Planning for the Future of Wyoming's Community Colleges

							Planning for the Future of
Wyoming’s Community Colleges
Wyoming Community College Strategic Plan


JULY 2009




DRAFT 2



Amanda Richards
Laurel Sipes
Carol Studier
Sandra Staklis
Beverly Farr
Laura Horn




MPR Associates, Inc.
                                                                              INTRODUCTION   1




Introduction

    With the national spotlight on community colleges, Wyoming is poised to become a
    leader through its efforts to align the programs of its seven community colleges with
    defined state interests. As local economies become more globally focused and
    knowledge-based, community colleges have become a critical focus for postsecondary
    access. Recognizing the importance of these institutions, President Obama has
    appointed a community college chancellor as undersecretary of education and moved
    community colleges to the forefront of his administration’s higher education policy.

    Wyoming community colleges offer students a high-quality education, and both they
    and the state benefit. The community colleges serve multiple missions and
    constituents, from high school students seeking college-level courses to adults
    needing basic literacy skills. As noted in the Wyoming Community College
    Commission’s (WCCC) Annual Report—2008 “There really is no ‘typical’
    community college student” (WCCC n.d.-d, p. 3). Community colleges can mean
    the difference between a dead-end job and skilled employment capable of supporting
    a family, or between an affordable college education and one ending in debt that
    takes years to pay off. Community colleges are an essential feature of a state’s
    workforce development system.

    With a system that provides multiple modes of learning—traditional classrooms,
    distance education, program partnerships with business and industry, attending more
    than one college to accelerate or enhance a program—and then evaluates what works,
    Wyoming stands to expand access to postsecondary education and truly elevate the
    education of its citizenry.


Planning in a Time of Economic Scarcity
    Recent Wyoming legislation, HEA 121, mandates the development of a strategic
    plan to create a statewide community college system to set priorities for state
    funding. The bill was conceived and written before the stock market collapse,
    however, when state surpluses were large and expectations high that state funding
    might increase to permit program expansion and capital construction. Unfortunately,
    the law is being implemented during proposed budget cuts, and state resources are
    limited.
 2   INTRODUCTION


     It can be argued, however, that a time of economic scarcity increases the urgency to
     establish a comprehensive statewide community college system, one that introduces
     efficiencies and cost-saving measures and yet continues to preserve program
     excellence, serve all students effectively, and create the programs necessary to
     strengthen the state’s economy.


Taking Wyoming Community Colleges from Good to Great
     This report offers a plan to establish a statewide community college system. It is
     ambitious but attainable. It underscores the importance of fostering communication
     between college leaders and the Wyoming Community College Commission
     (WCCC), the state’s decision-making body. Although based on state interests, the
     plan incorporates the unique contributions of each college and recognizes the need to
     maintain its specific community focus.

     We know that Wyoming’s community colleges have been successful over the years,
     outperforming community colleges nationwide on a number of indicators, including
     graduation rates. When they complete their programs, Wyoming community college
     students are likely to find good jobs related to their field of study. We also know that
     Wyoming’s economy has thrived on its extractions industries and enjoys the lowest
     unemployment rate in the nation. At the same time, Wyoming has not been immune
     to the recent economic downturn and remains vulnerable to the “boom and bust”
     cycle of energy needs. Limited resources now require a new approach to maintaining
     the state’s high level of postsecondary education.

     A statewide community college system is pivotal to this effort. This Wyoming
     Community College Strategic Plan provides the framework for developing such a
     system. It provides the foundation for operational planning in the form of policies
     that serve the state’s interests, set goals, and define strategies for achieving the goals.
     The plan both differentiates individual colleges through their signature programs and
     integrates them by proposing common admissions and standard coursework. It calls
     for an efficient use of resources by eliminating unnecessary redundancies, while
     recommending incentives to the colleges for developing innovative new programs
     that serve the state’s interests.

     Critical to the plan’s success is breaking down the barriers between the colleges and
     Wyoming Community College Commission. Therefore, the plan specifies clear
     criteria for program approval by the Commission and calls for adequate resources to
     fund those programs. Achieving an effective statewide community college system
     requires a long-term commitment from all constituents, including the Commission,
                                                                                     INTRODUCTION   3


    the colleges, the state, business and industry, and the public. With such
    commitment, an integrated system can elevate Wyoming community colleges from
    “Good to Great.”


The Mission
    The mission for the Wyoming system of community colleges represents the diverse
    services and opportunities colleges offer to their communities, individuals, and the
    state.

            Wyoming community colleges provide dynamic lifelong learning
            environments through higher education, workforce development,
            innovative partnerships, and civic and global engagement that lead to
            responsible citizenship and economic, social, and cultural prosperity.


The Strategic Plan Framework
    A successful strategic plan is grounded in data and the meaningful involvement of all
    stakeholders in the process and its outcomes. This plan was conceived and rooted in
    data and information collected from the community college stakeholders and
    developed under the guidance of an Advisory Council representing multiple
    constituencies, including the colleges, legislators, the WCCC, business, and the
    public.

    State Interests and Strategic Objectives
    The plan is framed by five state interests and built on eight strategic objectives, each
    of which falls within one or more state interests. Exhibit 1 illustrates the link between
    state interests and objectives.

        State Interests
        • Educated citizenry: Increase the educational attainment of Wyoming residents
          by offering access to a wide range of educational, training, and cultural
          programs.
        • Diversified economy: Contribute to the diversification of Wyoming’s economy
          by supporting the expansion of business and industry into new areas.
        • Workforce development: Respond to the needs of existing and emerging
          industries by providing a well-prepared and well-trained workforce.
4   INTRODUCTION


        • Efficient and effective systems: Maximize return on investment by
          implementing system-wide efficiencies to enhance community college
          operations.
        • Accountability and improvement: Improve the educational success of
          Wyoming residents by measuring outcomes and responding to findings,
          whether negative or positive.
        Strategic Objectives
            1.     Student access and success
            2.     Quality programs
            3.     Distance learning
            4.     Alignment of programs and workforce opportunities
            5.     Partnerships
            6.     Coordination and collaboration
            7.     Adequate resources
            8.     System of continuous improvement


    Exhibit 1. Strategic Objectives Support State Interests

       State Interests                               Strategic Objectives
       Educated citizenry                            Student access and success
                                                     Quality programs
                                                     Distance learning
                                                     Alignment of programs and workforce
                                                     opportunities
       Diversified economy                           Partnerships
                                                     Alignment of programs and workforce
                                                     opportunities
       Workforce development                         Alignment of programs and workforce
                                                     opportunities
                                                     Partnerships
                                                     Student access and success
       Efficient and effective systems               Coordination and collaboration
                                                     Distance learning
                                                     Quality programs
                                                     Adequate resources
       Accountability and improvement                Adequate resources
                                                     System of continuous improvement
                                                                                 INTRODUCTION   5




The Details
     The remainder of the report is organized into five chapters. Chapter 1 describes the
     history and governance of the community colleges. It reviews the legislation and
     statutes leading to the current bill, HEA121, which mandates a strategic plan.

     Chapter 2 profiles each of the seven community colleges and related outreach
     centers. Enrollment and completion data are analyzed, and there is a discussion of
     how community colleges benefit individuals and the public.

     Chapter 3 examines economic and employment trends in Wyoming. It looks at
     future employment projections and identifies new, emerging industries that will
     require education and training from the community colleges.

     Chapter 4 lays out the details of the strategic plan. Each Strategic Objective is
     discussed in terms of why it is important and how it will advance related state
     interests. The chapter includes recommended strategies and specific action steps for
     achieving the Strategic Objectives.

     Chapter 5 outlines priorities for implementing the strategies and action steps detailed
     in the report.