committee Chairs & Vice-
Chairs
Review proposed committee timeline with Senior Team members and Tactic
Leads. Approve tactic and committee timelines.
March Committee Meeting (as
schedules allow)
Data Advisory Group Develop list of recommended Key Performance Indicators (KPI) and statewide
goals. Discuss with NCACCP (anticipated March), bring to Board for approval
(anticipated April)
March/April
Attachment PLAN 01
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• Setting the direction
• Oversight
• Receive updates and ask
questions to ensure work is on
track
• Advocate and help secure
additional resources
• Use expertise to determine how the work will
be accomplished
• Develop a plan for how to do the work,
including timeline, reporting calendar, metrics,
identifying partners
• Work with committee chair and vice-chair to
set expectations around reporting
BOARD
ROLES
STAFF
ROLES
NC Community College System Strategic Plan 2022-2026
Attachment PLAN 01
(REVISED 01/19/2023)
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QUESTIONS?
Attachment PLAN 01
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