Institutional Advancement

Institutional Advancement will be involved with college-wide strategic planning, making available to the College strategic planning techniques which prove successful. College internal communities - faculty, staff, administration and students -- will all be part of a communications link concerning the College's future. Communications with external communities will also be enhanced. Institutional Advancement seeks to provide guidance, communication, and variety and depth of support for the institution. The end result will be increased support for the College.

Vision
Institutional Advancement and the College will employ a coherent model to develop, communicate and implement strategic plans.

Institutional Advancement's vision is intentionally focused on the next 24 months, knowing circumstances and needs will change. By promoting useful College planning, IA seeks to facilitate a better understanding of the College's Mission and Vision and implementation of the Mission and Vision at all levels, bringing increased benefits to the College.

Chapter 1. Current Status

Institutional Advancement
Mission: To provide ongoing leadership in planning, and to communicate and develop internal and external support for the College. Vision: Institutional Advancement and the College will employ a coherent model to develop, communicate and implement strategic plans.
Critical Success Variables	Rating of Current Performance Scale:1=poor - 5=good
Planning – Planning is long-term strategic planning of a broad scope and magnitude. For the next two years further developing a shared focus across the College will be one of IA’s primary tasks.
Partnerships/Relationships – Partnerships and relationships are crucial to the College’s success. This variable is important to the success of IA in the next 24 months because of the increased role collaboration activities are taking in COCC activities. IA will lay the groundwork for fruitful relationships for much of the College.
Internal Communications – This involves improving all forms of communication among the Board, faculty, staff, administrators and students, on a college-wide basis, and covers both operational and strategic information distribution. Communicating vision and developing common understanding is fundamental to achieving our College mission.
External Communications – This involves improving communication with entities outside of the college family concerning College activities, planning, and structure.
Funding: Increase variety and stability – As the College grows the funding needed to maintain the high level of services while meeting increased demand will require additional sources of funding, as well as increased funding from existing sources. An overarching goal of increased funding is to create funding stability to support long-term strategic planning and project implementation.
Endorsements – Public and private affirmations of support for the College include enrollment, statements of support, commitments to collaboration, funding commitments and others and are key indicators of the success of and support for the College.

Chapter 2. Future Perspective

CSV	Goals or Objectives
1. Planning	Test and evaluate a coherent model for integrated campus planning. Evaluate/Assess current planning needs Evaluate/Assess current planning processes Develop a COCC approach to integrating and communicating college-wide plans Make available college-wide training in COCC approach to planning
2. Partnerships/Relationships	Maximize the mutual return of partnerships and relationships with the College Identify and evaluate existing partnerships Identify potential desired partnerships Strengthen existing partnerships of value to College, and establish new partnerships each year in accordance with needs End completed partnerships
3. Internal Communications	Improve communication within COCC with our constituent groups Evaluate/Assess internal communication mechanisms Increase sense of affiliation with the College Enhance communication better information more timely distribution of information targeted to needs of individual groups
4. External Communications	Expand communications with external stakeholders Evaluate/Assess current external audience communication mechanisms Expand current positive media coverage Expand communications beyond the media Increase sense of affiliation of external groups with the College
5. Funding	Increase the variety and stability of funding for the College Maximize public funding from federal, state, and local entities Complete capital campaign and plan post campaign needs Increase entrepreneurial activity revenue and partnership contributions Maximize revenue from tuition and fees
6. Endorsements	Maximize the number and level of endorsements of the College Increase student enrollment Increase external endorsements of the college

CSV	Goals or Objectives	Options	Strategy
1. Planning
	Test and evaluate a coherent model for integrated campus planning. 1.1 Evaluate/Assess current planning needs 1.2 Evaluate/Assess current planning processes 1.3 Develop standard approach to planning 1.4 Offer college-wide training in standard approach to planning	1.1.1 poll Managers 1.1.2 poll department heads 1.1.3 survey college 1.2.1 internal audit of processes 1.2.2 outside consultant 1.2.3 poll department heads 1.2.4 poll Managers 1.3.1 create new approach 1.3.2 use best existing approach 1.3.3 use approach not currently used at college 1.34.1 IA train dept heads 1.4.2 use outside consultant 1.4.3 IA train trainers 1.4.4 develop self-train program for departments	1.1 poll department heads (Winter 2000) 1.2 poll department heads (Winter 2000) 1.3 use best existing approach, or a better approach not being used at college (2000-2001) 1.4 IA train dept heads (2000-2001)
2. Partnerships/ Relationships
	Maximize the mutual return of the partnerships and relationships to the College Maximize the return of the partnerships and relationship to the College	2.1.1 review contracts 2.1.2 survey the College 2.1.3 poll department heads 2.2.1 poll Managers 2.2.2 poll department heads 2.2.3 survey the College 2.3.1 increase College outreach efforts 2.3.2 diversify partnerships 2.3.3 involve more individuals from the College 2.4.1 Managers review existing partnerships 2.4.2 department heads review existing partnerships	2.1 Identify and evaluate existing partnerships conduct a comprehensive survey of the College and solicit partner evaluations (Winter/Spring 2000-2001) 2.2 Identify potential desired partnerships, (short term and long term) poll department heads, then run by Managers. Presidential sign-off (Spring 2001) Strengthen existing partnerships of value to College, and establish new partnerships each year as in accordance with needs improve & diversify College outreach utilizing more individuals from College (ongoing) 2.4 End completed partnerships Managers review list, run by department heads, Presidential sign-off (ongoing)
3. Internal Communications
	Improve communication within COCC with our constituent groups 3.1 Evaluate/Assess internal communication mechanisms 3.2 Increase sense of affiliation with the College 3.3 Enhance communication: better information more timely distribution of information targeted to needs of individual groups	3.1.1 internal audit 3.1.2 use outside consultant 3.2.1 improve information distribution 3.2.2 increase faculty, staff, administration, student interaction and joint activities 3.2.3 develop "ownership" of institution F, S, A, S involvement 3.3.1 designate individual to input critical communications to conference system - centralize 3.3.2 circulate guidelines on communications 3. 3.3 create communications task force	3.1 perform internal audit (Winter 2000) 3.2 improve communication and activities to increase "ownership" (ongoing) 3.3 centralize system and develop clear guidelines
4. External Communications
	Expand communications with external stakeholders 4.1 Evaluate/Assess current external audiences communication mechanisms 4.2 Expand current positive media coverage 4.3 Expand communication beyond media [perhaps delete, or change to focus on the value of the COCC education product] 4.4 Increase sense of affiliation of external groups with the College	4.1.1 internal audit 4.1.2 use outside consultant 4.2.1 increase contact with media 4.3.1 Increase number of events in community 4.3.2 Capitalize on 50^th Anniversary 4.4.1 improve outreach to community and fraternal organizations 4.4.2 add to distribution list for E-newsletter 4.4.3 offer tours of the college (College Ambassadors)	4.1 complete internal audit (Spring 2001) 4.2 increase number of contacts with all media (2000-2001) 4.3 Increase number of events in community (2000-2001) 4.4 improve community outreach efforts, including more speaking engagements, expanding E-newsletter list, and brining groups to the college (2000-2003)
5. Funding: Increase variety and stability
	Increase the variety and stability of funding for the College 5.1 Maximize public funding from federal, state, and local entities 5.2 Complete capital campaign and plan for post campaign needs 5.3 Increase entrepreneurial activity revenue and partnership contributions 5.4 Maximize revenue structure	5.1.1 develop relations with/ increase outreach to funding entities 5.1.2 narrow focus of fundraising efforts specific entity 5.1.3 seek 2001 –2002 biennium state appropriations 5.2.1 announce publicly 5.2.2 seek major $100K+ donors 5.2.3 end campaign and declare victory 5.2.4 develop post campaign plan 5.3.1 increase Training Center activities 5.3.2 increase BDC activities 5.3.3 increase EE activities from general instructional activities 5.4.1 increase margins on existing revenue sources 5.4.2 identify additional revenue sources 5.4.3 develop incentive program	5.1 improve relations with federal, state and local representatives in preparation for future funding push (2000-2001) 5.2 seek major donors & plan for post campaign (2000-2001) 5.3 develop a central coordination point for all College entrepreneurial activities – "Workforce Coordinator" (2000-2001) 5.4 identify additional revenue sources (ongoing)
6. Endorsements
	Maximize the number and level of endorsements of the College 6.1 Increase student enrollment 6.2 Increase general public’s endorsement of the college	6.1.1 improve recruitment material 6.1.2 recruit outside Central Oregon 6.1.3 increase coordination with high schools 6.2.1 increase contact with all media in Central Oregon 6.2.2 improve outreach to community	6.1 enhance and expand recruitment efforts (2000-2001) 6.2 improve community outreach efforts, including more speaking engagements, expanding E-newsletter list, and brining groups to the college (ongoing)

CSV	Goals or Objectives	Options	Strategy	Responsibility	Resources
1. Planning
	1.1 Evaluate/Assess current planning needs 1.2 Evaluate/Assess current planning processes 1.3 Develop standard approach to planning 1.4 Provide college-wide training in standard approach to planning			1.1 IA* 1.2 CR**	1.1 IA 1.2 CR
2. Partnerships /Relationships
	2.1 Identify and evaluate existing partnerships 2.2 Identify potential desired partnerships, (short term and long term) 2.3 Strengthen existing partnerships of value to College, and establish 6 new partnerships per year 2.4 End partnerships detrimental to College			2.1 IA/ Foundation 2.2 CR	2.1IA/Foundation 2.2 CR
3. Internal Communications
	3.1 Evaluate/Assess internal communication mechanisms 3.2 Enhance communication: better information more timely distribution of information			3.1 CR 3.2 IA	3.1 CR 3.2 IA
4. External Communications
	4.1 Evaluate/Assess current external communication mechanisms 4.2 Maintain current positive media coverage 4.3 Expand media coverage beyond the Bulletin			4.1 CR4.2 Foundation	4.1 CR4.2 Foundation
5. Funding: Increase variety and stability
	5.1 Maximize public funding from federal, state, and local entities 5.2 Complete capital campaign 5.3 Increase entrepreneurial activity revenue and partnership contributions			5.1 Foundation 5.2 IA (with coordination from Instructional)	5.1 Foundation 5.2 IA 5.3 Instructional – from impacted Departments
6. Endorsements
	6.1 Increase student enrollment 6.2 Increase media contact with, and coverage of, the college 6.3 Increase general public’s endorsement of the college			6.1 IA 6.2 CR 6.3 Foundation 6.4 Others: Ex – Enroll. Services	6.1 IA 6.2 CR 6.3 Foundation 6.4 Others

* IA = Institutional Advancement
** CR = College Relations

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