Kaskaskia College 2020-2023 Strategic Plan

KASKASKIA COLLEGE STRATEGIC PLAN 2020-2023 Approved by KC Board of Trustees March 23, 2020

Table of Contents Foreword.........................................................................................................................3 Mission and Vision Statement..........................................................................................4 Core Values and Diversity Statement.................................................................................5 Kaskaskia College Board of Trustees and Administration..................................................6 Kaskaskia College Facts....................................................................................................7 Institutional Strategic Plan..............................................................................................8 2020-2023 Strategic Planning Process Overview “How did we get here?�..........................9 Institutional Goals.........................................................................................................10 Strategic Planning Prioritization and Implementation Process........................................11 Strategic Priorities....................................................................................................12-14 Appendix A. Strategic Planning Framework....................................................................15 Appendix B. Strategic Planning Hierarchy.......................................................................16 Appendix C. Strategic Planning Timeline..................................................................17-19 Appendix D. Strategic Planning Stakeholder Engagement..............................................20 Appendix E. Strategic Planning Process Visualization.....................................................22 Appendix F. Annual Planning Timeline..........................................................................23 Appendix G. Quality Council & Planning Committees...................................................24 Appendix H. Data Sources..............................................................................................25 Glossary of Terms .........................................................................................................26

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FOREWORD At Kaskaskia College, we are committed to serving the citizens of our district in a variety of ways: we are dedicated to providing quality,

EVERY...STUDENT...MATTERS!

accessible education at an affordable price, and to serve as a regional economic and workforce engine. Our community oriented focus has a direct impact on the economic growth of our region and beyond. We maintain this focus by providing high quality and affordable education to the citizens of our district. It is our goal to closely align the education and training to the needs of our industry partners, as well as to provide our student populations with as many seamless opportunities to continue their quest for postsecondary education as possible.

As your community college, it was imperative that we incorporated internal and external stakeholder feedback into the formation of this plan. This document is a compilation of internal and external listening sessions, focus groups and informational luncheons. Many of this plans action items were developed from feedback from multiple surveys conducted over the past 18 months at Kaskaskia College.

As a result of these multiple feedback sources and survey results, the college developed a concrete plan of action based on the input of our stakeholders. The plan includes various measurable outcomes for efficiency and productivity and serves as the essential benchmark for

George M. Evans President Kaskaskia College

self-accountability. The entire college participated in the development of this plan, and with their vital feedback, coupled with the input from our community, this plan will guide our efforts for the next three years and beyond.

We are anxious to begin executing the many initiatives included in this plan and we are beyond excited to see the fruits of our labor.

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Mission Statement Kaskaskia College is committed to life-long student learning and to providing quality comprehensive education.

Vision Statement Kaskaskia College aspires to be an institution of “first choice� for its district citizens and dedicated to providing the highest level of student-centered educational experiences with an unshakable focus on student success. In collaboration with its community and supported by an effective Foundation, Kaskaskia will be a premier institution of higher education; a regional workforce training institution; and a multi-provincial center for intellectual, cultural, and social events.

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Core Values RESPECT: Having a genuine regard for others and showing consideration for the diversity of others to foster an environment of teamwork and excellence.

RESPONSIBILITY/PERSONAL: Assuming ownership of personal actions and being accountable for one’s own behavior, assigned tasks, duties and functions.

RESPONSIBILITY/INSTITUTIONAL: Being accountable for institutional excellence by providing accessible, affordable and diverse educational opportunities that facilitate individual success.

HONESTY: Being truthful and demonstrating integrity above reproach; and maintaining open, honest, clear, and effective internal and external communications.

COMPASSION: Understanding and considering the feelings of others and recognizing the effect one’s actions will have on others in order to impart hope for all parties, while remaining sensitive to the needs of others.

FAIRNESS: Practicing actions that are just and impartial while treating people in an equitable and consistent manner in recognizing the diverse needs of others.

Diversity Statement Kaskaskia College is committed to achieving a community free from all forms of discrimination and harassment in its policies, practices, and endeavors. Further, Kaskaskia College is committed to fostering a diverse community and to promoting greater awareness of and sensitivity to issues of diversity. Toward that end, Kaskaskia College asserts the dignity and worth of every human being and the value of diversity as a source of its strength in all its many forms, and in the diverse perspectives of students, faculty, staff and administrators.

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KASKASKIA COLLEGE BOARD OF TRUSTEES AND ADMINISTRATION Board of Trustees Mr. Bill Hawley, Chair

Mr. Bryan Holthaus

Ms. Linda Stover, Vice-Chair

Mr. Louis Kalert

Ms. Laura Wedekemper, Secretary

Mr. Jim Beasley

Mr. Jim Mason

Mr. Justin Huff, Student Trustee

Administration Mr. George Evans, President Dr. Susan Batchelor, Vice President of Student Services Ms. Judy Hemker, Vice President of Administrative Services Dr. Ashley Becker, Vice President of Instructional Services Ms. Julie Obermark, Dean of Nursing and Health Sciences Ms. Amy Troutt, Dean of Enrollment Services

Ms. Kellie Henegar, Dean of Arts and Sciences Mr. Nicolas Farley, Dean of Career and Technical Education Mr. Alan Boerngen, Associate Dean of Assessment Dr. Janet Fontenot, Institutional Assessment Coordinator Jill Hercules, Director of Human Resources

Community Partners Jeanne Gustafson - City of Salem Economic Development (retired) Marcus Holland - Director, Centralia Chamber of Commerce Ricky Gottman - Mayor, City of Vandalia Ben Frazier - CEO, Family YMCA of Fayette County Dr. Dustin Foutch - Superintendent, Central Community High School Steve Davis - President and CEO, Jim’s Formal Wear Brad Turner - Superintendent, Nashville High School Jason Rakers - Principal, Pocahontas Junior High School Dr. Dwain Baldridge - Director, of Career and Technical Education System Clinton, Marion and Washington Counties Brad Knolhoff - Clinton County Board Sheila Burcham - President, Community Trust Bank Frank Doll - Board of Directors, Prairie Farms, Inc. Dr. Brad Wolter - CEO and President of The Maschhoffs Elaine McNamara - Greenville Chamber of Commerce

6 Kara Metzger - Greater Fayette County Chamber of Commerce

KASKASKIA COLLEGE FACTS Type of College:

Public two-year comprehensive community college

Founded:

1940

Location:

192-acre main campus located at 27210 College Road, Centralia, Illinois 62801

Education and Technology Centers: Salem Education Center 1475 W. Whittaker Salem, Illinois 62881

Centralia Correctional Center 9330 Shattuc Road Centralia, Illinois 62801

Vandalia Education Center 2310 West Fillmore, PO Box 396 Vandalia, Illinois 62471

Greenville Education Center 209 North Third Street Greenville, Illinois 62246

Trenton Education Center 520 East Broadway Trenton, Illinois 62293

Nashville Education Center 17869 Exchange Avenue Nashville, Illinois 62263

Harry L. Crisp Technology Center 2005 East McCord Centralia, Illinois 62801

College District:

501

Counties in District:

Bond, Clinton, Fayette, Marion and Washington. Portions of Jefferson, Madison, Montgomery and St. Clair

President:

George M. Evans

Annual Budget:

$ 48,600,000

Operating Budget

$ 26,164,156

District EAV:

$ 1,681,617,495 (FY 18)

Annual Enrollment:

5,500 full and part-time

Tuition and fees:

$152.00 per credit hour effective January 2019 (In-District)

Financial Aid Annual Awards:

$ 7,744,327.22 (Federal, Institutional, Foundation and State)

Employees:

225 full-time and part-time employees

Courses of Study:

143 various Associate in Arts Degrees 42 Associate in General Studies Degrees 37 various Associate in Science and Applied Science Degrees 6 Associate in Engineering Science Degrees 1 Associate in Fine Arts Degree 461 various Occupational Certificate Programs

District Population:

116,359 (2018 Population per Illinois Community College Board ICCB)

Secondary Schools in District:

17

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INTRODUCTION The strategic planning process at Kaskaskia College is driven by the institutional mission, vision, and core values. From these foundational footprints, institutional goals are determined that will serve as the catalyst to develop and implement the College’s strategic plan, to which all strategic priorities, ancillary plans, and action items are aligned.

INSTITUTIONAL STRATEGIC PLAN The institutional strategic plan of Kaskaskia College provides a framework for operations and continuous improvement. Development of the plan is a collaborative effort led by the Quality Council, with faculty, staff, and students involved in the process. The Quality Council Steering Committee is responsible for ongoing updates and maintenance of the strategic plan. From the strategic plan, annual operating plans are developed per fiscal year by Quality Council Planning Teams.

In addition to the strategic plan, ancillary plans are developed as needed. Examples include the Master Information Technology Plan, Master Facilities and Improvement Plan, and the Assessment Plan. These ancillary plans both inform and are informed by the strategic plan.

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2020-2023 STRATEGIC PLANNING PROCESS OVERVIEW How did we get here?

In 2019, Kaskaskia College intensified its efforts to enhance and modernize its planning processes to ensure the presence of the sustainable infrastructure necessary to provide the highest quality education possible. Strategies were developed to solicit feedback from both internal and external stakeholders and the resulting plan reflects this inclusive process. Since 2018, committees consisting of faculty, staff, and administrators have launched a series of surveys to students, employees, and members of the community. The committees also organized several focus groups comprised of students, college employees, and community leaders to gather more specific data about college operations, community partnerships, and student success.

The data from those surveys and focus groups were analyzed by the college administration, Board of Trustees, and Quality Council members and results were shared during a series of informational sessions held on each campus in 2019. Future results will be shared quarterly through 2023. Based upon employee and Board of Trustee input during those sessions and supported through collected data, the Quality Council developed a series of priority items, which employees were asked to rank. The results of this prioritization survey led to the development of the four institutional goals and their strategic priorities found in the following pages.

In February 2020, the Quality Council committee provided a draft of the Strategic Plan to the President’s Cabinet for review and made the draft available for public review on the College’s website. After incorporating additional feedback from various stakeholders, the plan was presented to the Kaskaskia College Board of Trustees for approval in March 2020. The Strategic Plan will help guide the College from fiscal years 2020-2023, with Cabinet leaders ensuring accountability for the implementation of the plan. To evaluate the progress of the plan, key performance indicators for each goal will be measured and reviewed on an annual basis, with College leadership setting annual targets for each key metric. Please note that this plan replaces a fifteen-year plan that will sunset in July 2020. The College leadership, coupled with suggestions from our stakeholders, determined that due to the ever changing climate of the community college setting, a three-year plan was more versatile and easily adaptable when compared to the previous plan.

Because this plan was developed with institution and community-wide feedback, confidence level is high that the College will achieve the ultimate goal of aligning our resources with our mission priorities. The creation of this document is only the first step in a living process, a process that must be sustained with appropriate support and careful oversight. Guided by the four institutional goals, this new strategic plan will serve in alignment with other planning documents as the College’s road map for the future. The commitment and dedication of all KC employees will be critical in its success.

Community Engagement

Campus Engagement

Industry Engagement

Community Engagement Meetings

Climate Survey

Program Advisory Boards

Community College Month Open Houses

Presidential Student Forum

Critical Skills Gap Summits

External Stakeholder Luncheons

Student Satisfaction Surveys

Workforce Investment Opportunity Act

Educational Center Surveys

Customer Service Survey

Meetings of the South Central Illinois Growth Alliance (SCIGA)

CTE Delivery System of Marion, Clinton, and Washington Counties

Public comment at Board of Trustees meetings

High School Stakeholders

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INSTITUTIONAL GOALS Four institutional goals were developed by internal and external stakeholders as a result of direct feedback and analysis of institutional data.

GOAL 1: PROVIDE A QUALITY EDUCATIONAL EXPERIENCE

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A: QUALITY INSTRUCTIONAL OFFERINGS Kaskaskia College will provide high-quality instructional offerings for its student populations in the areas of Arts & Sciences, Career and Technical Education, Health Sciences, and Adult Education.

B: QUALITY SERVICES AND INFRASTRUCTURE TO SUPPORT STUDENT SUCCESS Kaskaskia College will facilitate student success by providing the services and infrastructure that meet the needs of a modern institution of higher education.

GOAL 2: EFFECTIVELY MANAGE ENROLLMENT AND RESOURCES

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Kaskaskia College will ensure the health and sustainability of the institution by maximizing enrollment and resources through data-informed processes.

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GOAL 3: MAXIMIZE REGIONAL INTEGRATION

Kaskaskia College will collaborate with regional employers, schools, and organizations.

GOAL 4: ENGAGE THE COMMUNITY Kaskaskia College will be a center for intellectual, cultural, and social experiences for its district.

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STRATEGIC PLANNING PRIORITIZATION AND IMPLEMENTATION PROCESS Criteria used in prioritization is based upon: alignment with the college mission, core values and four institutional goals, legal requirements, health/life/safety, budget impact/ source, environment, learning necessity, and stakeholder service/use. The priorities enhance the College’s ability to make data informed decisions. The strategic planning framework facilitates an open, transparent, shared process for annual resource allocation recommendations and program activity changes.

Implementation of the Strategic Plan occurs primarily through the annual planning process. Action items are developed by planning teams per fiscal year based on the Strategic Priorities to carry out the Strategic Plan. The Annual Plan is informed by institutional data (e.g. Assessment Data, Key Performance Indicator (KPIs) and ancillary plans such as the Master Facilities and Improvement Plan, Strategic Enrollment Management Plan, etc.)

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STRATEGIC PRIORITIES Six strategic priorities were developed containing multiple action items and benchmark targets to be achieved by 2023.

STRATEGIC PRIORITY 1:

REVITALIZE TECHNOLOGY INFRASTRUCTURE Key Initiative/Action Item: 1. Develop a Master Informational Technology Plan that will include stakeholder feedback from students, staff and faculty

Measurable Outcome: 1. Plan created with stakeholder feedback and presented to Kaskaskia College Board of Trustees to be implemented by July 2020

Key Initiative/Action Item: 2. Assess distance learning technology needs with internal and external stakeholders, including expanded opportunities for zoom technology, ITV, or other online programming

Measurable Outcome: 2. Implementation of one new technology based on analysis and collaboration with both internal and external stakeholders by the end of FY 21 (industry partners, faculty, best practices in technology in higher education, etc.)

STRATEGIC PRIORITY 2:

ENSURE SHARED GOVERNANCE AND COLLABORATIVE PROCESSES ACROSS DIVISIONS Key Initiative/Action Item: 1. Improve effectiveness of established committees and meetings to improve communication throughout the College and develop a strategy for cross-divisional representation on all college committees

Measurable Outcome: 1. Establishment of monthly reporting standard including developments in each division through President’s Cabinet structure. Establishment of communication expectations including agenda topics and documentation by Summer 2021

Key Initiative/Action Item: 2. Develop a schedule for routine review and revision of College policies and procedures

Measurable Outcome: 2. Develop process and schedule by spring 2021

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STRATEGIC PRIORITY 3:

IMPROVE STUDENT RETENTION AND SUCCESS Key Initiative/Action Item: 1. Improve process for establishing individualized student educational plans with implementation of an additional module in the College’s data management system

Measurable Outcome: 1. Develop new student orientation online offering by fall 2021

Key Initiative/Action Item: 2. Develop process to identify metrics that tie tutoring to academic achievement

Measurable Outcome: 2. Compare the number of students and success rates of students who utilized tutoring versus non-tutoring

Key Initiative/Action Item: 3. Develop method to measure effectiveness of current retention alert system

Measurable Outcome: 3. Develop process by summer 2022

Key Initiative/Action Item: 4. Continue to develop Career Pathways for all programs, to include curriculum from the 17 district high schools

Measurable Outcome: 4. Creation of Career Pathways for each program by fall 2020

Key Initiative/Action Item: 5. Improve student and prospective student knowledge about financial aid programs and payment alternatives

Measurable Outcome: 5. Conduct FAFSA and financial aid seminars and improve student satisfaction rating a percentage point in student satisfaction survey question – Staff provided easy to understand information when responding to my question

STRATEGIC PRIORITY 4:

INCREASE TARGETED RECRUITMENT EFFORTS Key Initiative/Action Item:

1. Research, select, and acquire a Customer Relationship Management (CRM) tool to utilize for prospective student follow up and recruitment activity assessment

Measurable Outcome:

1. Implementation of CRM tool by fall 2023

Key Initiative/Action Item: 2. Identify target recruitment populations and establish headcount recruitment goals to address equity gaps and develop diversity recruitment and initiatives

Measurable Outcome: 2. Establishment of enrollment goals for identified populations by 2023

Key Initiative/Action Item:

3. Develop cooperative agreement for targeted partnerships with area high schools to increase dual enrollment for high school students

Measurable Outcome: 3. Establish a minimum of three KC Now Partnerships within the KC district by fall 2021

Key Initiative/Action Item:

4. Conduct district wide environmental scan to gauge area workforce needs

Measurable Outcome: 4. Creation of new programs based on environmental scan results

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STRATEGIC PRIORITY 5:

IMPROVE OPERATIONAL EFFICIENCY Key Initiative/Action Item: 1. Development and implementation of ancillary plans that support the strategic plan

Measurable Outcome: 1. Implementation of all plans

Key Initiative/Action Item: 2. Establish self-service reporting option for operating data including a system similar to IT Help Desk for capturing data requests

Measurable Outcome:

2. Implementation of self-service data request and reporting tool by Institutional Effectiveness by Fall 2021

Key Initiative/Action Item: 3. Improve budget process including documentation and training for Budget Officers, better alignment with goals and priorities, and implementation of software with less reliance on spreadsheets

Measurable Outcome: 3. Implementation of improved documentation and training by Summer 2020. Evaluation of improvements and determine next steps by December 2020. Implementation of improvements by January 2021. Implementation of budgeting software tool by January 2022

STRATEGIC PRIORITY 6:

INVEST IN OUR EMPLOYEES THROUGH HUMAN CAPITAL DEVELOPMENT Key Initiative/Action Item: 1. Creation of human capital development plan, to include development of strategic onboarding process for faculty and staff

Measurable Outcome:

1. Implementation of plan by July 2021

Key Initiative/Action Item: 2. Improve customer service in all areas of the College

Measurable Outcome:

2. Improve satisfaction rating one percentage point in student satisfaction survey results

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APPENDIX A. STRATEGIC PLANNING FRAMEWORK KASKASKIA COLLEGE MISSION Kaskaskia College is committed to life-long student learning and to providing quality comprehensive education.

INSTITUTIONAL GOALS Provide a quality educational experience

Effectively manage enrollment and resources

Maximize regional integration

Engage the community

STRATEGIC PRIORITIES Revitalize technology infrastructure

Ensure shared governance and collaborative processes across divisions

Improve student retention and success Increase targeted recruitment efforts

Improve operational efficiency Invest in our employees through human capital development

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APPENDIX B. STRATEGIC PLANNING HIERARCHY KASKASKIA COLLEGE MISSION Kaskaskia College is committed to life-long student learning and to providing quality comprehensive education.

INSTITUTIONAL GOALS Derived from the mission, these are “what we do” fundamentally as an institution and the basis for all planning.

INSTITUTIONAL STRATEGIC PLAN This guides institutional operations in meeting our Institutional Goals, typically for a duration of 3 to 5 years.

STRATEGIC PRIORITIES Primary area(s) of focus during an institutional strategic planning cycle.

Annual Plan The “work” plan. Action items are developed per fiscal year based on the Strategic Priorities to carry out the Strategic Plan. Influenced by data and Ancillary Plans.

Ancillary Plans

Data

Other strategic plans both inform and are informed by the Institutional

Institutional data informs all

Strategic Plan (e.g. Strategic Enrollment

planning activities

Management Items from Ancillary plans

(e.g. assessment data).

are considered for inclusion in the annual plan).

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SPRING & SUMMER 2019

APPENDIX C. STRATEGIC PLANNING TIMELINE Spring 2019 • Mission/Vision/Values: Initial review by committee of faculty and staff • Institutional Goals/Commitments: Initial review by committee of faculty and staff • Strategic Enrollment Management (SEM) plan developed and implemented o Subcommittees begin meeting to initiate plan Summer 2019 • Assessment Plan revised and implemented o Instructional units complete preparation and planning for 2019-2020 academic year o Co-curricular units begin preparation and planning for 2019-2020 academic year • Mission/Vision/Values: Proposed by committee of faculty and staff •

Institutional Goals: Proposed by committee of faculty and staff

September 2019 •

•

Listening Sessions: gathering of stakeholder feedback o

Student Forum

o

Community Engagement Meetings begin

Risk Assessment: Initial Risk Assessment Committee Meeting o

Process established for assessing risks to the institution

October 2019 •

Strategic Plan: Quality Council discusses process for developing institutional

FALL 2019

strategic plan, how all operation plans will link to the strategic plan, use of assessment data, and budgeting timeliness •

Mission/Vision/Values: Finalized by Quality Council

•

Institutional Goals: Finalized by Quality Council

•

Risk Assessment: Compile and assess major institutional risks

November 2019 •

Mission/Vision/Values: First reading by Board of Trustees

•

Institutional Goals: First reading by Board of Trustees

December 2019 •

Strategic Plan: Quality Council finalizes process for developing institutional strategic plan

•

o

Divisional Planning Teams begin work to develop strategic priorities

o

Discussion of integrating ancillary plans with Strategic Plan

Master Facilities and Improvement Plan: Initial meeting of committee o

Development of process and schedule

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SPRING 2020

January 2020 •

Mission/Vision/Values: Approval by Board of Trustees

•

Institutional Goals: Approval by Board of Trustees

•

Strategic Plan: Quality Council finalizes strategic initiatives

•

Master Facilities Plan: Committee continues work

•

o

Listening sessions for various stakeholders

o

Feedback recorded and analyzed

Policy: Institutional policy regarding planning drafted

February 2020 •

Strategic Plan: Quality Council finalizes Strategic Plan and solicits feedback from stakeholders, Informational to Board of Trustees

•

Master Facilities and Improvement Plan: Draft presented to Board of Trustees

•

Policy: Approval of strategic planning policy by Board of Trustees

March 2020 •

Strategic Plan: Approval by Board of Trustees

•

Master Facilities and Improvement Plan: Approval by Board of Trustees

•

Master Information Technology Plan: Informational to Board of Trustees

•

Planning: Work to ensure alignment of ancillary plans to Strategic Plan

April 2020 •

Master Information Technology Plan: Approval by Board of Trustees

•

Annual Plan: Development of annual plan for FY 2021 based on new Strategic Plan

May 2020 •

Annual Plan: Approval of FY 2021 annual plan by Board of Trustees

Strategic Plan to be in effect July 1st, 2020 July 2020 •

Annual plan: FY2021 Annual Plan in effect

August-September 2020

FALL 2020

•

Assessment: Activities now aligned to new annual planning cycle o

Analysis of prior-year assessment data

o

Prior-year Annual Assessment Report finalized by respective departments and divisions; current year assessment plans finalized

•

Environmental Scan: process initiated

October-November 2020 •

•

Annual Plan: Activities now aligned to new annual planning cycle o

Quality Council formally assesses the effectiveness of the FY2020 Annual Plan

o

Planning Teams meet to begin determining action items for FY2022

Assessment: Program Review are completed by designated department/division representatives

December 2020

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•

Annual Plan: Planning Teams finalize preparations for January-February planning for FY2022

January-February 2021 •

Annual Plan: Activities now aligned to new annual planning cycle

SPRING 2021

o

Planning Teams meet to propose action items and priorities for development of the FY2022 Annual Plan

o

Budget managers for department/divisions begin completing applicable budget requests based on planning team recommendations

March 2021 •

Annual Plan: Quality Council prepares a draft of FY2022 Annual Plan based on proposed action items and priorities

April 2021 •

Annual Plan: Quality Council finalizes FY2022 Annual Plan based on proposed action items and priorities

•

Board of Trustees reviews Annual Plan

May 2021

SPRING 2022

FALL 2021

•

Annual Plan: Board of Trustees approves Annual Plan for FY2022

July 2021 •

Annual plan: FY2022 Annual Plan in effect

August-December 2021 •

Annual Planning Cycle continues for FY2022

Spring 2022 •

Annual Planning Cycle continues for FY2022

March 2022 •

Strategic Plan: Quality Council initiates process for the 2024-2029 Strategic Plan

SPRING 2023

FALL 2022

July 2022 •

Annual plan: FY2023 Annual Plan in effect

August-December 2022 •

Annual Planning Cycle continues for FY2023

Spring 2023 •

Annual Planning Cycle continues for FY2023

March 2023 •

Strategic Plan: 2024-2029 Strategic Plan approval by Board of Trustees

Strategic Plan 2024-2029 to be in effect July 1st, 2024

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APPENDIX D. STRATEGIC PLANNING STAKEHOLDER ENGAGEMENT* * To review minutes of stakeholder sessions, please contact the Office of Institutional Effectiveness Community Engagement Meetings •

Trenton

•

Greenville

•

Vandalia

•

Nashville

•

Salem

Presidential Student Forums •

Spring 2019

•

Fall 2019

Advisory Board Meetings Divisional Planning Meetings •

Executive

•

Instructional Services

•

Student Services

•

Administrative Services

President’s Report to the Community Distribution •

County Board Chairmen

•

State Legislative Representatives

•

K-12 School Board Presidents/Chairmen

•

K-12 School District Superintendents and Principals

•

South Central Illinois Growth Alliance (SCIGA) attendees and invited guests

• 20

City Council Members for larger towns in district

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APPENDIX E. STRATEGIC PLANNING PROCESS VISUALIZATION Strategic Planning Process Initiated by Quality Council Data Gathering and Analysis

Every 3-5 years •

Data Gathering and Analysis Quality Council and Planning Teams

• •

• Conduct/review Environmental Scan

Quality Council Mission: What is our purpose? Who do we serve?

Vision: Where do we want to be in 3-5 years?

Values: What are our organizational values and operating principles?

After review by Quality Council, send to Board of Trustees for first reading and solicit stakeholder feedback.

• Review of internal data and analysis o Institutional Research Data o Assessment Data o Program Review o Stakeholder Feedback

Review Institutional Goals

• Review of prior Strategic Plan

Quality Council and Planning Teams

• Review of ancillary plans • Develop a report containing o Gap Analysis

•

o SWOT Analysis o Trends in higher education o Current best practices in higher

Have our goals changed? Refine, revise, or replace current institutional goals

After review by Quality Council, send to Board of Trustees for first reading and solicit stakeholder feedback.

education o Current standing of Kaskaskia College relative to peer institutions

Strategic Priorities Quality Council and Planning Teams • Throughout the institutional strategic planning process, resources from the data gathering and analysis step are consulted. represented by:

• •

After review by Quality Council, send to Board of Trustees for first reading and solicit stakeholder feedback.

Annual Planning and Assessment Processes With strategic planning process cycle complete, planning continues with Annual Planning Process and Assessment Processes until Quality Council again

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initiates the institutional strategic planning process.

What do we need to prioritize to achieve our vision?

Align priorities with institutional goals Determine potential Key Performance Indicators (KPIs)

Finalize Strategic Plan Quality Council and Board of Trustees • • • •

Establish budgetary support parameters First reading by Board of Trustees Solicit stakeholder feedback Approval by Board of Trustees

APPENDIX F. ANNUAL PLANNING TIMELINE August - September Prior-year assessment data collected as part of the Assessment Implementation Cycle are analyzed by respective departments and divisions

Prior-year Annual Assessment Report finalized by respective departments and divisions, current year assessment plans finalized.

October - November Quality Council reviews institutional goals, strategic priorities

Quality Council formally assesses the effectiveness of the prior-year Annual Plan, including a review of KPIs and accomplishments

Planning Teams meet to begin determining action items for next fiscalyear Annual Plan

Annual Program/Discipline Review Reports are completed by designated department/division representatives

December Quality Council reports progress of current fiscal-year Annual Plan to Board

Planning Teams finalize preparations for January-February planning

January - February Planning Teams meet to propose action items and priorities for development of the next fiscal year Annual Plan

Budget Managers for department/divisions begin completing applicable budget requests based on planning team recommendations

March Quality Council prepares a draft of next fiscal year Annual Plan based on proposed action items and priorities

Quality Council reports progress of current fiscal-year Annual Plan to Board

April Quality Council finalizes next fiscal year Annual Plan based on proposed action items and priorities

Board of Trustees reviews Annual Plan

Stakeholder Feedback solicited for Annual Plan

May Board of Trustees approves Annual Plan

June - July Implementation of Annual Plan for fiscal year

Quality Council reports progress of the now prior fiscal year Annual Plan to Board of Trustees

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APPENDIX G. QUALITY COUNCIL AND PLANNING COMMITTEES Quality Council The Quality Council serves to provide institutional leadership and governance for college planning and reports to the College President.

Essential Functions • • • • • • •

Governance of institutional planning activities, including approving recommendations of strategies, priorities, processes Coordinate strategic planning efforts among the Executive, Administrative, Student Services, and Instructional Services divisions Ensure productivity regarding plan action items Ensure effectiveness of assessment efforts Prioritization of plan action items Communicate relevant planning and assessment information to stakeholders Review/approve additions and changes

2019-2020 Membership George Evans

President

Janet Fontenot

Institutional Assessment Coordinator

Ashley Becker

Vice President of Instructional Services

Amy Troutt

Dean of Enrollment Services

Susan Batchelor

Vice President of Student Services

Laura Vahlkamp

Director of Academic Center for Excellence

Judy Hemker

Vice President of Administrative Services

Jill Hercules

Director of Human Resources

Johnny Matthews

Chief Information Officer

Catherine Quick

Executive Assistant to President

Kellie Henegar

Dean of Arts and Sciences

Sharon Elwood

Faculty

Julie Obermark

Dean of Health Sciences

Angenien Huffstutler

Faculty

Nicolas Farley

Dean of Career and Technical Education

Alan Boerngen

Associate Dean of Institutional Assessment

Julie K. Littrell

Faculty

Kelli Malone

Faculty

Planning Teams The Quality Council Planning Teams perform planning work under the direction of the Steering Committee. Each division (Executive, Administrative Services, Instructional Services, Student Services) has a planning team, and membership includes representatives from the respective divisions.

Essential Functions • • •

Collaboration in the development of the Strategic Plan (e.g. during planning days) Propose strategies, action items, and priorities for consideration by Steering Committee Communication of planning to peers

Subcommittees Some functions may require specific skill sets, and ad hoc subcommittees may be formed to accomplish these functions. Membership can include individuals not serving on the Quality Council. These subcommittees can be standing committees or formed as needed to complete a specific project. Subcommittees report to the Steering Committee.

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APPENDIX H. DATA SOURCES UTILIZED* * To review data sources, please contact the Office of Institutional Effectiveness •

Kaskaskia College Student Satisfaction Survey 2018 and 2019

•

Noel Levitz Climate Survey 2019

•

Kaskaskia College Education Center Survey 2019

•

National Community College Benchmark Project Data

•

Kaskaskia College Customer Service Survey

•

Student Forum Meeting Minutes

•

Community Engagement Meeting Minutes

•

Higher Learning Commission (HLC) Request for Public Feedback

•

HLC Student Survey (as part of the CQR process)

•

Workforce Innovation and Opportunity Act (WIOA) Employment Projections

•

Institutional Risk Assessment Committee Data

•

Assessment Data o

Instructional Units

o

Non-instructional Units

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GLOSSARY OF TERMS Action Item: A specific activity or project on a plan that serves to meet institutional goals and/or strategic priorities.

Ancillary Plans: Other strategic plans both inform and are informed by the Institutional Strategic Plan (e.g.

Strategic Enrollment Management Items from Ancillary plans are considered for inclusion in the annual plan).

Annual Plan: The “work” plan. Action items are developed per fiscal year based on the Strategic Priorities to carry out the Strategic Plan. Influenced by data and Ancillary Plans.

Assessment Implementation Cycle: A period of time for which assessment data are collected and analyzed, from which action plans are developed and reported.

Continuous Improvement: An ongoing process of using data to evaluate operations, initiating improvements based on data, and using data to evaluate improvements.

CQR Process: Comprehensive Quality Review Process, a comprehensive evaluation of the institutional conducted in the final year of an accreditation cycle.

HLC: Higher Learning Commission, the regional accreditor of Kaskaskia College.

Institutional Goals: Derived from the mission, these are “what we do” fundamentally as an institution. These goals are the basis for all planning at the institution.

Institutional Strategic Plan: An overarching document that guides institutional operations in achieving the Institutional Goals. Typically, these plans are for a duration of 3 to 5 years.

Key Performance Indicators (KPI): A value that measures how effectively an organization is achieving its goals and/or outcomes.

Outcome: The result or expected outcome following the completion of an action or intended action. Outcomes are specific, measurable, achievable, realistic, and timely.

Planning Cycle: A period of time for which plans are developed based on data analysis, actions carry out the plans, and effectiveness of the plans is assessed.

SCIGA: South Central Illinois Growth Alliance, a non-profit organization committed to initiatives that grow the fivecounty region.

Shared Governance: A process by which various stakeholders make contributions to decision-making at an institution.

Strategic Priorities: Primary area(s) of focus during an institutional strategic planning cycle.

WIOA: Workforce Innovation and Opportunity Act, an act designed to help job seekers access employment, education, training, and support services to succeed in the labor market.

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WHO WE DO IT FOR

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