Members

Dick Alfred, Co-Founder

SHN: In Remembrance
Dick Alfred, Emeritus Professor of Higher Education
University of Michigan

As a university academic, author, management consultant, and senior administrator in three urban multi-campus community college districts, my outlook on the Strategic Horizon Network was and is influenced by multiple career paths all of which uniquely prepared me to pioneer and be part of a frame-breaking venue like SHN. My role and function in the Network can best be described as an ongoing quest to bring vitality to a continually morphing organization. A brief chronology of the Network will reveal the strategy underlying what we were trying to accomplish when we formed the Strategic Horizon Network.

Getting Underway

The Network did not take shape quickly. It was preceded by three generations of organizations beginning in 1988 with the Community College Consortium--a membership organization which at its peak included 130 community colleges in 21 states. Lacking a programmatic focus sufficient to distinguish it from other organizations, the Consortium morphed into the Consortium for Community College Development (CCCD) in 1994, with a membership base of 75 institutions. CCCD sponsored three institutes annually (Strengthening Leaders, Faculty Development, and Effectiveness and Student Success), and experienced early success through a focus on institutional effectiveness and continuous quality improvement. Over time, however, the responsibility of managing 75 member institutions and developing and operating three annual programs created problems with coordination that could not be easily resolved. Membership began to erode and the message was clear: change or die.

The Consortium for Community College Development was discontinued in 2004 and out of its wake evolved the Strategic Leadership Forum (SLF)—a fledgling organization with twelve charter members and a clear focus—anticipate the future, embrace change, and get to the future first. SLF was the true predecessor to the Strategic Horizon Network and it was a joy to create and energize. It evolved through telephone conversations with three presidents who were staples of our work with community colleges—Roy Church, David Hartleb, and Tom McKeon. Our purpose in talking with these leaders was to sound out key constructs that would create and drive SLF. Pat Carter and I vividly remember describing the idea and supporting rationale to each leader and after five minutes of listening, each saying ‘Let’s do it.’ SLF was off and running with two colloquia per year on site with profit- and non-profit organizations at the cutting edge of innovation in the worlds of business, health and education. The Strategic Horizon Network as we know it today was a natural outgrowth of the Strategic Leadership Forum as membership changed over time.

Rocking and Rolling

When SLF got rolling in 2004, the excitement of idea co-creation among teams from twelve participating institutions was palpable. Great ideas were floated and quickly moved into action programs that carried SLF and its successor organization SHN on a twelve-year run that continues today. Consider the topics and organizational site visits that have been part of this run:

  • Strategic thinking
  • Change/ change management
  • Value creation
  • Organizational capacity
  • Sustainability
  • Abundance
  • Complexity
  • Design thinking
  • Transformationv
  • Performance appraisal
  • High-performing organizations
  • Disruptive innovation
  • Cultural transition

The organizations we visited and learned from in order to build capability in these topic arenas were none other than Honda, Marriott, Midwest Express Airlines, Caritas Christi Health Network, Caterpillar, IDEO, SAS, Disneyland, Grumman-Northrop Aviation, University of Phoenix, C.S Mott Childrens’ Hospital, Whole Foods, REI, Barnes and Noble, Zingerman’s, Menlo Innovations, Mercy Healthcare System Proctor and Gamble, and a host of organizations recognized as leaders in innovation. The Horizon Network was rolling and its past became prelude to its future.

Reaching to the Future

As a university academic with deep ties to practice, breaking research, and ideas from colleagues who are at the top of their fields, I have been privileged to be part of the Strategic Horizon Network. I have had the opportunity to work with gifted colleagues in a venue where risk is readily embraced, new ideas come forward and take flight quickly, and change is the mantra. Where else would one have the opportunity to advance whackydoodle ideas about the future with an audience inclined to act on some of them?

What does the future hold for the Strategic Horizon Network? It is positioned for growth and change through a deep-seated core of continuing member institutions led by strong presidents and executive teams and new members ready to embrace the change mantra. The Network will continue to take on new life simply because it only knows life on the edge. And hopefully it will always be this way. Live on the edge, embrace it, and thrive on it—that is the road to the future.

Patricia Carter, Co-Founder


What if a group of independent colleges came together to intentionally develop a true learning Network? What can happen?

  • Discoveries lead to ideas that become experiments that have a truly positive impact on aspect of each college’s performance.
  • Colleagues connect across colleges to create an invaluable resource base for collaboration, support, idea sharing and encouragement.
  • Egos and position titles are put aside as successes and disappointments are shared and examined through the multiple lenses that cross college participation provides.
  • Leadership emerges at all level of the institution as individuals feel empowered to experiment with innovation.
  • The impact of impending changes and challenges is offset through the discovery of imbedded opportunities.
  • The learning agenda becomes an exciting and organic adventure that infuses the Network with an ever-evolving, exciting experience of discovery.
  • A fascinating and powerful example of how collaborative learning can support collective and individual development, innovation, and positive institutional growth.

It has been a privilege and a pleasure to be a part of the Strategic Horizon Network and the experience has been the hallmark of my career.

Dr. Randy VanWagoner

randyThe Strategic Horizon Network has made a significant impact on MVCC - from the Colloqiua experiences to the insights and emerging practices gained from interactions with network colleagues, the Network can be felt in many visible ways. A few artifacts that would not exist today if not for our SHN membership include:

  • updated strategic planning process
  • development of the Fablab connected to the MIT international fablab network
  • use of Gallup Strengthsfinder for all students and 70% of full-time employees
  • development and support of self-directed teams
  • use of appreciative inquiry
  • creation of HawkVision (futures council)
  • participation in the Achieving the Dream Network

In addition to these tangible elements at the College, perhaps the biggest benefit has been the participation of more than 40 faculty and staff in SHN experiences that have increased connections, collective thinking, creativity, and future-focus mindset that surfaces in unexpected places during meetings and conversations.

Areas of expertise: Strategic planning, organizational change and organizational culture

Jill Heintz

steph

During my tenure at MVCC, I've had the wonderful opportunity to participate in several SHN colloquia. As an employee participating in the process, these bi-annual gatherings generate a great deal of excitement. The anticipation of being invited to such an extraordinary learning opportunity surpasses any other professional development experience I've encountered. And once you've attended, you really understand just how powerful this unique experience is for network participants. Now, as a co-facilitator, I'm equally thrilled to begin to participate in the design discussions, while also helping facilitate exceptional experiences for future participants from our network colleges.

Dr. Marcia Ballinger

Marcia Lorain County Community College has participated as a learning organization with the Strategic Horizon Network (SHN) for more than 20 years. The impact of SHN reverberates across our College as the LCCC SHN team has infused and built upon the discoveries and takeaways from the network colloquiums. Evidence of these learnings emerge in LCCC’s strategic visioning process and the living document, fostering in-depth community partnerships, valuing our people, and living our internal brand. Engaging with organizations from outside of higher education has been one of the most worthwhile strategies in developing our campus culture and achieving our priorities and initiatives. SHN has pushed our boundaries and its outgrowth is the creation of itself -- a highly-engaged network of like-minded, innovative, learning organizations which are the Strategic Horizon Network.

Areas of Expertise: Strategic Planning, Leadership Development, Resource Development, Partnerships, Performance-Based Funding, Pathways

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Tracy Green

tracy

SHN provides incredible opportunities to stretch our thinking as it relates to the strategic direction of our colleges. We've been introduced to many new methodologies, systems and ideas that we've brought back to our campus. SHN keeps our eyes focused on the future and where we need to take our institutions and what to expect.

Dr. Kristine Duffy

kris

As a new member, our campus leaders are anxious to learn from like minded peers, to share promising practices, and to challenge us to think beyond today.

Areas of Expertise: Enrollment Management, Marketing, Planning, Student Services, and Organizational structure

Dr. John Jablonski

Jablonski

SHN is a learning community that engages me with visionary people in the discussion of "big ideas." It's helping me, in turn, to engage the great minds at SUNY Adirondack as we look beyond the ROR (regular old routine) and engage in more strategic thinking.

Dr. Nicholas Neupauer

Neupauer

Today's world of higher education is far more complex and challenging than ever before -- particularly for community colleges. Increased competition in an era of decreased governmental support; declining enrollments; and never-ending scrutiny from various stakeholders are just a few of the variables that we, as college presidents, face. Doing more with less is the norm. Despite this environment, opportunities exist; colleges can flourish.

That's where The Strategic Horizons Network fits in.

While most in higher education are cutting back budgets out of necessity, professional development has never been more important. For that reason, I am so grateful that that Butler County Community College is part of The Network. It is a tremendous, affordable investment in our best resource -- our people.

We have learned so much during our time as members. What I like best about The Network is the larger, macro discussions that can then be applied to the unique, wonderful sector of community college education. I have used many of the theories, models and definitions to help in our future strategic planning as our ‘community’s college.' So have others at the College. Our time working with colleagues from across the country as part of The Network has led to new ideas, intellectual discussions and an even better institution."

Areas of Expertise: Strategic Public Relations for Community College and University Leaders, Crisis Management, and Organizational Leadership

Dr. Case Willoughby

case

There are many professional organizations that add value by providing research and theory developed by the higher education community for the higher education community. Strategic Horizons Network (SHN), however, adds value by accessing other spheres of knowledge that can be usefully applied to community colleges. Moreover, SHN takes a futuring approach, providing insights into the world as it may become so that community colleges can best position themselves to remain relevant and vital.

This intentionally small network allows community college leaders to engage with new ideas collaboratively in order to link the high level concepts to real world strategy. The experience of an SHN colloquium is thrilling, jaw-dropping, inspiring and always valuable.

Dr. Jermaine Williams

Williams

Dr. Jermaine Williams has been appointed as President of Montgomery College, February 28, 2022.

The Strategic Horizon Network (SHN) has been an invaluable source of professional support. Faculty, staff, and administrators from member colleges are talented, visionary leaders who are facing many of the same challenges that my college faces. My conversations with them in person and over many phone calls and emails have given me new perspectives on strategies for closing the achievement gap, restructuring academic programs, fundraising, and budgeting in lean economic times. In fact, in part inspired by the learning-community-style network research, I made the topic of my annual State of the College speech, “Spending for Student Success.”

I integrated resources from three SHN members—Mott Community College, Mohawk Valley Community College, and Lorain County Community College—into my presentation. I reached out to the leadership of each of these institutions and asked them to produce a three- to four-minute video demonstrating the strategies they had used to close large funding gaps in their budgets. The videos that we received were spectacular, vividly narrating their processes and illustrating how faculty at their institutions had been inspired to get involved in this process. I used all three of the videos in my hour-long speech and I have been told that they strengthened my message considerably. Faculty and staff at my college were able to see more objectively—because they were on the outside looking at other institutions’ process—that such challenges can be tackled successfully. The videos also provided some specific ideas about how MC can approach its budget gaps while deepening faculty and staff investment in the institution. You can view the entire presentation here.

I am very grateful to my SHN colleagues for their support and guidance. I hope that MC’s experience with SHN might help others appreciate more fully how collaboration with other institutions can produce terrific results.

Areas of Expertise: Closing the Achievement Gap, Metrics for Institutional Accountability, Community Engagement, Industry Partnerships

Dr. Stephen Cain

steve

My experience with the Strategic Horizon Network has been professionally enriching and invigorating. I am the chief of staff and chief strategy officer for the president at Montgomery College. Some of my major responsibilities involve long-range planning about issues that impact student success at the College, including closing the achievement gap, improving technology use, increasing efficiencies in administration, managing large data collection processes, keeping student costs down, managing communications with internal and external stakeholders, and more.

The SHN design team has been valuable in enabling me to assess the progress of my institution in ways that are meaningful for internal decision-makers while also satisfying external regulators and stakeholders with distinct interests. I have found the meetings of the SHN partners to be lively, informative, and expansive to traditional ways of thinking about complex problems at my institution and within higher education more broadly.

Strategic planning is one of the most challenging yet meaningful processes in which an institution engages. SHN’s collaborators provide valuable feedback to one another about how their own experiences might illuminate a challenge faced by another college. We found this to be the case when, facing a significant budget shortfall, we had to make some unpopular cuts. We reached out to three SHN partners who had faced similar challenges. Each one answered our request and produced a short video about their successes in managing similar fiscal challenges. We showed all three videos as part of our president’s annual speech in which she rolled out our new “Spending for Student Success” plan. The narratives captured by our colleagues were very helpful in communicating to our employees and college community that we are not alone in our struggles, and that strategic controls on spending can actually have positive, long-term outcomes. I am deeply grateful for the contributions of the SHN to Montgomery College and I hope that the experience we bring to the table is equally useful to our partners.

Dr. Beverly Walker-Griffea

beverly

Joining the Strategic Horizon Network (SHN) has been a great experience for Mott Community College faculty, staff and administrators. The sessions expand the mind to liken our community colleges to other industries like Fortune 500 companies, hospitals, and ski resorts to name a few. We find that community colleges are facing the same issues and interruptions that other industries have successfully faced and now thrive. The real world, hands on, extraordinary introductions to other industry problems and solutions has been the key to helping Mott Community College personnel understand and plan for a successful future.

Areas of Expertise: Successful Student Services that support Student Completion, Supporting Completion for Women in Nontraditional Fields, Successful Team Building, Early Childhood and Child Development Issues, Career planning and preparation, Servant Leadership, Women's Leadership Issues, Women in Community Colleges, Leading successfully in a diverse society

DeAndra Larkin

Larkin

The Strategic Horizon's Network (SHN) brings together passionate leaders, in a creative and collaborative setting, committed to working together to confront issues facing community colleges. Participants share best practices, ideas and devise strategy to help produce positive outcomes for their respective students and institutions. It truly is a refreshing and energizing experience.

Dr. Russell Lowery-Hart

Lowery-Hart

"Every program, every service, every policy, every college is perfectly designed to achieve the EXACT outcome it currently produces." At Amarillo College, we have restructured our entire college around our students' needs and removing the barriers to their success. In 2015, Amarillo College launched its dynamic five-year strategic plan, No Excuses 2020, with a clear vision of 70% Completion by 2020. No Excuses 2020 reflects our resolve to being a higher education institution focused on meeting students’ needs; student success and completion; and creating a data ecosystem to drive change. We are dedicated to a comprehensive system redesign - from students walking in the front door to students walking across the graduation stage.

Amarillo College's No Excuses 2020 plan focuses on completion, labor market demands, learning, equity, and financial effectiveness. Through the innovative learning opportunities and network system provided by the Strategic Horizons Network, Amarillo College is garnering groundbreaking knowledge and further its ability to challenge the status quo of higher education. Together, Amarillo College and the Strategic Horizons Network are embracing a new higher education culture, driven by students and their successes - no excuse.

Cara Crowley

Crowley

At Amarillo College, we are reimagining our programs with one driving question in mind: how does this program support our students and lead to their educational success? Under the leadership of Dr. Russell Lowery-Hart and our No Excuses 2020 strategic plan, we are answering that question by rethinking our procedures, policies and programs in a manner that acknowledges the academic and non-academic needs of our students. Amarillo College works daily to ensure no student fears enrolling in college or fears failure. We work to ensure student success by connecting students with our faculty and employees; assisting students with available resources across our campus and throughout our community; and, providing them an environment that focuses on encouragement, success, and opportunities.

Dr. Leigh Goodson

Goodson

Our mission at Tulsa Community College is "Building Success through Education." Everything we do has the ultimate goal of helping our students and community meet their goals. The last five years at TCC saw the creation of a more student-focused, more efficient organizational infrastructure, and a shift in thinking for TCC employees. A comprehensive strategic plan, college-wide reorganization, and acceptance into the Pathways program in 2015 set in motion a revitalization at the College. The years that followed included a successful 20-million-dollar capital campaign, historic investments in student advisement services improving our student to advisor ratio from 1044:1 to 300:1, and clear prioritization of equitable student outcomes just to name a few. Since 2015, we have seen a 20.9% increase in credentials awarded.

As the 2015 strategic plan nears its completion, and we celebrate our 50th anniversary, we are ready to tackle, in even bolder ways, the barriers we know to be so critical to our students. With the planning and construction of student success centers on all four main campuses well underway and the momentum of the success we have already seen, we will do all in our power to see every student to and through. Every day we continue to strive for- and achieve- our vision of an educated, employed, and thriving community.

Sean Weins

Weins

Strategic Horizons Network is truly a one-of-a-kind experience where diverse leaders from across the country are able to "leave their titles at the door" and engage with each other in authentic dialogue, peer mentorship, and disruptive thinking all with a common purpose: to ensure each respective college is serving students to the absolute best of their ability. The Network also exposes and connects its membership with some truly remarkable leaders and trailblazing organizations from sectors outside of traditional higher education. All of this helps to challenge our status quos and requires that we continually assess ways in which we may be able to reinvent ourselves in order to better serve students. For Tulsa Community College this means our students will benefit from both the successes and lessons learned from some of the best colleges, entrepreneurs, and thought leaders at a national level.

Member Colleges

Address

Strategic Horizon Network
c/o Mohawk Valley Community College
1101 Sherman Drive
Utica, New York 13501

Contact us

Amanda Roy-Small
Logistics Coordinator
(315) 792-5456
aroy-small@mvcc.edu