2010 WASC Academic Resource Conference Collaborative Strategic Planning for Organizational Sustainability: Case Studies of Implementation at Diablo Valley College and Dominican University of California

WASC Academic Resource Conference Overarching Theme How to effectively link strategic planning with resource allocation to achieve a financially sustainable institution and best serve students.

WASC Academic Resource Conference Common Goals and Approach Inclusive process Outcome to include roadmap and accountability WASC imperative Optimize student experience Linked to resource allocation

WASC Academic Resource Conference Differences in Approach How to effectively link strategic planning with resource allocation to achieve a financially sustainable institution and best serve students. Diablo Valley CollegeDominican University of California Resource management paradigm Required to provide services to more students with same level of resources Focus on increasing total number of students; increases resources OwnershipInternally ownedJointly owned by trustees and faculty/staff RationaleIntegrating evaluative processes to planning activities Development of school-centric model Strategic modelCrisis managementControlled growth Implementation oversight Integration Council - internalSIP Task Force – trustees and faculty/staff

WASC Academic Resource Conference Best Practices Inclusive/collaborative approach Appropriate people at the table Transparency Standardize Clarity/consensus of priorities Data-based decision making Assessment/evaluation of process

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12 Strategic Institutional Planning Process

13 Strategic Institutional Planning Process Phase 1 (SIP 1) –Articulation of Guiding Premises Mission, Vision, Core Values (MVV) Deployed to Schools and Organizational Units Phase 2 (SIP 2 = SAP) –Strategic Academic Planning by Schools Guided by University’s MVV and School’s SWOT Analysis Phase 3 (SIP 3) –Strategic Planning by Academic Support, Student Services, and Institutional Support Units Guided by University’s MVV, Schools’ SAPs, and Unit’s SWOT Analysis –Strategic Initiatives, Action Plans, Five-Year Financial Plan

14 Visioning Exercise Twelve visioning sessions during December 2008-February 2009 Methodology –Participants wrote on Post-It ® pads their vivid descriptions of their vision for Dominican by the year –Using the Affinity Diagram method, the participants clustered the different ideas into categories or themes. –Facilitator led a discussion of the themes and the development of a vision map that presents the participants’ understanding of the relationships among the vision themes. Outcomes –72 vision themes for further analysis and integration

15 Vision Themes

16 Strategic Academic Planning Steps

17 Goals, KPIs, Strategic Initiatives

18 Action Plan Summary

19 Responsibility Center Management Responsibility Center Management (RCM) is the management framework to link academic planning and resource allocation to enable the University to achieve academic goals and the Strategic Institutional Plan. RCM seeks to promote the broadest possible stewardship of the University’s financial resources (“subsidiarity”). The primary goals of RCM are: –To encourage and reward innovation, creativity, and efficiency. –To enhance Dominican’s capacity to generate additional revenues in support of scholarship, program, development, and other academic initiatives.