2016 - 2020
1
2
Greetings, In 2015, the Southwest Tennessee Community College was one of only a dozen schools selected to join the prestigious Achieving the Dream (ATD) Network of more than 200 colleges endeavoring to increase student success and close achievement gaps for low-income and students of color. At the time, the College had experienced a 7-year decline in enrollment and had the lowest graduation rates in the state. I charged the College with the Big, Audacious Goal of Redesigning, Reinventing and Resetting the Southwest Way by fundamentally changing how we do business. Our work in ATD provided the framework for us to focus on student success by building institutional capacity in 7 areas: (1) Teaching and Learning; (2) Leadership and Vision; (3) Data and Technology; (4) Engagement and Communication; (5) Equity; (6) Policies and Procedures, and (7) Strategy and Planning. To date, more than 200 Southwest faculty and staff and countless others have worked diligently to review and revise college operations and recommend best-practice steps to increase student success. We have had some early successes. After only one year in the ATD network, we saw a 10 percent increase in enrollment, 26 percent increase in the number of graduates, and doubled our graduation rates. Additionally, the African-American/majority student achievement gap closed by 4 percent! While we celebrate the quick wins, we are not, however, resting on our laurels. We know that our students continue to come to us seeking an education and a better way of life; but fail to persist and realize their dreams as family obligations, work demands, financial constraints, transportation, and other challenges get in the way. Life happens. While we cannot control for every situation, our faculty and staff have developed strategies on how we can substantially increase our institutional capacity to increase student success. At Southwest, we know that we have a positive economic impact in the community, region, and state and in the lives of students like Briyona Batchelor, on our cover, who overcame a fierce battle with cancer to earn her Associate of Science in Hospitality Management. Her unbridled joy is a shining example of the fulfillment Southwest students experience when they persist to achieve their academic dreams. Focus 2020 reflects our strategies and written promise to live up to our commitment each day to help our students achieve their dreams. Dr. Tracy D. Hall, President 3
VISION
Southwest Tennessee Community College will become a national model for technical, career, and transfer education by fostering student success, transforming lives, and increasing the educational level of a diverse community.
Mission
The mission of Southwest Tennessee Community College is to provide the citizens of Shelby and Fayette counties and the surrounding Mid-South region with a high quality and affordable post-secondary education that prepares them for associate degrees, future educational opportunities, and successful employment. As a comprehensive, open-access, culturally diverse, public two-year college, Southwest is committed to meeting the educational needs of individual students, communities, and employers through credit and non-credit instruction using both distance learning technology and traditional campus-based classes. Southwest promotes student success in a supportive teaching and learning environment designed to raise educational levels, promote work readiness skills, enhance career advancement, prepare for university transfer, and enrich personal lives. To fulfill its mission, the college provides: • University parallel courses and programs leading to Associate of Arts and Associate of Science degrees that meet the requirements of the first two years of a baccalaureate degree; • Career technical curricula leading to employment-related certificates and Associate of Applied Science degrees; • Continuing education, workforce development, and public service programs for community citizens and businesses; • Learning support programs for academically disadvantaged students; • Highly qualified full-time and adjunct faculty in all academic programs and disciplines; • Student support services that assist both students and alumni with their attainment of educational and career goals; • Student learning enrichment through honors programs, service-learning activities, tutoring, library services, cultural events, international studies, and extracurricular activities; • Administrative and financial services that support student enrollment, faculty and staff employment, college management, and organizational development; • Institutional partnerships and activities that advance community relations, public awareness and support, resource development, and inter-institutional collaboration and articulation; 4
• • •
Physical facilities and learning environments that are modern, comfortable, secure, and technically advanced for student, employee, and public use; Assessments of institutional effectiveness to ensure continuous improvement; and Campus culture that promotes diversity, learning, and student success.
Southwest Tennessee Community College is committed to the education of a non-racially identifiable student body and promotes diversity and access without regard to race, gender, religion, national origin, age, disability, or veteran status. Southwest Tennessee Community College is a member of the State University and Community College System of Tennessee under the governance of the Tennessee Board of Regents.
Values
As a college community, the faculty and staff of Southwest Tennessee Community College are committed to the following values as guides for their professional practice: • Learning • Student success • Academic excellence • The uniqueness and worth of each individual • Dedicated faculty and staff • Responsible learners • Diversity • Personalized instruction and hands-on learning • Open communication, teamwork and participatory management • Academic freedom • Ethical and professional behavior • Community involvement • Continuous improvement
5
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION Division Strategy 1 Learning Communities structured to support 12, 24, and 36 credit hour completion. Division Strategy 2 Enhance adjunct faculty training to support retention, dual enrollment, and 12, 24, and 36-hour completion. Division Strategy 3 Embed High Impact Practices (HIP) incorporated in courses to sustain 12, 24, and 36-hour completions. Division Strategy 4 Establish articulations between credit/non-credit to support short term and 1 and 2-year certificates. Division Strategy 5 Develop evening/weekend packaged programs providing accelerated completions for associate and certificate completions (in addition to 12, 24, and 36-hour completions).
6
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION CONT’D Division Strategy 6 Redesign distance education course review process (metrics) to focus on completions contributing to 12, 24, and 36hour completions and associate degree completions. Division Strategy 7 Contextualize ACAD-1000 to support 12 credit hour completions. Division Strategy 8 Course scheduling that supports associate degree and certificate completions WORKFORCE DEVELOPMENT AND CONTINUING EDUCATION (WDCE) Unit Strategy 1 WDCE Non-Credit Distance Education Courses and Programs to increase less than one- year certificates and WDCE contact hours. Unit Strategy 2 Increase the number of students in online non-credit workforce training courses. Unit Strategy 3 WDCE Non-Credit Short-Term Certification Courses and Programs to increase less than one-year certificates and WDCE contact hours.
7
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION CONT’D Division Strategy 8 cont’d Course scheduling that supports associate degree and certificate completions WORKFORCE DEVELOPMENT AND CONTINUING EDUCATION (WDCE) Unit Strategy 4 WDCE Non-Credit Contract and Open-Enrollment Courses and Programs to increase less than one-year certificates and WDCE contact hours. Unit Strategy 5 Enhance marketing messages with student and alumni testimonials to attract students to careers that may start through dual enrollment, certificate programs, and associate degree programs.
8
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES STUDENT AFFAIRS Division Strategy 1 Evaluate and streamline College services and processes for students through the ATD Framework. Division Strategy 2 Provide more individualized support services that are responsive to the unique and increasingly complex needs of the students we serve. Division Strategy 3 Close the equity gap in student success for underrepresented minority populations. Division Strategy 4 Employ strategic enrollment strategies to increase enrollment and persistence rates Division Strategy 5 Increase internship opportunities and full-time job placement for our students and alumni. Division Strategy 6 Further develop a robust K-12 & Community Partnerships Office that increases dual enrollments. Division Strategy 7 Leverage institutional aid to support increased credential completion 9
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES FINANCIAL AND ADMINISTRATIVE SERVICES HUMAN RESOURCES Unit Strategy 1 Recruit qualified talent to ensure students obtain the best possible education. CASHIER’S/ACCOUNTS RECEIVABLES Unit Strategy1 Identity options to process student refunds electronically. CAMPUS CHILD CARE Unit Strategy 1 To support Division of Student Affairs by providing child care for student parents at the Union, Early Childhood Education Center and Macon, Campus Kids’ Corner for up to 45 children between both sites. Unit Strategy 2 To support Academic Affairs the center will serve as a practicum site for students majoring in education, social science, nutrition and other related fields.
10
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES INSTITUTIONAL ADVANCEMENT Division Strategy 1 Broaden and deepen constituent engagement with the College developing more meaningful relationships with Southwest’s alumni, friends, and students. (Progression, certificates, awards and degrees) Division Strategy 2 Expand public and private support to the College, raising $2 million annually by 2020 for the College’s students, faculty, and core institutional priorities. (Progression, dual enrollment, certificates, awards and degrees) Division Strategy 3 Embed grants development into all areas to increase external support in advancing College services and processes for students through the ATD framework as well as enhancing Learning Communities structured to support 12, 24, and 36 credit hour completion. Division Strategy 4 Maintain proper stewardship over grants resources via grants management processes (progression, certificates, awards and degrees).
11
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES INSTITUTIONAL EFFECTIVENESS Division Strategy 1 Provide decision support for Academic Affairs through interactive “self-service” systemic reporting and tracking of student performance. Division Strategy 2 Provide decision support for Student Affairs through interactive “self-service” systemic reporting and tracking outcome performance.
12
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES ATHLETICS Unit Strategy 1 Educate our student-athletes, coaches, and staff about the value of retention and graduation while continuing to seek opportunities to aid in the leadership development of our student-athletes.
GOVERNMENT RELATIONS Unit Strategy 1 Advocate for Southwest interests and for those of the College System of Tennessee.
INFORMATION TECHNOLOGY SERVICES Division Strategy 1 Implement existing or new technology to streamline college services and processes for students. Division Strategy 2
Implement existing or new technology to employ strategic enrollment strategies to increase enrollment and persistence rates across all student populations. 13
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
STRATEGIES COMMUNICATIONS, MARKETING & COMMUNITY RELATIONS Division Strategy 1
Communicate the College’s academic offerings, credentials conferred and student accomplishments.
Division Strategy 2
Transform the College’s website to reflect student-centric navigation. Division Strategy 3 Enhance marketing collateral to better reflect our mission, our impact, who we serve and what we offer.
Division Strategy 4
Increase the College’s online video library.
EQUITY & COMPLIANCE Division Strategy 1
Increase efforts to ensure students are educated in an environment free from discrimination based upon race, gender, sexual orientation, age, and disability.
14
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 2: Enhance student engagement opportunities that build interpersonal, intrapersonal, and practical skills.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION Division/Unit Strategy 1 Create common co-curricular activities (service-oriented projects) that support retention and 12, 24, and 36-hour completions Division/Unit Strategy 2 Complete transition to faculty mentoring to facilitate certificate and associate completions (also incorporating PLA mentoring to increase 12, 24, and 36-hour completions). Division/Unit Strategy 3 Workshops providing supplemental education on soft skills, team development, technical skills to support retention and student completion of 12, 24, and 36 hours and credential completions using Industrial Readiness Training as the core curriculum. Division/Unit Strategy 4 Professional development focusing on collaborative and team-based learning
15
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 2: Enhance student engagement opportunities that build interpersonal, intrapersonal, and practical skills.
STRATEGIES STUDENT AFFAIRS Division Strategy 1
Develop Early College high school experiences.
Division Strategy 2
Develop and improve facilities that support student programs, services, and activities.
Division Strategy 3
Cultivate an environment of inclusivity and respect in which all students can access opportunities that offer a holistic and complete Southwest experience.
Division Strategy 4
Develop a community where students are aware of and enabled to utilize campus resources they need to be successful.
Division Strategy 5
Provide consistent student experiences for both campuses and all locations.
16
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 2: Enhance student engagement opportunities that build interpersonal, intrapersonal, and practical skills.
STRATEGIES FINANCIAL AND ADMINISTRATIVE SERVICES Division Strategy 1
Provide a comfortable environment for students and staff by replacing old inefficient air handling units and upgrade the energy management systems. PHYSICAL PLANT Unit Strategy 1 Improve accessibility and quality of college facilities in support of student enrollment and learning. Unit Strategy 2 Occupancy of the new renovated space in M Building on the Union campus and Farris Building on the Macon campus. CAMPUS CHILD CARE Unit Strategy 1 Enhance student engagement opportunities that build interpersonal, intrapersonal and practical skills. POLICE SERVICES/PUBLIC SAFETY Unit Strategy 1 Increase the student police relationship by encouraging positive interactions, increasing safety awareness, and offering safety training courses. Unit Strategy 2 Provide more individual support services that are responsive to the unique needs of our students. 17
CORE THEME 1: FOCUS ON STUDENTS Goal/Objective 2: Enhance student engagement opportunities that build interpersonal, intrapersonal, and practical skills.
STRATEGIES ATHLETICS Unit Strategy 1 Increase awareness of our Athletic Teams and Game Day Attendance through enhanced collaboration, communication and engagement.
GOVERNMENT RELATIONS Unit Strategy 1 Explore and create opportunities for students to interface with policy makers and community leaders.
EQUITY & COMPLIANCE
Unit Strategy 1 Engage students in compliance-related matters.
18
Core Theme I Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
Measure
Baseline (2016-2017 Funding Model)
12 Hour Credit Attainment
2,426
24 Hour Credit Attainment
1,934
36 Hour Credit Attainment
1,613
Dual Enrollment
953
Associate Degree Awards
858
Reverse Articulation Associate Degree Awards
115
1-2 Year Certifications
25
2017/2018
Mission Fulfillment Status
(maintains/exceeds)
Aspirational Target (2020)
Aspirational Fulfillment Status
19
Goal/Objective 1: Improve successful completion of students’ educational goals, including graduation, transfer, and continuing education/workforce development completion.
Measure
Baseline (2016-2017 Funding Model)
<1 Year Certifications
340
Job Placement
263
Transfers Out
676
Contact Hours in Continuing Education
50,544
Awards Per Full Time Equivalent (FTE)
17.4
2017/2018
Mission Fulfillment Status
(maintains/exceeds)
Aspirational Target (2020)
Aspirational Fulfillment Status
20
Goal/Objective 2: Provide student engagement opportunities that build interpersonal, intrapersonal, and practical skills.
Measure
Baseline
2017/2018
Mission Fulfillment Status
(maintains/exceeds)
Aspirational Target (2020)
Aspirational Fulfillment Status
CCSSE 2016/2017 CCSSE Benchmark Standards
• • •
Active and Collaborative Learning “55.9” Student Effort “56.9” Academic Challenge “53.5”
21
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 1: Improve/Increase Southwestâ&#x20AC;&#x2122;s role and reputation in the community.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION Division Strategy 1 Offer high quality programs that meet the workforce and educational needs of the community that sustain 12, 24, and 36 completions in addition to associate degrees and certificates. Division Strategy 2 Strengthen advisory board partnerships to sustain 12, 24, and 36-hour completions. Division Strategy 3 Support academic competition activities to strengthen the College reputation and to attract potential students to increase 12, 24, and 36-hour completions. Division Strategy 4 Academic Divisions and Workforce Development supporting Memphis professional organizations to increase noncredit contact hours and College community standing. Division Strategy 5 Develop additional intern and apprenticeship sites to promote completion opportunities for degrees and certificates. 22
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 1: Improve/Increase Southwestâ&#x20AC;&#x2122;s role and reputation in the community.
STRATEGIES WORKFORCE DEVELOPMENT AND CONTINUING EDUCATION (WDCE) Unit Strategy 1 Increase Visibility of Southwest Workforce Development and Continuing Education Programs and Services to support completion of noncredit certificates, industry certifications, and workforce training contact hours.
STUDENT AFFAIRS Division Strategy 1 Establish ongoing partnerships with local business and industry that lead to increased internship opportunities and full-time job placement for our students and alumni.
23
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 1: Improve/Increase Southwestâ&#x20AC;&#x2122;s role and reputation in the community.
STRATEGIES FINANCIAL AND ADMINISTRATIVE SERVICES POLICE SERVICES/PUBLIC SAFETY Unit Strategy 1 Actively collaborate with outside entities and law enforcement agencies. CAMPUS CHILD CARE Unit Strategy 2 The Campus Child Care Program maintains high standards of quality care for the community.
24
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 1: Improve/Increase Southwestâ&#x20AC;&#x2122;s role and reputation in the community.
STRATEGIES INSTITUTIONAL ADVANCEMENT Division Strategy 1 Expand community reach by engaging alumni and community members via volunteer efforts. (Progression, certificates, awards and degrees) Division Strategy 2 Enhance donor engagement. (Progression, certificates, awards and degrees) Division Strategy 3 Incorporate moves management methods to increase reach of prospective and current donors (progression, certificates, awards and degrees).
25
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 1: Improve/Increase Southwest’s role and reputation in the community.
STRATEGIES INSTITUTIONAL EFFECTIVENESS Division Strategy 1 Provide the economic impact of the institution’s contribution to the service region. Division Strategy 2 Engage the stakeholder community through active sharing of Labor Market Data.
26
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 1: Improve/Increase Southwestâ&#x20AC;&#x2122;s role and reputation in the community.
STRATEGIES ATHLETICS Unit Strategy 1 Grow Southwest Brand by enhanced promotion of community engagement of athletic teams.
GOVERNMENT RELATIONS Unit Strategy 1 Coordinate Community Service Initiatives.
COMMUNICATIONS, MARKETING, & COMMUNITY RELATIONS Division Strategy 1 Hire Public Relations Director to enhance relationships with local media professionals, develop content for distribution in College publications, online and via media, area chambers and community partners.
27
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 2: Expand Southwestâ&#x20AC;&#x2122;s responsiveness to and engagement with Community Partners.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION Division Strategy 1 Increase engagement of business and industry in academic program advisory committees to promote completion of certificates (all lengths) and associate degrees. Division Strategy 2 Ensure alignment of technical training and academic programs with industry specific needs and shortages for certificate completions. Division Strategy 3 Develop Workforce collaborations with Prior Learning Assessments to provide credit Division Strategy 4 Increase dual enrollment/dual credit partnerships with area high schools to increase 12, 24, and 36-hour completions. Examples of dual enrollment/dual credit partnerships include: WORKFORCE DEVELOPMENT AND CONTINUING EDUCATION (WDCE) Unit Strategy 1 Enhance and Cultivate Workforce Development Partnerships in Business, Education, Government, and the Community to support completion of noncredit certificates, industry certifications, and workforce training contact hours. 28
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 2: Expand Southwestâ&#x20AC;&#x2122;s responsiveness to and engagement with Community Partners. STUDENT AFFAIRS Division Strategy 1 Increase engagement of external partners in student success efforts. Division Strategy 2 Increase programmatic articulation agreements and career pathways with secondary schools to increase the number of students continuing with Southwest. Division Strategy 3 Review and revitalize joint enrollment Partnership Enrollment Program (PEP) with four-year academic partners.
FINANCIAL AND ADMINISTRATIVE SERVICES CAMPUS CHILD CARE Unit Strategy 1 To continue to send representatives to serve and participate in the community.
GOVERNMENT RELATIONS Unit Strategy 1 Seek and create community engagement opportunities for college staff and faculty. 29
CORE THEME 2: FOCUS ON COMMUNITY Goal/Objective 2: Expand Southwest’s responsiveness to and engagement with Community Partners. INFORMATION TECHNOLOGY SERVICES Division Strategy 1 Implement existing or new technology to assist Student Services and Academic Affairs with engage external partners.
COMMUNICATIONS, MARKETING, & COMMUNITY RELATIONS Division Strategy 1 Increase awareness of student success efforts. Division Strategy 2: Increase College’s reach into community with public, media and community relations efforts.
EQUITY & COMPLIANCE Unit Strategy 1 Increase engagement with local colleges and community partners.
30
Core Theme II
Goal/Objective 1: Improve/Increase Southwestâ&#x20AC;&#x2122;s role and reputation in the community. Measure
Baseline
2020
Mission Fulfillment Status
(maintains/exceeds)
Economic Modeling Specialist Incorporated (EMSI) Study
Aspirational Target (2020)
Aspirational Fulfillment Status
Spring 2018 $127 Million Dollar Economic Impact
31
Core Theme II
Goal/Objective 2: Expand Southwestâ&#x20AC;&#x2122;s responsiveness to and engagement with Community Partners. Measure
Baseline 2016-2017
2017/2018
Mission Fulfillment Status
(maintains/exceeds)
Workforce Training (contact Hours)
Massachusetts Institute of Technology (MIT) Living Wage Calculator and STCC Career Services Graduate Employment Report.
Aspirational Target (2020)
Aspirational Fulfillment Status
50,544
MIT: Single Adult $10.78 per hour or $22,433 annually. Two Year Award Average Wage is $19.23 per hour or $40,000 annually
32
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 1: Improve organizational efficiency and effectiveness.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION Division Strategy 1 Develop effective Academic Affairs management that promotes student success through well-designed policies and processes that result in increased retention and increased 12, 24, and 36-hour completions. WORKFORCE DEVELOPMENT AND CONTINUING EDUCATION (WDCE) Unit Strategy 1 Develop measurable outcomes for WDCE activities in support of increased training
33
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 1: Improve organizational efficiency and effectiveness.
STRATEGIES FINANCIAL AND ADMINISTRATIVE SERVICES HUMAN RESOURCES Unit Strategy 1 Evaluate, improve and streamline processes. PAYROLL DEPARTMENT Unit Strategy 1 Reduce manual checks by 50% in year one with a continuance reduction each year thereafter. BUDGET AND FINANCIAL PLANNING Unit Strategy 1 Improve results of internal and external audits; thus, improving the Finance brand with the Memphis community, TBR and sister institutions. FISCAL OPS, CASHIER’S/ACCOUNTS RECEIVABLES Unit Strategy 1 Implement a turnaround plan for the key accounting areas within Finance. The goal is to transform STCC’s Finance & Administration division to one of the best performing of any TBR institution.
34
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 1: Improve organizational efficiency and effectiveness.
STRATEGIES FINANCIAL AND ADMINISTRATIVE SERVICES BUDGET AND FINANCIAL PLANNING Unit Strategy 1 Strategic alignment of the budget and financial support to measured improvements. Unit Strategy 1 Make Finance easier to do business with; thus, supporting key constituents in other POLICE SERVICES/PUBLIC SAFETY Unit Strategy 1
Initiating new digital processes and innovative training programs to enhance institutional effectiveness.
CAMPUS CHILD CARE Unit Strategy1 Improve organizational efficiency and effectiveness.
35
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 1: Improve organizational efficiency and effectiveness.
STRATEGIES INSTITUTIONAL EFFECTIVENES Division Strategy 1 Develop â&#x20AC;&#x153;turn-aroundâ&#x20AC;? plans in conjunction with the Senior Staff to right align services with the college core. Division Strategy 2 Replace the existent strategic planning process with a continuous improvement process. Division Strategy 3 Develop and implement a master data management plan with the activation of self-serve information (Data Depot). Division Strategy 4 Work with all service units to build and sustain a master information management in support of a business process center of excellence (BPCE).
36
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 1: Improve organizational efficiency and effectiveness.
STRATEGIES ATHLETICS Unit Strategy 1 Recruit, educate, retain, and graduate students that are academically prepared to enter major Division 1 universities. Unit Strategy 2 Maintain fiscal responsibility by meeting the budget set by the College. Unit Strategy 3 Pursue opportunities to obtain external funding to offset athletic expenses.
GOVERNMENT RELATIONS Unit Strategy 1 Support the collegeâ&#x20AC;&#x2122;s strategic goals and priorities.
37
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 1: Improve organizational efficiency and effectiveness.
STRATEGIES INFORMATION TECHNOLOGY SERVICES Division Strategy 1 Increase Information Security Awareness and training for faculty and staff. Division Strategy 2 Review and revise ITS policies and procedures. Division Strategy 3 Streamline and improve processes by increasing the use of or implementing new technology.
COMMUNICATIONS, MARKETING & COMMUNITY RELATIONS Division Strategy 1 Launch Remedy Force-based online store to enable internal clients to request and track communications and marketing (including printing) services online.
EQUITY & COMPLIANCE Unit Strategy 1 Improve and streamline processes. 38
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 2: Increase Organizational Resourcefulness.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION Division/Unit Strategy 1 Pursue grants that increase credit completions and noncredit contact hours. Division/Unit Strategy 2 Provide academic support for instructional materials access to increase 12, 24, and 36-hour completions. Division/Unit Strategy 3 Developing innovative programs in response to area workforce needs for contact hours, dual enrollment increases, and credential completions. Division/Unit Strategy4 Annual TAF and equipment review process to equip credit programs with needed technologies to increase certificate and associate completions. Division/Unit Strategy 5 Annual review of Workforce Development equipment/technology needs for contact hour support and offerings. Division/Unit Strategy 6 Develop a data access model for faculty (credit and noncredit) to analyze metrics on their own (include associated professional development to support the access, use, and interpretation of data) to increase 12, 24, and 36-hour completions and noncredit contact hours. 39
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 2: Increase Organizational Resourcefulness.
STRATEGIES ACADEMIC AFFAIRS / WORKFORCE DEVELOPMENT & CONTINUING EDUCATION Division/Unit Strategy 7 Evaluate the current scheduling process and determine ways to improve incorporating ATD Scheduling Committee Recommendations.
STUDENT AFFAIRS Division Strategy 1 Pursue and sustain alternative sources of funding to support programs and services for students. Division Strategy 2 Promote resource stewardship through increased cross-disciplinary communication and collaboration and identification and reduction of duplicated efforts. Division Strategy 3 Establish and promote opportunities for outside gifts and program support for student organizations and special populations served within Student Affairs.
40
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 2: Increase Organizational Resourcefulness.
STRATEGIES FINANCIAL AND ADMINISTRATIVE SERVICES HUMAN RESOURCES Unit Strategy 1 Increase College engagement in training and professional development. PAYROLL DEPARTMENT Unit Strategy 1 All full-time and part-time employees to participate in direct deposit of their salaries. Offer as an option to student workers electronic transfer (direct deposit). BUDGET AND FINANCIAL PLANNING Unit Strategy 1 Ensure alignment of budget (operating, capital and investment) to the critical areas that support improvement in outcome scores, Academic Affairs and Student Affairs. CASHIERâ&#x20AC;&#x2122;S/ACCOUNTS RECEIVABLES Unit Strategy 1 Reduce Bad Debt Expense of the College.
41
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 2: Increase Organizational Resourcefulness.
STRATEGIES FINANCIAL AND ADMINISTRATIVE SERVICES CAMPUS CHILD CARE Unit Strategy 1 To increase organizational resourcefulness, Campus Child Care will seek additional grants to off-set cost to institution.
INSTITUTIONAL ADVANCEMENT Division Strategy 1 Pursue grants that increase credit completions and noncredit hours. (Progression, certificates, workforce development, awards and degrees) Division Strategy 2 Review and revise, as appropriate, Foundation policies and procedures. (Progression, certificates, workforce development, awards and degrees) Division Strategy 3 Refine and implement strategies to strengthen donor moves management. 42
CORE THEME 3: FOCUS ON EXCELLENCE Goal/Objective 2: Increase Organizational Resourcefulness.
STRATEGIES INFORMATION TECHNOLOGY SERVICES Division Strategy 1 Transition to virtual desktops and ‘All in One’ Desktops as we approach end of life on equipment. Division Strategy 2 Pursue technology grants to increase technology opportunities at the college.
COMMUNICATIONS, MARKETING & COMMUNITY RELATIONS Division Strategy 1 Perform printing services review.
EQUITY & COMPLIANCE Strategy 1 Increase College engagement in equity and compliance-related training and development.
43
Core Theme III Goal/Objective 1: Improve organizational efficiency and effectiveness. Measure
CCSSE, SENSE and STCC Organizational Health Survey
Cornerstone Software Application
Baseline 2016-2017
2017/2018
Mission Fulfillment Status (maintains/ exceeds)
Aspirational Target (2020)
Aspirational Fulfillment Status
CCSSE: Student-Faculty Interaction â&#x20AC;&#x153;56.0â&#x20AC;?
2018 Summer is a Baseline standard. Implementation of a sustainable annual review process.
44
Core Theme III Goal/Objective 1: Improve organizational efficiency and effectiveness.
Baseline
Measure
2017/2018
Mission Fulfillment Status (maintains/ exceeds)
Address each of the following Huron recommendations: • Five-year plan •
• •
Huron Study for Information Technology.
• • • • • • • • •
Recurring communications
Customer communications Governance committee structure Centralize demand Detailed IT initiatives Project Management Information security Service management, delivery and architecture plan SLA database Enterprise Architecture DMZ (security on both sides of the firewall) Risk of legacy system(s)
Aspirational Aspirational Fulfillment Target Status (2020)
All areas of recommendation will be addressed with solution sets and deliverable timelines not later than July 01, 2018. NO
NO
All solution sets will be implemented not later than September 01, 2018.
45
Goal/Objective 1: Improve organizational efficiency and effectiveness.
Measure
Baseline
2017/2018
Mission Fulfillment Status (maintains/ exceeds)
State Audit for Information Technology
Non-Compliance in the following areas: • • • • •
Data Depot
Access Controls Secure Network Infrastructure Patches and Updates Access for separated employees Critical Policies and Procedures
Implement an intranet solution for information management to support a business intelligence solution.
Information technology will have all non-compliance is resolved by April 01, 2018; complete with sustainability plan to provide assurances that this noncompliance remains solvent.
Beta ready by March 2018.
YES
YES
Aspirational Aspirational Fulfillment Target Status (2020)
YES
NO
Full Implementation by September 2018.
46
47
©AUGUST 2018
48