Strategic Plan Final - alamancecc.edu

STRATEGIC PLAN

February 2014 – July 2016

1247 JIMMIE KERR ROAD | GRAHAM, NC 27253

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TABLE OF CONTENTS

Institutional Effectiveness/Strategic Planning Membership ___________ 1 Vision, Mission, Goals, and Core Values ___________________________ 2 Introduction and Methodology __________________________________ 3 Planning Assumptions _________________________________________ 5 Overview of Strategic Initiatives

Community Engagement ______________________________________________ 6 Facility Upgrades/Master Plan __________________________________________ 6 Programming _______________________________________________________ 7 Operational Effectiveness _____________________________________________ 7 Student Success _____________________________________________________ 7

Detailed Workplans for Strategic Initiatives Community Engagement ______________________________________________ 8 Facility Upgrades/Master Plan __________________________________________ 9 Programming ______________________________________________________ 10 Operational Effectiveness ____________________________________________ 11 Student Success ____________________________________________________ 12

Administrative Priorities ______________________________________ 13

Board of Trustees Approval February 10, 2014

INSTITUTIONAL EFFECTIVENESS/STRATEGIC PLANNING

COMMITTEE MEMBERSHIP

Dr. Algie Gatewood, Co-Chair President of ACC Dr. Gene Couch, Co-Chair Executive Vice President Carolyn Rhode Vice President Institutional Advancement Mark Newsome Vice President Administrative and Fiscal Services Cindy Collie Controller Jeff Bright Assistant to the President for Business and Industry Training Ed Williams Director Public Information and Marketing Dr. Jessica Harrell Coordinator of Research and Institutional Effectiveness Scott Queen Associate Dean Business Technologies

Dr. Carol Disque Dean of Student Development Dr. Paul Craven Instructor of English Chair of Faculty Affairs Claire Dixon Director of Academic & Career Readiness Perry Hardison Instructor of Humanities Ben Shirley Instructor of Sociology Gary Saunders Dean of Continuing Education Ervin Allen Director of Small Business Center Dr. Clara Vega Department Head Humanities and Fine Arts Christopher Seip ACC Student Doug Fincannon Trustee Representative

ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 1

VISION, MISSION, GOALS AND CORE VALUES

Vision Creating a premier educational gateway to economic and cultural vitality.

Mission

To provide the educational programs and services of a comprehensive community college that

respond to our diverse community needs and empower life-long learners to participate in a

global society.

Goals

Promote student learning, access, and success through continuous improvement and innovation of our educational programs and services.

Advance workforce and economic development of the community. Utilize physical, financial, and human resources in an accountable and effective way.

Core Values

Collaboration – We foster partnerships, connections and collegiality.

Diversity – We reflect in our employees and processes the cultural awareness and inclusion

embraced by the communities and individuals we serve.

Excellence – We exceed stakeholder expectations with unwavering commitment to high

quality.

Integrity – We support our actions and reactions with a pledge that everything we do is

consistent, ethical, honest, transparent and with demonstrated accountability.

Learning – We are committed to continuous improvement as individuals and as an

organization.

Stewardship – We are committed to the optimal and sustainable use of our human, fiscal,

and physical resources.

Success – We facilitate student achievement by providing quality services that support

educational programs taught by highly competent faculty.

BOT Approved January 13, 2014


INTRODUCTION AND METHODOLOGY

“The future is not some place we are going to, but something we are creating.” -John Schear

Introduction

Alamance Community College (ACC) seeks to fulfill its mission while constantly striving for

continuous improvement. ACC understands the importance of this plan to be data driven,

integrated and shaped by stakeholder input. Fundamentally, this process has addressed four

areas:

Where are we today?

Where do we want to be in the future?

What do we need to be focused on in the future in order to be where we

want to be?

Lets us know if we realized our initiatives.

As we navigate these tough economic times (the current climate is the new normal), we will

need to be strategic in the use of our resources to be the best community college possible for

our community.

Methodology

The Institutional Effectiveness/Strategic Planning Committee is made up of eighteen individuals

from across all sectors of the College to include a Board member, the President, senior

leadership, mid-level management, staff, faculty and the student body President. The group

provides the leadership for this process and the products.

This report is a result of a participative, purposeful, and transparent strategic process that

began in October 2013. Over the course of five months, the College was fully engaged in the

development of this strategic plan. This report is a result of the following:

Key Performance Indicators. Identification of Key Performance Indicators and data

collection and analysis of the indicators of success for the College. The College identified seven

major areas. They are as follows: 1. Enrollment Data 2. Student Satisfaction 3. Student Goal Attainment 4. Employer Satisfaction with Graduates


5. Value Added to the Community 6. State Performance Measures 7. Effective Use of Physical, Financial and Human Resources

Most of these areas have multiple data points of measurement.

Environmental Scan. The College must have strategic intelligence about trends and

potential development so that we can link foresight with strategy, and translate this to the

planning and decision-making process. To assist with this strategic intelligence we engaged in

an external scan of environment factors and variables that are likely to affect the College in its

service to the community. We focused our review in the four major areas of

population/demographics, economy/industry, government, and education.

Mission Statement Review. While the core mission of the institution has not or will not

change, there was significant interest to re-write our mission statement from scratch. The

College wanted to take this opportunity to choose words that more concisely say what we do.

As a result, we have a new mission statement. Further, we revised and simplified the College

goals. Additionally, the College for the first time developed a vision statement and identified its

core values.

Focus Groups. To ensure that we had input from stakeholder groups, we held focus groups

with the following groups – community members, cross-section of faculty and staff, Joint

Administrative Council, President’s Cabinet and the College’s Board of Trustees. These focus

groups were asked for ideas on how we could improve in the following areas:

Community outreach

Facilities Program offerings (curriculum and continuing education) Technology Fiscal resources Overall quality Accreditation

Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. To gain

additional feedback from stakeholders, the College asked the following groups to participate in

a Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis for the College.

All college employees Board of Trustees Community Members that participated in the focus groups Selected Alamance Chamber of Commerce members

ACC Alumni


PLANNING ASSUMPTIONS

Planning Assumptions

These assumptions help guide strategic planning by making explicit statements about the

internal and external realities that face an organization. As a result, the College must constantly

be aware of these factors and their impact on the College.

Alamance County’s unemployment rate of 6.7% is below the state rate of 6.9% but

slightly above the U.S. rate of 6.6%.

Population growth in the County is modest. Census projections show a 5.8% growth

rate from 2013 to 2023.

Tuition increases are likely to continue to climb. In NC, community colleges’ tuition

have increased every year, except for two since 2000 – with a cumulative increase of

141% ($27.50 to $66.50 per credit hour).

State funding for community colleges and the value of an FTE will continue to be

hard to predict. It does appear that accountability measures will be increasingly tied

to funding.

The budget appropriations and eligibility criteria for the federal financial aid

program will continue to be monitored, to fully understand the impact on student

success.

Community colleges have received favorable political support and this has improved

our profile as a College of value and choice.

The student success and completion agenda will only increase. The movement to

ensure that students successfully complete an educational credential will likely

continue to be at the forefront of national and state education initiatives.

Multiple modes of connectivity and devices – laptops, tablets, and smart phones –

will soon (if not already) be the norm and this will lead to increasing technology

expectations for students and faculty.

Alternate modes of delivery will play an ever increasing role in higher education.


STRATEGIC PLANNING INITIATIVES

The College has identified five major initiatives. These major initiatives have resulted from this strategic planning process. These priorities are in alignment with our vision, mission, goals and core values and holds us accountable as we move to new levels of service and excellence. These five major areas each have several initiatives that are components of the larger initiative.

Strategic Initiative 1: Improved community connection/engagement

Below represents the major milestone for the accomplishment of this initiative:

1.1 Plan for President to make presentations at local civic or other community groups.

1.2 Plan for President to engage with business/industry, donors, non-profits and other

key stakeholder groups

1.3 Create a new marketing plan to tell the “ACC story” tailored to various stakeholder

groups

1.4 Explore opportunities to have the community on campus

1.5 Develop a plan to strengthen partnerships with educational providers and parents

(public, private, charter, homeschool)

Strategic Initiative 2: Identify areas of facility needs and develop plans to realize the

improvements

2.1 Review and update the facilities master plan. This update will include the new Advanced Applied Technology Center and a review of our current space for possible upgrades. (ex. auditorium) 2.2 Review the infrastructure associated with technology and develop a plan for upgrades 2.3 Improve signage and/or presence from the highway 2.4 Review/investigate the need for off-campus locations and possible programming for these sites


Strategic Initiative 3: Engage in a comprehensive review of the College’s current programs

and to identify new program offerings that provide educational opportunities of the highest

quality to our service area.

3.1 Complete a comprehensive review of current programming and identify areas of improvement 3.2 Complete a needs assessment of our service area for possible new programs 3.3 Identify the area(s) where the College can be identified as an industry leader “Center of Excellence” 3.4 Expand Distance Learning options to include:

additional administrative support additional instructional design support infrastructure faculty training

Strategic Initiative 4: Increased operational effectiveness

There are a number of initiatives that will positively impact the operation of the institution.

4.1 Review of organizational structure and salary review 4.2 Review technology to improve teaching/learning and administrative function 4.3 Assess and update the internal program review process 4.4 Review and revise the employee evaluation system 4.5 Develop plan to streamline current workflow and administrative processes

Strategic Initiative 5: Improve our student success models that are benchmarked against

national models.

5.1 Develop a new comprehensive Student Orientation 5.2 Create articulation agreements with senior institutions (target of two agreements per year) 5.3 Improve academic advising system 5.4 Explore transportation system to campus


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th

e re

sult

s fo

r th

e re

view

, fa

cto

r in

to f

utu

re

bu

dge

t an

d r

eso

urc

es

avai

lab

le

Focu

s G

rou

p

Envi

ron

men

tal S

can

nin

g

3.4

Exp

and

Dis

tan

ce L

earn

ing

op

tio

ns

to

incl

ud

e:

-ad

dit

ion

al a

dm

inis

trat

ive

sup

po

rt

-ad

dit

ion

al in

stru

ctio

nal

des

ign

su

pp

ort

-i

nfr

astr

uct

ure

-f

acu

lty

trai

nin

g

Ass

oci

ate

Dea

n a

nd

Dis

tan

ce

Lear

nin

g C

oo

rdin

ato

r in

as

soci

atio

n w

ith

th

e D

ista

nce

Le

arn

ing

Co

mm

itte

e

Mar

ch 1

5, 2

01

5

Min

imal

imp

act

on

b

ud

get

Focu

s G

rou

p

SWO

T A

nal

ysis

En

viro

nm

enta

l Sca

nn

ing


ALA

MA

NC

E C

OM

MU

NIT

Y C

OLL

EG

E

STR

ATE

GIC

PLA

N 2

014

– 2

016

Stra

tegi

c In

itia

tive

4:

Op

erat

ion

al e

ffe

ctiv

enes

s

Co

llege

Go

al:

Uti

lize

ph

ysic

al, f

inan

cial

an

d h

um

an r

eso

urc

es in

an

acc

ou

nta

ble

an

d e

ffec

tive

way

Ou

tco

me/

Exp

ecte

d R

esu

lts:

Incr

ease

d e

ffe

ctiv

enes

s o

f C

olle

ge o

per

atio

ns

Maj

or

Mile

sto

nes

/Act

ivit

ies

Per

son

(s)

R

esp

on

sib

le

Targ

ete

d

Co

mp

leti

on

D

ate

Pro

po

sed

B

ud

get

(if

app

licab

le)

Dat

a So

urc

e

Use

d t

o Id

enti

fy

Stra

tegy

4.1

Rev

iew

of

org

aniz

atio

nal

str

uct

ure

an

d s

alar

y re

view

O

rgan

izat

ion

al s

tru

ctu

re le

d b

y P

resi

den

t an

d C

abin

et;

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ry r

evie

w –

Pre

sid

ent

and

C

abin

et, H

um

an R

eso

urc

es a

nd

co

nsu

ltan

t fi

rm

Org

aniz

atio

nal

str

uct

ure

re

view

by

Ap

ril 1

, 20

14

; Sa

lary

rev

iew

by

Dec

emb

er 1

, 20

14

no

ne

Fo

cus

Gro

up

SW

OT

An

alys

is

4.2

Rev

iew

te

chn

olo

gy t

o im

pro

ve

teac

hin

g/le

arn

ing

and

ad

min

istr

ativ

e fu

nct

ion

Dir

ecto

r o

f IT

an

d a

rep

urp

ose

d

Tech

no

logy

Co

mm

itte

e.

Rep

ort

p

rovi

ded

to

Pre

sid

ent’

s C

abin

et f

or

app

rova

l.

Dev

elo

p p

lan

by

Dec

emb

er 3

1, 2

01

4 a

nd

b

egin

imp

lem

enti

ng

Jun

e 1

, 20

15

. Tar

get

com

ple

tio

n d

ate

– Ju

ly

20

16

Bas

ed o

n t

he

fin

din

gs f

rom

th

e p

lan

Focu

s G

rou

p

SWO

T A

nal

ysis

En

viro

nm

enta

l Sca

nn

ing

4.3

Ass

ess

and

up

dat

e t

he

inte

rnal

p

rogr

am r

evie

w p

roce

ss

Exe

cuti

ve V

ice

Pre

sid

ent,

Aca

dem

ic

Dea

ns,

Co

ord

inat

or

of

Res

earc

h a

nd

In

stit

uti

on

al E

ffec

tive

nes

s

Co

mp

lete

d b

y

Au

gust

1, 2

01

4

No

t ap

plic

able

K

ey

Per

form

ance

In

dic

ato

rs

4.4

Rev

iew

an

d r

evis

e th

e em

plo

yee

ev

alu

atio

n s

yste

m

Task

forc

e ap

po

inte

d b

y th

e P

resi

den

t N

ame

the

task

forc

e b

y M

arch

1, 2

01

4; P

roje

ct

tim

elin

e fo

r co

mp

leti

on

an

d im

ple

men

tati

on

of

new

sys

tem

– o

ne

year

no

ne

Focu

s G

rou

p

SWO

T A

nal

ysis

4.5

Dev

elo

p p

lan

to

str

eam

line

curr

ent

wo

rkfl

ow

an

d a

dm

inis

trat

ive

pro

cess

es

Pre

sid

ent

to a

pp

oin

t a

task

forc

e to

id

enti

fy a

reas

fo

r im

pro

vem

ent

and

d

evel

op

pla

ns

for

new

pro

cess

es

Nam

e th

e ta

skfo

rce

by

Mar

ch 1

, 20

14

Li

mit

ed im

pac

t Fo

cus

Gro

up

SW

OT

An

alys

is


ALA

MA

NC

E C

OM

MU

NIT

Y C

OLL

EG

E

STR

ATE

GIC

PLA

N 2

014

– 2

016

Stra

tegi

c In

itia

tive

5:

Stu

den

t su

cces

s

Co

llege

Go

al:

Pro

mo

te s

tud

ent

lear

nin

g, a

cces

s, a

nd

su

cces

s th

rou

gh c

on

tin

uo

us

imp

rove

men

t an

d in

no

vati

on

of

ou

r ed

uca

tio

nal

pro

gram

s an

d s

ervi

ces

Ou

tco

me/

Exp

ecte

d R

esu

lts:

Incr

ease

d s

tud

ent

com

ple

tio

n r

ates

Maj

or

Mile

sto

nes

/Act

ivit

ies

Per

son

(s)

R

esp

on

sib

le

Targ

ete

d

Co

mp

leti

on

D

ate

Pro

po

sed

B

ud

get

(if

app

licab

le)

Dat

a So

urc

e

Use

d t

o Id

enti

fy

Stra

tegy

5.1

Dev

elo

p a

new

co

mp

reh

ensi

ve S

tud

ent

Ori

enta

tio

n

Ke

y m

emb

ers

of

Stu

den

t D

evel

op

men

t an

d

Ad

min

istr

ativ

e C

ou

nci

l

Fin

al v

ersi

on

by

Ja

nu

ary

20

15

P

art

of

on

goin

g b

ud

get

Ke

y P

erfo

rman

ce

Ind

icat

ors

5.2

Cre

ate

arti

cula

tio

n a

gree

men

ts w

ith

se

nio

r in

stit

uti

on

s

(tar

get

of

two

new

agr

eem

ents

per

yea

r)

Exe

cuti

ve V

ice

Pre

sid

ent,

A

sso

ciat

e D

ean

s, D

irec

tor

of

Ad

visi

ng

Ce

nte

r

on

goin

g

No

ad

dit

ion

al

reso

urc

es n

eed

ed

SWO

T A

nal

ysis

K

ey

Per

form

ance

In

dic

ato

rs

5.3

Im

pro

ve a

cad

emic

ad

visi

ng

syst

em

Dir

ecto

r o

f A

dvi

sin

g C

en

ter,

A

dvi

sin

g C

om

mit

tee

an

d

Aca

dem

ic A

dm

inis

trat

ors

On

goin

g w

ith

per

iod

ical

m

ilest

on

es b

ein

g re

aliz

ed

No

ad

dit

ion

al

reso

urc

es n

eed

ed

Focu

s G

rou

p

SWO

T A

nal

ysis

5.4

Exp

lore

tra

nsp

ort

atio

n s

yste

m t

o

cam

pu

s P

resi

den

t an

d o

ther

key

ad

min

istr

ato

rs

Jan

uar

y 1

, 20

15

or

soo

ner

if p

oss

ible

u

nkn

ow

n a

t th

is t

ime

Focu

s G

rou

p

SWO

T A

nal

ysis


ADMINISTRATIVE PRIORITIES During the development of the College’s new strategic plan, there were initiatives that had

merit, but they were not included in the strategic plan. However, upon completion, these ideas

will improve the College and can be accomplished through the regular administrative functions

of the College. Below represents these ideas that will be addressed through administrative

priorities.

Item Person/Area Responsible

1. Campus Resource Guide Dean of Curriculum 2. Revised Budget Development Process President’s Cabinet 3. More Robust Grant Function Vice President of Institutional Advancement

and President’s Cabinet


Documents

Strategic Plan Final - alamancecc.edu