STRATEGIC PLAN 2010‐2015: UPDATE APRIL 2012
The current strategic plan was approved by the membership in its April 2010 meeting. This document contains progress made on each of the objectives established in that plan for 2011 and 2012, as well as recommended future actions by the executive committee. The entire plan will be reviewed and updated in 2012‐13.
STRATEGIC DIRECTION 1
Increase the number of African Americans in executive‐level leadership positions in community colleges while providing support for currently serving CEOs.
Objective 1.1 Identify funding sources for expansion of the Lakin Institute.
2011 Over the past three years, we have received corporate funding totaling approximately $12,000 (Capella University and TMA Risk Management). Additionally, host institutions have contributed more than $30,000 in financial resources and in‐kind services to support the Institute.
2012 Honeywell corporation has committed $2700 to support the organization in Spring 2012.
Action Continue to solicit funding and explore new revenue streams to sustain the Institute.
Objective 1.2 Build an organizational system that links the NCBAA Mid‐level Managers Institute with the Lakin Institute.
2011 For the past two years, both Institutes have shared the same dates, location, and resources, including senior‐level faculty, coordination of activities, and support by the host institution. The partnership has evolved such that joint programming has proven beneficial to the ongoing offering of the Lakin Institute. None of this would have been possible if not for the visionary leadership of NCBAA and the Presidents’ Round Table.
2012 The organizational system has been built.
The coordinators of both professional institutes are developing a working plan to provide information about career opportunities to NCBAA participants.
Objective 1.3 Provide formal professional development activities for CEOs in their first CEO position and continuing professional development activities for continuing CEOs.
Each year at PRT’s two annual meetings (April and October), a committee led by Dr. Ned Doffoney has prepared and presented a professional development offering for all in attendance. Some examples have included emergency preparedness and crises management, knowing when it is time to leave, and change management.
2011 In 2010, the first New CEO Institute was held, coordinated by Drs. Russell Glover and Jerome Hunter. Nine new presidents accepted the opportunity to participate, and seven actually attended the 2 ½ day workshop focusing on the joys, opportunities, and challenges of new institutional leadership and first presidencies. The activity was held in conjunction with the Lakin Institute hosted by Houston CCS.
2012 In 2011, a session for new CEOs was held as a part of the professional development activity held in Detroit in October of 2011. Sessions were also offered on the completion agenda and closing the achievement gap. In an effort to provide a written resource that can provide support for the membership in a variety of areas, the organization published The Chocolate Truth: Narratives of Community College CEOs in March of 2012.
Objective will continue with an emphasis on broadening the level of participation.
Objective 1.4 Provide safe spaces for members facing challenging issues to decompress and obtain support and feedback.
This has been provided through the bi‐annual meetings of the Presidents’ Round Table, as noted in Objective 1.3, Progress. Additionally, the networking session of the meetings allows for the sharing of challenging issues and access to advice/guidance by senior presidents.
Continue to implement this objective. Develop a tool to assess any specific issues or topics that need to be addressed.
STRATEGIC DIRECTION 2
Enhance the access and success of African American students in community colleges through continued implementation of the African American Male Initiative.
Objective 2.1 Seek continuous funding for the initiative.
2011 Preliminary proposals were submitted to Chevron, Lumina and the Knight foundations. Nationwide Insurance, Frito Lay, Chevron and Oracle corporations have been approached for specific events and/or projects.
2012 Conversations with Lumina have come to an impasse regarding identifying a partner foundation. AT&T may commit to co‐funding on‐going efforts. Nationwide, Chevron and Frito Lay are still pending based on fiscal and programmatic funding cycles for 2012‐13. The Knight Foundation has declined an invitation to participate and fund. We anticipate a conversation with the Kresge Foundation over the next several weeks.
Future Continue to seek funding for this initiative.
Objective 2.2 Identify exemplary programs throughout the country and develop and disseminate a compendium of best practices.
2011 First iteration of the compendium is complete.
2012 No action took place during this period as we sought a research university sponsor.
No further action is contemplated on this item as the strategy has been shifted to include re‐ establishment of a national data repository.
Objective 2.3 Develop a national retention/educational success program for African American males using PRT member organizations.
2011 A uniform set of data elements has been established.
2012 The data elements have been modified and refined. And, a research university sponsor and partner (Cal State Fullerton, Cappela University as a backup)) have been secured.
10‐15 PRT member colleges will be asked at the April PRT meeting to participate in a program during the 2011‐12 academic year.
Objective 2.4 Evaluate and assess the program for continuous improvement and enhancement.
2011 Evaluation tools are in the process of being designed.
2012 Given the newly formed relationship with CSUF, the evaluation process is being modified and expanded. The evaluation component should be available by May 30, 2012.
Both periodic (quarterly) and summative assessments will be conducted. Key performance indicators will serve as the basis for evaluation, and improvements/adjustments will be made as a result of findings to close the feedback loop.
STRATEGIC DIRECTION 3
Implement measures to ensure the financial viability and independence of the organization.
Objective 3.1 Identify and implement a financially viable membership dues structure. Progress 100% completed. The PRT approved a restructure of dues at its fall 2009 meeting with several minor revisions during the fall 2010 meeting. The new structure has four levels of membership and four categories of membership.
A periodic review of fee schedule will be performed to insure organizational vitality.
Objective 3.2 Seek and obtain corporate members.
2011 Some progress has been made. Johnson Controls, Inc. has made a generous donation to support the PRT during 2010‐11. This donation was never received.
2012 Honeywell has committed $2700 to support PRT activities at the AACC convention.
All CEOs are encouraged to seek corporate sponsorships to support PRT events/workshops/efforts
Objective 3.3 Obtain 501 (c) 3 status.
2011 Not completed.
2012 This idea has been abandoned. The membership voted to move organizational funds from college accounts to a national bank.
Objective 3.4 Obtain 90% membership of African American CEOs.
2011 51% of eligible African American CEOs are paid members of the PRT for the FY 2010‐11.
2012 45% of eligible African American CEOs are paid members of the PRT for the FY 2011‐12. CEOs receive four emails during the course of the year encouraging their membership: May 1st ; September 1st ; November 1st , and January 1st .
Develop concerted efforts to increase the percentage of paid memberships.
Objective 3.5 Develop a marketing strategy to generate substantial revenue.
2011 Partially completed. A letter and membership information was developed in May 2010 for all CEOs to consider using with their corporate contacts.
2012 This information is sent to all CEOs each May for the upcoming fiscal year and highlighted at the April and October business meetings.
Continue this objective with an emphasis on the exploration of a significant capital campaign and other revenue streams.
STRATEGIC DIRECTION 4 Ensure the operational effectiveness, continuous improvement, and visibility of the organization.
Objective 4.1 Identify resources to fund administrative staff and support personnel to assist in advancing the vision, mission, and strategic directions.
2011 An effort is underway to increase the operating budget to a minimum of $200,000. Once that goal is achieved, the executive committee will develop a plan for hiring staff.
2012 Three individuals have been hired to work on specific tasks: edit the newsletter; coordinate the directory; and serve as graphic artist for both publications.
The executive committee will continuously assess the work tasks associated with the operations of the organization and its strategic plan to determine value and feasibility of the various tasks.
Objective 4.2 Develop a regular cycle of strategic plan development and review of progress toward objectives.
2011 The process began in the spring of 2010, and the first progress report will be made to the membership in its April meeting and placed on the PRT website.
2012 The executive committee will complete the second progress report and present it to the membership at the April 2012 meeting.
Review the plan in the 2012‐13 year and update goals and objectives to reflect current reality.
Objective 4.3 Take deliberate actions to strengthen the relationship with NCBAA.
2011 Considerable progress has been made in this area. For two consecutive years, the NCBAA and the PRT have jointly conducted their training institutes and shared resources. In so doing, both organizations continue to have reports in each other’s meetings. The chair of the NCBAA is a member of the PRT and participates in its meetings. The PRT has a representative on the NCBAA board. In 2010, the two organizations along with their Asian and Hispanic counterparts submitted a proposal to AACC on the association’s role in equity for community college students and employees from the viewpoint of leaders of color.
2012 PRT and NCBAA held institutes at the same time in Detroit in fall 2012. Other activities continued as well. In addition, PRT members presented and participated in planning the NCBAA regional conferences.
Continue to plan and implement action‐oriented initiative to foster interaction and bring collegiality between PRT and NCBAA.
Objective 4.4 Review biennially and abide by newly established constitution and by‐laws.
2011 Developed in 2008‐09, the constitution and by‐laws were reviewed and amended in 2009‐10. Another review is scheduled for 2011‐12.
2012 A review of the document was conducted, and Article VI: Terms and Election of Officers was amended to include electronic voting as an option.
Continue annual review of the constitution.
Objective 4.5 Ensure that members are actively involved in AACC, NCBAA, and other national boards to secure a voice for the organization.
2011 Although a formal listing is not kept, PRT members are well represented at the national level. In 2009‐10, more than one‐third of the members of the AACC board of directors were PRT members; numerous members serve on AACC commissions. Members are also serving on the ACE board of directors as well as a number of its commissions. Several members serve on committees including the following: White House Commission on Historically Black Colleges and Universities, Congressional Advisory Committee on Student Financial Advisory Committee. Members will be surveyed as to their participation within the next year.
2012 High levels of participation continued during this period. Future Action Develop a comprehensive roster of PRT involvement of national boards and other governance bodies.
Objective 4.6 Provide consistent and periodic training for the PRT membership to ensure high levels of in‐house leadership and succession planning.
2011 This objective is still in conceptual stage of planning. Executive committee will solicit PRT members to formulate a team to address this initiative.
2012 No formal actions were taken on this objective. The only position that has succession planning built in is the Lakin Institute Coordinator which has a lead person with an “assistant” who moves into the position after the term of the lead has been completed.
Develop a plan.