Strategic Plan for Rhode Island Campus Compact

Educating Citizens. Building Communities

Kelsey Sherman Thinking Planning and !cting Strategically "ecem#er $ %&'%

Executive Summary:
Rhode Island is the #irthplace of Campus Compact. Campus Compact (as founded #y )o(ard R. S(earer the '*th president of Bro(n +ni,ersity and

the presidents of -eorgeto(n +ni,ersity Stanford +ni,ersity and the Education Commission of the States in '.$* to support college students in,ol,ed in community ser,ice and to encourage more students to ser,e. /ounded in '..% Rhode Island Campus Compact (as esta#lished as an affiliate of the national coalition to pro,ide a ,ehicle for strategic colla#oration of institutions dedicated to the pu#lic purpose of higher education (ith the state. Today Rhode Island Campus Compact is go,erned #y an E0ecuti,e Committee comprised of college presidents representing t(o1year and four1 year pu#lic and pri,ate institutions throughout the state. Rhode Island Campus Compact 2RICC3 is currently undertaking the implementation process of a three1year traditional strategic plan. Though the organization has a great staff an inno,ati,e and ,isionary E0ecuti,e "irector and the current plan highlights all of the main functions of the organization in great detail RICC is ha,ing trou#le implementing some elements of the current strategic plan. The traditional nature of the e0isting plan causes it to #e too cum#ersome for the three1person staff of RICC to digest. RICC (ill #enefit from elements of 4a Piana5s Strategy Re,olution as it (ill help the organization #y pro,iding clarity and focus to the implementation process. This Strategic Plan is intended to supplement the e0isting traditional Strategic Plan making the e0isting plan more user friendly. This a##re,iated supplementary plan uses four elements of 4a Piana5s Strategy Re,olution to help (ith the implementation process6 2'3 an identity statement used to facilitate a re,ision of the organization5s ,ision statement 2%3 an opportunity matri0 undertaken to allo( RICC prioritize its programs and initiati,es 273 a logic model used to assess the organization as a (hole and to pro,ide a sample as to (hat future logic models (ould look like and 283 a future #usiness model created to map the ne( strategy and demonstrate to the staff ho( it (ill impact Rhode Island Campus Compact5s day1to1day operations and to help prioritize the organization5s ne0t steps.

Rhode Island Campus Compact Educating Citizens, Building Communities:

9rganizational :ission 1 ;The Rhode Island Campus Compact is a coalition of college and uni,ersity presidents dedicated to helping campus1#ased community ser,ice initiati,es.< The organization can also use its longer :ission statement ;The Rhode Island Campus Compact is a coalition of college and uni,ersity presidents dedicated to helping campus1#ased community ser,ice initiati,es coordinate organize and deepen their indi,idual and collecti,e (ork and their colla#oration (ith other ser,ice organizations in order that they might make significant positi,e impacts on student learning and the =uality of life in the state.<' on its (e#site and in other organization produced pu#lications. >ho >e !re ? RICC is a coalition of colleges and uni,ersities committed to teaching the ,alues of ci,ic engagement and pu#lic leadership. Rhode Island Campus Compact acti,ely promotes pu#lic and community ser,ice as ,ital components of higher education. RICC is committed to linking ser,ice (ork (ith increased access to higher education.% >ho >e Ser,e ? Rhode Island Campus Compact5s primary stakeholders are college and uni,ersity presidents students and faculty mem#ers. )o(e,er in order to de,elop programs and ser,ices that reach these groups RICC (orks directly (ith community ser,ice directors and other administrators on college campuses (ho coordinate ser,ice programs. In addition RICC (orks (ith #usiness go,ernment and community1#ased organizations to help facilitate colla#orati,e pro@ects (ith higher education. 7 >hy It :atters 1 >hen campuses engage (ith their communities they create a culture of ci,ic mindedness that has a lasting impact. Students recei,e real1 (orld e0perience that enriches academic learning and de,elops leadership skillsA Campuses create close ties (ith surrounding communities (hich in turn #ecome strongerA and higher education is recognized as a force of pu#lic good.8 Core Balues 1 Empo(er Enrich Strengthen /acilitate Educate Build Transform Integrate

Identity Statement and Revised Vision Statement:

! strong Bision Statement is at the cru0 of an organization5s operationsA it descri#es (hat an organization should look like at its full operating potential.
'

Taken from RICC5s (e#page. Ricompact.org Taken from RICC5s (e#page. Ricompact.org 7 Taken from RICC5s (e#page. Ricompact.org 8 !dapted from Cational Campus Compact5s (e#site.
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! (ell1crafted ,ision can #ecome a shared statement of #elief that permeates itself through all organizational stakeholders. Rhode Island Campus Compact5s Bision Statement (as (eak. It looked more like a mission statement than a ,ision statement. It lacked the future goals component inherent to a ,ision statement. ;RICC plans to #ridge the gap #et(een campus and community through a commitment to socially responsi#le ci,ic ser,ice. Community engagement is reciprocal (ith collegesDuni,ersities and communities (orking together to identify assets and sol,e pu#lic pro#lems<.* !n identity Statement (as undertaken in order to help redefine the organization5s Bision Statement. The identity statement helped the organization to further clarify (ho Rhode Island Campus Compact is the organization5s purpose and place in the state of Rhode Island and lastly to facilitate the creation of an effecti,e Bision Statement. Components of Identity Statement

We advance our mission of and seek to by serving in

RICC Identity Statement promoting community ser,ice ci,ic engagement ser,ice1learning and community1campus partnerships in higher education make significant positi,e impacts on student learning and the =uality of life college and uni,ersity presidents faculty staff and community1#ased organizations Rhode Island a range of programs that focuses on student outcomes and institutionalization of community and ci,ic engagement an intermediary organization to support mem#er campuses in their community and ci,ic engagement efforts.

through and emphasizing our competitive advantages of

Taken from the document ;:issionEBision /inal< in the Campus Compact shared folder.

We are sustainable by

ha,ing a strong support system comprised of mem#er institutions Ser,e Rhode Island the Corporation for Cational and Community Ser,ice and the Rhode Island /oundation.

! strong Bision Statement is important for the organization #ecause it helps to clarify (ho RICC is and (hat the organization is (orking to(ard (hen implementing its Strategic Plan. The ne( Bision Statement constructed from the Identity Statement is6 ;RI Campus Compact en,isions colleges and uni,ersities as ,ital agents and architects of social change committed to educating students for responsi#le citizenship in (ays that deepen their education and impro,e the =uality of life in Rhode Island.< Rhode Island Campus Compact can no( use their a##re,iated organizational :ission and Bision Statements in con@unction (ith its ,alues in order to help #rand the organization. RICC5s effecti,e :ission and Bision should #e pu#lished on the organization5s (e#site and promotional materials. RICC5s staff mem#ers should also use the shortened :ission and ne(ly re,ised Bision (hen introducing the organization to students at mem#er institutions and community mem#ers.

Strategic

oals:

Rhode Island Campus Compact has four main strategic goals. These goals include6

'. Em#edding ci,ic engagement more deeply across all institutions. %. Bridging the gap #y impro,ing educational assess and success and assuring an a#le (ork force 7. Increasing access to success in RI K1'% Institutions and collegesD uni,ersities. 8. RI collegeDuni,ersity graduates (ho are acti,e proponents of ci,ic engagement assume leadership positions through out the #usiness go,ernment and non1profit sectors. !pportunity "atrix:
Strong nonprofits can link their mission to the #enefits and needs of the

community. The 9pportunity :atri0 (ill help RICC (ith future decision1 making. It (ill also apply focus and diffuse and internal tension that may #e present (ithin the organization. This (ill help Rhode Island Campus Compact to implement the strategies that (ere outlined in the pre,ious strategic plan.

This 9pportunity :atri0 is telling. There are four main points that should #e dra(n6 '. Rhode Island Campus Compact has implemented some great programs

that ha,e strong adherence to the organizational mission and ha,e the a#ility to spread RICC5s purpose in the community. >ith the e0ception of the S(earer Center at Bro(n and student run organizations the organization dominates the market for structured ci,ic engagement and co1curricular opportunities in )igher Education. %. RICC should continue to maintain strong relationships (ith their partner organizations in order to effecti,ely manage its programs. Rhode Island Campus Compact could also consider gi,ing more responsi#ility for Student Ser,ice Summit and College !ccess and Success to its partners. 7. The S/S program is ,alua#le to the organization5s mission #ut is e0tremely la#or and fund intensi,e. It gi,es RICC the a#ility to reach a large num#er of students on many campuses across the state. It also helps students to de,elop marketa#le skills and help earn funds that can #e applied to their tuition. 8. /inding other funding opportunities is going to #e essential to the gro(th and sustaina#ility of Rhode Island Campus Compact programs in the future.

!rganizational #ogic "odel:

The 4ogic :odel (as completed in order to ensure that each of Rhode Island Campus Compact5s key stakeholders 2Staff E0ecuti,e Committee CollegeD+ni,ersity Presidents Campus CS"s3 kno( (hat needs to #e done during the current implementation cycle of the Strategic Plan. The logic model should help these stakeholders implement the traditional Strategic Plan in real1time. Rhode Island Campus Compact should apply a similar logic model to all programs and acti,ities it considers implementing in the future as it (ill help to determine (hether or not they (ill #e aligned (ith the organizations capa#ilities priorities and strategic goals.

Assumptions

Activities

Resources

Outputs

Short term Outcomes

Cot e,ery student can pay for college

Pro,ide professional de,elopment for school counselors college admissions and financial aid counselors /orm partnerships #et(een K1'% schools and mem#er institutions Pro,ide ci,ic engagement opportunities for students Pro,ide enrichment e,ents for students Ser,ice opportunities for faculty

% /ull time staff mem#er to manage the programs !meriCorps BIST! 4eader

:ini1grants totaling F'* &&& each year

Impro,ed college access focus in Rhode Island Better training for school counselors college admissions and financial aid counselors Increased participation in community ser,ice education Enhance !ccess to Success

!ll students should #e a#le to go to college if they chose to do so Community ser,ice helps students get into college Community ser,ice increases retention rates

F7'G &&& to fund grants staff acti,ities tra,el and supplies Institutional organizational and community #uy1in 9ffice Space 2in1 kind3

7 (orkshops in the Spring RISSS 8 professional de,elopment e,ents each year Cet(orking e,ent in "ecem#er ' Student internship * S/S Community Ser,ice E,ents during the !cademic Hear

There are se,eral short1term outcomes that can #e taken from the 4ogic :odel6 '. Impro,ed focus on access to success and college admittance throughout Rhode Island. %. Better training for RI K1'% school counselors college admissions counselors and financial aid counselors. 7. Increased participation in ser,ice1learning opportunities.

8. ! #etter understanding of the importance of ser,ice1learning to #oth the community and to studentsDeducators. *. Impro,ed ,isi#ility of Rhode Island Campus Compact (ithin Rhode Island campuses organizations and communities. There are also t(o main long1term outcomes that can #e inferred from this 4ogic :odel. They are important (hen assessing the future state of RICC6 '. :ore Rhode Island K1'% students (ill #e going to college not only in Rhode Island #ut also across the country. %. Students at RICC mem#er institutions (ill #e #etter prepared for life after college. They (ill #e a#le to apply their e0periences in real1(orld settings and ha,e the skills needed to make them desira#le in the @o# market.

$uture State o% RICC:

The /uture Business :odel (as created to help Rhode Island Campus Compact stay on task. Since the staff is so o,er(orked it is important that the staff mem#ers and stakeholder only commit to pro@ects and initiati,es that help further the organization5s initiati,es. The /uture Business :odel (ill allo( the organization to check that the (ork it is doing is the (ork it needs to #e doing.

Scope #eographic Area

Includes Rhode Island College and +ni,ersity Presidents /aculty Staff 2CS"s and !dmissions Counselors3 and Students. K1'% Students and Counselors. Community 9rganizations and the greater RI community. Current programs along (ith programs and resources for Beterans currently enrolled in RICC mem#er institutions.

!oes "ot Include 9ther states or college or uni,ersity campuses that are not in Rhode Island Same as included #ut outside of Rhode Island Pri,ate #usinesses /amilies (ith students (ho are not in K1'% or college and uni,ersities Those (ho do not attend mem#er institutions K1'% students (ho do not intend on attending a college or uni,ersity

Customers Served

$rograms or Services Offered

%unding Sources

Citizens Bank Bank of !merica Berizon -TEC) Cational -rid Ce( Roots Pro,idence )as#ro Inc. Blue Cross Blue Shield of RI "elta "ental of RI Bank RI Social Benture Partners RI

/urther funding from current funders 4ocal small #usinesses

There are se,eral strategic options that should #e considered (hen imagining a greater /uture State of Rhode Island Campus Compact. These options apply primarily to the operational le,el of the organization. Those listed to(ard the top of the list are more important than those options listed at the #ottom of the list. '. Since the organization has gro(n more =uickly than it can handle it (ould #e (ise of RICC to not add or e0pand any programs until the programs currently in place are perfected ha,e a prescri#ed staff mem#er and are partially funded #y a source other than /ederalDState grants. %. Encourage increased colla#oration #et(een mem#er institutions. >ork together for the greater good of educationalDci,ic engagement opportunities in Rhode Island. 7. The addition of a full1time !ssociate "irector. The Program Coordinator and BIST! 4eader (ould report to the !". 8. The optional addition of an !dministrati,e !ssistant (ho (ould #e responsi#le for all finances and day1to1day clerical (ork. The !! (ould report to the E" and !" in order to reduce their (orkloads. *. Increase total #udget (hile decreasing the amount of /ederal -rants recei,ed. This (ould re=uire an increase in foundational grants and mem#ership dues from mem#er institutions. RICC should also consider approaching strong indi,idual donors #ut should ultimately aim to ha,e one or more of its programs #e sponsored #y a RI corporation. G. Increase participation of mem#er schools that are currently not ,ery acti,e. 2Bro(n Bryant Ce( England Tech +S Ca,al >ar College3 I. :aintain great reputation (ithDon mem#er institutions and (ithin the Rhode Island non1profit sector. $. Continue to #rand Rhode Island Campus Compact not only at collegesDuni,ersities #ut also in the community.

.. )elp spread the meaning and purpose of ci,ic engagementDcommunity ser,ice throughout Rhode Island.