Coastal Vision 2021 – Operational Planning Matrix As of ... · Jason Umfress Jaime Parker-Lewis 2 A1.3.2. Design and launch of comprehensive student leadership program Jason Umfress

Coastal Vision 2021 – Operational Planning Matrix As of January 15, 2016

F O R I N T E R N A L P L A N N I N G U S E O N L Y – P a g e 1 | 13

Strategic Theme Goal Objective Strategy (Institutional-Level) Strategy Champion Strategy Oversight1 Strategic Phase

THEME A – STUDENT ENRICHMENT The College of Coastal Georgia is a community of scholars that engages students in intellectual, cultural, social, personal, and professional growth. The institution maintains a safe and nurturing environment that supports and encourages students to participate in curricular and co-curricular activities that promote intellectual curiosity, student success, and engaged citizenship.

A1. Enhance opportunities for student engagement by providing an educational, inclusive and socially responsible learning community within the College and beyond

A1.1. Actively pursue the College’s Complete College Georgia plan to increase student retention, progression, and graduation by enhancing college transition and student success initiatives and partnerships

A1.1.1. Provide adult learners and military students/veterans with tools and resources needed to succeed

German Vargas Kimberly Burgess & Lisa Lesseig

0

A1.1.2. Promote the new Bachelor of Science in Interdisciplinary Studies degree and establish a Prior Learning Assessment (PLA) process

German Vargas John Cornell, Lisa Lesseig & Kimberly Burgess

0

A1.1.3. Provide proactive advising to keep students on track to graduate

German Vargas Tracy Pellett & Pat Morris 0

A1.1.4. Enroll students in need of remediation in gateway collegiate courses in English and mathematics, with co-requisite Learning Support

German Vargas Ricky Weaver & April Davis 0

A1.1.5. Increase MOWR student outreach to local county school districts

German Vargas Clayton Daniels & Linny Bailey

0

A1.1.6. Enhance the comprehensive student employment program to monitor need and assessment

German Vargas Michael Butcher & Brian Weese

0

1 Strategy oversight team composition subject to change, as strategy champion deems appropriate and necessary




A1.1.7. Expand scope and outreach of Committee on the Amalgamation of Programs and Services (CAPS) to provide support and motivation to students through the integration and coordination of programs and services

German Vargas Michael Butcher & CAPS 0

A1.1.8. Redesign and expand the new student orientation program

German Vargas Jason Umfress & Clayton Daniels

0

A1.1.9. Design and launch of a distinct, co-curricular 4-year plan designed to assist in student success

German Vargas Jason Umfress 3

A1.2. Enhance programming initiatives to develop a high-quality, vibrant student life program that promotes the physical, social, academic, and emotional health and wellness of students in all campus locations

A1.2.1. Continued exploration of Greek Life program

Jason Umfress Jaime Parker-Lewis 0

A1.2.2. Creation of a peer-led health promotions program

Jason Umfress Michael Butcher & Cheryl Van Dyke

2

A1.2.3. Support and expansion of programming to support the generation of institutional pride & affinity

Jason Umfress Jaime Parker-Lewis & Andrew Smith

2

A1.3. Provide opportunities for students to develop leadership competencies

A1.3.1. Identification and development of leadership competencies, curriculum, and assessment tools


A1.3.2. Design and launch of comprehensive student leadership program


A1.4. Promote excellence in and breadth of intramural, club, and intercollegiate athletic programming

A1.4.1. Develop athletics programming strategic plan for FY 2017-21

Bee Carlton Athletics Advisory Board 1




A1.4.2. Continue to cultivate, expand, and maintain club sport options

Bee Carlton Andrew Smith 0

A1.5. Develop institutional wide diversity initiatives that promote inclusion and global awareness

A1.5.1. Launch a campus-wide discussion/definition of diversity

Tracy Pellett Brittany Garcia 0

A1.5.2. Development of a strategic plan to implement a structured, campus-wide diversity education

Jason Umfress Brittany Garcia 1

A1.5.3. Support & expansion of international student programming initiatives

Tracy Pellett Adam Johnson 0

A1.6. Promote and maintain a multifaceted career-planning program for students that includes essential skills which leads to successful personal and professional transitions

A1.6.1. Integrate career skill presentations / content into academic courses

Jason Umfress Andrea Wallace & Brian Weese

1

A1.6.2. Create and lead a campus-wide initiative to incorporate soft-skills into the curriculum

Jason Umfress German Vargas & Brian Weese

1

A1.7. Design and update facilities that enhance the delivery of high quality services and programs integral to students’ academic success, physical well-being, social interaction, and personal development

A1.7.1. Conduct regular needs assessments for environmentally-friendly facility remodeling and renovation that enhance the delivery of high quality services and programs integral to students’ academic success, physical well-being, social interaction, and personal development

Jeff Preston Michael Butcher, Gary Strickland & Jason Umfress

0

THEME B – ACADEMIC EXCELLENCE The College of Coastal Georgia is a community committed to cultivating a culture of discovery in teaching and learning for students, faculty and staff

B2. Enhance and promote excellence in scholarship, creativity and teaching

B2.1. Develop opportunities for interdisciplinary collaboration in teaching

B2.1.1. Expand interdisciplinary course offerings

Andrea Wallace Tracy Pellett & School Deans

0




that is rigorous, inclusive, engaging, interdisciplinary, and global. B2.1.2. Establish specific guidelines and

a payment structure for courses that are taught collaboratively by faculty across different disciplines

Andrea Wallace Jeff Preston & Michelle Ham

1

B2.2. Support reflective, interactive and experiential learning

B2.2.1. Encourage use of technology to foster interactive teaching and the creative use of eBooks and other electronic tools

German Vargas Andrea Wallace, Lisa McNeal & Alan Ours

0

B2.2.2. Provide professional development through CTL to support reflective and experiential teaching

Tracy Pellett Andrea Wallace 0

B2.3. Provide support for faculty-student research

B2.3.1. Develop a process to support faculty & student research

Andrea Wallace German Vargas & School Deans

1

B2.3.2. Host annual undergraduate student research symposium

German Vargas Tracy Pellett & School Deans

1

B2.4. Expand support for faculty research and grant writing

B2.4.1. Provide faculty with opportunities to consult with grant-writing experts


0

B2.4.2. Incentivize funded research activity (e.g. reduced teaching assignments) to increase faculty scholarly productivity


0

B2.4.3. Host annual research colloquia to allow faculty members to engage and interact with teaching scholars from diverse backgrounds


0

B2.5. Support faculty research and exchange opportunities abroad

B2.5.1. Establish a comprehensive international education plan that promotes study aboard, faculty and staff exchanges and collaborative research opportunities

Tracy Pellett Andrea Wallace & Adam Johnson

1




B3. Develop a culture of evidence, accountability and continuous improvement

B3.1. Standardize the practice of integrating assessment into teaching

B3.1.1. Identify and implement assessments to measure College and program objectives in specific courses

Andrea Wallace School Deans & Department Chairs

1

B3.1.2. Provide professional development to create, use, reflect on, and improve teaching, using varied assessments to guide instruction at College, programmatic and course levels


0

B3.1.3. Develop course-level student learning outcomes that map to program-level SLOs

Andrea Wallace School Deans & Department Chairs

0

B3.2. Enhance the effectiveness of student support services

B3.2.1. Expand and strengthen programs that focus on critical student transitions, including advising, testing, TRIO, service-learning, supplemental instruction, tutoring, and Move on When Ready (MOWR)

German Vargas Staff from: Advising Center, ATTIC, TRIO, Service-Learning, MOWR, Writing Center & Testing

0

B4. Extend high-impact learning practices and support current and new educational program offerings

B4.1. Embrace high-impact educational practices that reinforce academic proficiencies

B4.1.1. Identify and develop workshops and other resources for faculty-related to high-impact learning best practices within the boundaries of 120 credit hours


0

B4.1.2. Develop and implement assessment plans for high impact practices and use assessment results to increase and improve implementation of high impact practices

German Vargas Tracy Pellett & School Deans

0

B4.2. Embed service-learning throughout the curriculum

B4.2.1. Increase the number of faculty members engaged in teaching service-learning courses by enhancing professional development opportunities

Andrea Wallace German Vargas & Kimberly Mannahan

0

B4.2.2. Strengthen the evaluation and assessment of service-learning and disseminate findings

German Vargas Kimberly Mannahan & Cody Cocchi

0




B4.2.3. Connect a series of courses across the disciplines through service-learning

German Vargas Kimberly Mannahan & Cody Cocchi

0

B4.3. Identify new degree programs that meet the professional and intellectual needs of students

B4.3.1. Conduct environmental scan to determine appropriate “traditional” and “online” degree programs to meet consumer demand

Tracy Pellett Jim Lynch & Ron Harding 0

B4.3.2. Identify additional minors and concentrations related to the mission of the College

Tracy Pellett Andrea Wallace & School Deans

0

B4.4. Develop campus programming that allows for the recruitment and retention of academically-talented students

B4.4.1. Expand Honors Program (HP) Tracy Pellett Andrea Wallace, Robert Bleil & Leon Gardner

1

B4.4.2. Expand campus program offerings to attract high-achieving secondary school students from diverse backgrounds

Clayton Daniels Tracy Pellett, Jason Umfress & German Vargas

0

B4.5. Develop study abroad opportunities for students to gain a global perspective

B4.5.1. Establish new international education partnerships and join consortium efforts to provide students with opportunities to study abroad

Tracy Pellett Adam Johnson & School Deans

2

B4.5.2. Encourage faculty-led, short-term study abroad programs by providing workshops on appropriate program proposal writing

Tracy Pellett Adam Johnson & School Deans

2

THEME C – INSTITUTIONAL DISTINCTION Increase and enhance the College of Coastal Georgia’s visibility and reputation for an experiential and supportive approach to learning that prepares graduates for community engagement as well as

C5. Achieve regional, state, national, and international recognition for institutional distinction and educational excellence

C5.1. Refine the College’s institutional identity

C5.1.1. Conduct identity research Mick Cumbie Vice Presidents, Clayton Daniels, John Cornell, Jim Lynch & Ron Harding

1




professional and personal success. C5.1.2. Identify core institutional

messages Mick Cumbie Vice Presidents, Clayton

Daniels, John Cornell, Jim Lynch & Ron Harding

1

C5.1.3. Engage in a comprehensive internal and external identity promotional campaign

Mick Cumbie John Cornell 1

C5.2. Create a marketable institutional brand

C5.2.1. Craft and launch an integrated marketing communications plan that outlines key brand distinctions

Mick Cumbie Clayton Daniels & John Cornell

2

C5.2.2. Champion the College’s brand and strengthen and enforce CCGA’s graphic identity standards and related policies in print and electronically


C5.2.3. Collaborate with the College Foundation (through marketing) to promote and support CCGA fundraising

Mick Cumbie Foundation Board 0

C5.3. Develop and implement strategies to increase awareness of the positive impact that the institution, faculty, staff and its graduates have on the region, state, nation, and global community

C5.3.1. Craft a new strategic redesign and implement a content management system for the College’s website to increase positive awareness for the institution and its contributions

Alan Ours Vice Presidents, Paul Hearn, John Cornell & School Deans

0

C5.3.2. Enhance news promotions, publications, and e-communications within a public relations plan to promote the visibility of the research, scholarship and creative work of faculty, staff, students & alumni





C5.4. Improve the College’s rankings in reputable and recognized educational publications and surveys

C5.4.1. Form a recognition team to help develop School and program/discipline plans to elevate rankings – market both faculty scholarship in defined areas of excellence and the accomplishments of CCGA graduates

Jim Lynch Tracy Pellett, Andrea Wallace, John Cornell & Ron Harding

1

THEME D – LEADERSHIP THROUGH COMMUNITY ENGAGEMENT & PARTNERSHIPS The College of Coastal Georgia works in partnership with key stakeholders within the region, including educational support groups, not-for-profits, governmental agencies and economic development organizations, to enhance cultural experiences and raise community-wide awareness of the value of an educational system. Engagement and partnership within the region provide learning experiences for students and create an educational structure, which can drive the institution and the region forward.

D6. Raise the institutional position and profile of the College within the community to help shape regional growth

D6.1. Provide knowledge and expertise of faculty, staff and students to the region

D6.1.1. Develop a process to collect faculty and staff content/expertise information

Mick Cumbie Andrea Wallace, Vice Presidents & School Deans

2

D6.2. Develop and sustain collaborative partnerships with community members and organizations to maximize

D6.2.1. Establish and maintain a positive and beneficial Town and Gown relationship with the City of Brunswick and beyond

Greg Aloia Vice Presidents, School Deans & Service-Learning

0




student engagement and community involvement

D6.2.2. Centralize and standardize a system for compiling and promoting service-learning, internships, practicum, clinical, and other experiential learning opportunities

Mick Cumbie Vice Presidents, School Deans & Service-Learning

0

D6.2.3. Create a campus campaign to increase faculty and staff participation in local community civic organizations and initiatives to keep the channels of communication open between the community and the College

Clayton Daniels Vice Presidents, School Deans & Service-Learning

0

D6.3. Collaborate with educational and economic partners to guide the development of programs to meet the needs for regional growth

D6.3.1. Establish a guiding council Advisory Board of local civic leaders, school superintendents, business leaders and College leadership to evaluate and drive the regional growth; e.g., economic, educational, etc.

Greg Aloia Vice Presidents & School Deans

2

D6.3.2. Incentivize and align program development, undergraduate research, and experiential learning to meet the targeted community needs

Tracy Pellett Andrea Wallace, German Vargas & School Deans

0

D6.4. Integrate and enhance student learning and development through experiential activities that address community needs

D6.4.1. Promote career readiness and student leadership through a combination of student development opportunities, volunteerism, experiential learning, and career advisement

Jason Umfress German Vargas, Andrew Smith, Kimberly Mannahan Jaime Parker Lewis, & Brian Weese

0

D6.5. Expand efforts to develop educational partnerships and pathways with local P-12 school systems, technical college systems, and the University System of Georgia

D6.5.1. Build awareness of educational options at the middle school and early high school level

Clayton Daniels German Vargas, Aerial Dickerson & School Deans

0




D6.5.2. Continue to work with both USG and TCSG institutions to provide access and completion opportunities for students within the region

Clayton Daniels Tracy Pellett & German Vargas

0

D6.5.3. Identify resources within the community to provide financial educational opportunities for students/families and to provide support for ongoing initiatives

Clayton Daniels Terri Harris & Brenda Taylor 0

THEME E – SUSTAINABILITY & ORGANIZATIONAL DEVELOPMENT Sustainability calls for the College of Coastal Georgia to efficiently use its resources – human, physical and financial – to ensure the future success of the institution. With limited resources and competing needs, it is imperative that the institution create strategies that make the most effective use of its resources.

E7. Develop and sustain an organizational, fiscal and physical infrastructure that supports and enhances the college community

E7.1. Ensure all facilities, equipment and technology meet College operational needs, and state/federal requirements while enhancing efficiencies and providing a safe environment

E7.1.1. Formulate and implement the key components of the updated CCGA information technology strategic plan

Alan Ours Technology Advisory Committee

1

E7.1.2. Enhance early warning emergency notification systems and comprehensive training programs that are essential elements in creating and maintaining a safe and secure work and study environment

Jeff Preston Bryan Sipe & 3-Deep members

0

E7.1.3. Review and update policies to protect campus resources and college property

Jeff Preston Tracy Pellett, Jason Umfress & Mick Cumbie

0




E7.2. Recruit and retain qualified faculty and staff, while promoting both diversity and inclusion

E7.2.1. Develop a Diversity and Inclusion Strategic Plan to identify goals and actions that demonstrate the College’s commitment to and promotion of an inclusive and collaborative workplace environment

Jeff Preston Human Resources, Faculty Senate, Staff Assembly & Brittany Garcia

1

E7.2.2. Promote opportunities for faculty and staff participation in College governance, community building, and leadership with local, regional and statewide committees

Andrea Wallace Faculty Senate 0

E7.2.3. Implement an aligned and coordinated compensation strategy that recruits/retains highly qualified faculty and staff

Jeff Preston Tracy Pellett, Phyllis Broadwell, Faculty Senate & Staff Assembly

1

E7.2.4. Seek new funding from the CCGA Foundation to support faculty and staff education

Andrea Wallace Mick Cumbie 0

E7.3. Develop and maintain organizational and financial plans that continue to support faculty, staff and student success

E7.3.1. Ensure all available scholarships are awarded

Jeff Preston Mick Cumbie & Clayton Daniels

0

E7.3.2. Develop and utilize partnerships with Academic and Student Affairs to support fundraising by the Advancement office

Mick Cumbie Tracy Pellett & Jason Umfress

0

E7.3.3. Ensure that future budget plans focus on student success

Jeff Preston Greg Aloia & Vice Presidents

0

E7.3.4. Initiate planning for a major capital campaign to increase endowment and enhance campus support services

Mick Cumbie Foundation Board & Vice Presidents

1

E7.3.5. Allocate College resources based on annual budget process that

Jeff Preston Greg Aloia, Vice Presidents & Tom Saunders

0




encourages “thinking outside the box” informed by analysis and research

E7.4. Develop a long-range sustainable plan for athletics

E7.4.1. Develop a Booster Club (Friends of Mariners) to support the athletic programs in the region

Mick Cumbie Bee Carlton & Athletics Advisory Board

1

E7.4.2. Develop and implement an intercollegiate athletics strategic plan for FY 2017-21

Bee Carlton Athletics Advisory Board, FOM, Foundation Board & Mick Cumbie

0

E7.4.3. Seek additional private fund-raising to support athletic scholarships and tournament travel throughout the academic year

Bee Carlton Athletics Advisory Board, FOM, Foundation Board & Mick Cumbie

0

E7.5. Continue the transformation of the institution as a college of choice through the ongoing implementation of the strategic master plan

E7.5.1. Review and update the strategic master plan


0

E7.5.2. Seek small capital funding for renovation and campus expansion


1

E7.5.3. Oversee the construction of residential housing through partnerships with Corvias

Jeff Preston Jason Umfress, Michael Butcher & Corvias Liaison

1

E7.6. Address all organizational elements at the Camden Center through development of focused strategies

E7.6.1. Organize a strategic group of key stakeholders to develop a plan for ongoing and future development of the Camden Center

Tracy Pellett Jeff Preston, Jason Umfress, Mick Cumbie, Holly Christensen & Clayton Daniels

1

E7.7. Refine and maintain a comprehensive risk management plan that addresses the College’s overall responsibility

E7.7.1. Appoint a campus wide representative group to review and revise the current risk management plan (as needed)

Jim Lynch Greg Aloia, Vice Presidents & Chuck Fell

1

E7.7.2. Initiate a regular and ongoing risk management assessment process, utilizing key stakeholders across campus


0




E7.7.3. Create and sustain a high level of campus awareness about risk management and safety


0

E7.7.4. Maintain effective internal controls and compliance with SACSCOC, federal, state, and BOR policies and standards


0

E7.8. Maintain a sustainable enrollment management plan to ensure continued institutional growth and financial stability

E7.8.1. Establish an enrollment dashboard for regular review as well as raise awareness of enrollment trends and concerns

Clayton Daniels Alan Ours & Ron Harding 1

E7.8.2. Work with key stakeholders on-campus (Schools, departments, units) as well as those off-campus (high schools, school systems) to develop goals and strategies to ensure stable and growing enrollment

Clayton Daniels Vice Presidents & School Deans

0

E7.8.3. Develop and implement enrollment management plan that maximize tuition revenue

Clayton Daniels Vice Presidents & School Deans

1

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Coastal Vision 2021 – Operational Planning Matrix As of ... · Jason Umfress Jaime Parker-Lewis 2 A1.3.2. Design and launch of comprehensive student leadership program Jason Umfress