ACCCA and Long Range Strategic Planning For purposes of the Board’s discussion, these are initial observations from Susan Bray and Brian Lofman

Observations of the Current Process Annual planning review of on-going goals with progress updates at each board meeting Yearly assessment of objectives based on established activities Unaccomplished goals generally are moved to the following year Short term view with little discussion of long range vision No concrete link to responsibility of board members to accomplish objectives Little consideration of strategy, stakeholder perspectives or national trends No link to human resource requirements to accomplish objectives Little useful data emerges from annual member survey to inform decisions

Missing Key Components to Effective Long Range Planning? A long term vision Identifying and understanding the internal and external stakeholders Identifying strategies to accomplish objectives and meet stated goals Separating the Operational plan from the Strategic plan Identifying state and national trends impacting goals/objectives Consideration of a multi-year planning format Identifying quantified goals

Identifying Stakeholders CONTRACTUAL RELATIONSHIPS ACBO Contractual relationship to provide services but also a relationship that is collaborative. Benefits include increasing visibility of ACCCA among CBOs while establishing a sustainable revenue stream to support ACCCA activities and providing a financial perspective on the ACCCA Board. Note that the current MOU that guides the relationship is currently under re- negotiation. ACHRO-EEO Originally a collegial, collaborative relationship, now also contractual to provide professional development management services for their ACHRO Leadership Academy. Benefits include increasing visibility of ACCCA among Human Resource officials. Provides a small revenue stream. ACCJC Originally collegial but rarely collaborative, now also a contractual relationship to provide event management services for a single event—a statewide annual conference in the spring of 2017. The benefits are both financial ($15,000 in new revenue) and from a visibility standpoint, this relationship positions us to be more visible in the state among our core members while helping to provide a valuable training program to administrators.

Relationships, continued… COLLEGIAL AFFILIATES/COLLABORATORS CCCCO--Establishing and maintaining a productive relationship with the Chancellor’s Office is essential to our operation. Currently we serve on the IEPI Advisory Board and the Consultation Council. CCLC--The League and ACCCA are collaborating with the Chancellor to develop a professional development and CEO Leadership Pathway that links existing programs, develops new programs and establishes access to training from entry to Chancellor

Relationships, continued… COLLEGIAL AFFILIATES-LITTLE COLLABORATION CIOs--Although Instructional Officers and personnel are a large segment of the membership, we are not as involved with them as we should be. We currently rely on the instructional board reps to report on their behalf and convey information. CSSOs--The same for the Student Services professionals. We also rely on the board reps to keep us informed and relay our information to them. CCPRO--We are somewhat more involved with the CCPRO organization thanks to historically strong representation on the Board and we also sponsor and present at their conference. APHAE—We are also better involved with APAHE including our recruitment efforts at their conference. RP Group—This would be an excellent group to be involved with, and we do sponsor and recruit at their conference, but we need to explore other opportunities for collaboration.

SWOT Analysis: STRENGTHS Professional Development: Image as a leader in the State on Professional Development programs Advocacy: Independent voice for Administrators; only member supported organization for administrators with a PAC Communications: Newsletter, weekly legislative reports and a wide distribution Affiliate Relations: Collaboration with other groups which has the potential to generate members Membership: A diverse membership representing all levels of administration, business and retired members.

SWOT Analysis: WEAKNESSES MDC is currently in transition when it is most needed. As a commission it lacks focus and sustainable leadership to stay competitive in a growing professional development market. Under-utilization of the PAC and CFLA Participation or energy with regard to accomplishing objectives/goals and developing content for programs and publications is limited to a handful of core volunteers. Insufficient staffing to address opportunities with affiliates and partners as well as lack of policies and process to guide collaborative efforts Lack of a real marketing campaign to engage new members, and the need for clarity in recruitment and marketing messages

SWOT Analysis: OPPORTUNITIES The relaunch of Admin 201 and establishing ACCCA in the Leadership Pathway for California The campaign to extend Prop 30 and continue to address the 50% law with faculty colleagues will energize the PAC Development of a Statewide Editorial Board to engage affiliates and provide a valuable resource to administrative groups ACCJC Annual Conference and potential for AACC and Aspen Institute connections An estimated 1500 potential members and connecting with new affiliate groups

SWOT Analysis: THREATS Lack of volunteer involvement to generate content/contribute ideas/do the work An underfunded and ineffective PAC Mediocracy in program and publication content Current system rift with the ACCJC Demographic shift in administration translating into a loss of the traditional member culture increasing the difficulty of recruitment Inability to gather useful data through existing database and member survey instruments

Next Steps/Thoughts?