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STRATEGIC PLAN
February 2014 – July 2016
1247 JIMMIE KERR ROAD | GRAHAM, NC 27253
i
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 2
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 3
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 4
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.
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 5
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 6
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 7
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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
1:
Imp
rove
d c
om
mu
nit
y co
nn
ecti
on
/en
gage
men
t
Co
llege
Go
als:
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
Ad
van
ce w
ork
forc
e an
d e
con
om
ic d
evel
op
men
t o
f th
e co
mm
un
ity
Ou
tco
me/
Exp
ecte
d R
esu
lts:
Be
a m
ore
inte
grat
ed a
nd
vis
ible
ed
uca
tio
nal
lead
er in
th
e co
mm
un
ity
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
1.1
Pla
n f
or
Pre
sid
ent
to m
ake
pre
sen
tati
on
s at
loca
l ci
vic
or
oth
er
com
mu
nit
y gr
ou
ps
Pre
sid
ent
Dev
elo
pm
ent
of
an in
itia
l p
lan
by
May
20
14
an
d
then
on
goin
g
no
ne
Fo
cus
Gro
up
1.2
Pla
n f
or
Pre
sid
ent
to e
nga
ge w
ith
b
usi
nes
s/in
du
stry
, do
no
rs, n
on
-pro
fits
an
d o
ther
key
sta
keh
old
er g
rou
ps
Pre
sid
ent,
Ass
ista
nt
to t
he
Pre
sid
ent
for
Bu
sin
ess
&
Ind
ust
ry T
rain
ing,
Vic
e P
resi
den
t o
f In
stit
uti
on
al
Ad
van
cem
ent,
an
d D
irec
tor
of
Smal
l Bu
sin
ess
Ce
nte
r,
Dev
elo
pm
ent
of
an in
itia
l p
lan
by
May
20
14
an
d
then
on
goin
g
no
ne
Fo
cus
Gro
up
1.3
Cre
ate
a n
ew m
arke
tin
g p
lan
to
te
ll th
e “A
CC
sto
ry”
tailo
red
to
var
iou
s st
akeh
old
er g
rou
ps
Dir
ecto
r o
f P
ub
lic
Info
rmat
ion
an
d M
arke
tin
g Ju
ly 1
, 20
14
C
urr
ent
bu
dge
t fo
r th
is y
ear
and
ap
pro
pri
ate
fo
r n
ext
bu
dge
t ye
ar t
o b
e d
eter
min
ed
Focu
s G
rou
p
SWO
T A
nal
ysis
1.4
Exp
lore
op
po
rtu
nit
ies
to h
ave
the
com
mu
nit
y o
n c
amp
us
A
co
mm
itte
e t
hat
will
be
app
oin
ted
by
the
Pre
sid
ent
N
ame
com
mit
tee
by:
M
arch
1, 2
01
4
Even
ts t
o b
egin
by
Au
gust
1
5, 2
01
4
To b
e d
eter
min
ed in
nex
t b
ud
get
year
(Ju
ly 1
, 20
14
) an
d
op
en d
ete
rmin
atio
n o
f th
e p
rogr
am a
nd
ass
oci
ated
co
sts
Focu
s G
rou
p
SWO
T A
nal
ysis
K
ey
Per
form
ance
In
dic
ato
rs (
even
ts
ho
ste
d o
n c
amp
us)
1.5
Dev
elo
p a
pla
n t
o s
tren
gth
en
par
tner
ship
s w
ith
ed
uca
tio
nal
pro
vid
ers
and
par
ents
(p
ub
lic, p
riva
te, c
har
ter,
h
om
esch
oo
l)
Aca
dem
ic D
ean
s an
d S
tud
ent
Dev
elo
pm
ent
D
evel
op
a p
lan
by
May
1,
20
15
; Im
ple
men
tati
on
to
fo
llow
To b
e d
eter
min
ed b
ased
on
th
e e
lem
ents
of
the
pla
n
Focu
s G
rou
p
SWO
T A
nal
ysis
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 8
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OM
MU
NIT
Y C
OLL
EG
E
STR
ATE
GIC
PLA
N 2
014
– 2
016
Stra
tegi
c In
itia
tive
2:
Rev
iew
fac
iliti
es a
nd
dev
elo
p p
lan
fo
r im
pro
vem
ent
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:
Mo
der
niz
ed
fac
ility
th
at m
eets
th
e n
eed
s o
f st
ud
ents
an
d c
om
mu
nit
y
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
2.1
R
evie
w a
nd
up
dat
e th
e fa
cilit
ies
mas
ter
pla
n. T
his
up
dat
e w
ill in
clu
de
the
new
Ad
van
ced
A
pp
lied
Tec
hn
olo
gy
Cen
ter
and
a r
evie
w o
f o
ur
curr
ent
spac
e fo
r p
oss
ible
up
grad
es. (
ex. a
ud
ito
riu
m)
Vic
e P
resi
den
t o
f A
dm
inis
trat
ive
and
Fi
scal
Ser
vice
s Ju
ly 1
, 20
14
– id
enti
fy
the
con
sult
ant
firm
to
co
mp
lete
th
e p
lan
Ja
nu
ary
1, 2
01
5 –
hav
e a
com
ple
ted
pla
n
$5
0,0
00
Fo
cus
Gro
up
SW
OT
An
alys
is
Ke
y P
erfo
rman
ce
Ind
icat
ors
(sq
uar
e fo
ota
ge o
f in
stit
uti
on
al
spac
e)
2.2
R
evie
w t
he
infr
astr
uct
ure
ass
oci
ated
w
ith
tec
hn
olo
gy a
nd
dev
elo
p a
pla
n f
or
up
grad
es
VP
of
Ad
min
istr
ativ
e an
d F
isca
l Se
rvic
es, D
irec
tor
of
IT, D
irec
tor
of
Ad
min
istr
ativ
e Se
rvic
es, A
V T
ech
an
d
oth
ers
as n
eed
ed
Dev
elo
p p
lan
by
Dec
emb
er 3
1, 2
01
4 a
nd
b
egin
imp
lem
enti
ng
Ja
nu
ary
20
15
. Tar
get
dat
e f
or
com
ple
tin
g -
July
20
16
To b
e d
eter
min
ed b
y p
lan
an
d
reso
urc
es
avai
lab
le
Focu
s G
rou
p
SWO
T A
nal
ysis
Fa
cult
y/St
aff
surv
ey
Emp
loye
r Sa
tisf
acti
on
su
rvey
2.3
Im
pro
ve s
ign
age
and
/o
r p
rese
nce
fr
om
th
e h
igh
way
V
P o
f A
dm
inis
trat
ive
& F
isca
l Ser
vice
s,
Ad
min
istr
ativ
e Se
rvic
es a
nd
Pu
blic
In
form
atio
n in
co
nsu
ltat
ion
wit
h
Pre
sid
ent’
s C
abin
et
Mar
ch 1
, 20
15
$
25
,00
0
Focu
s G
rou
p
2.4
R
evie
w/i
nve
stig
ate
the
nee
d f
or
o
ff-c
amp
us
loca
tio
ns
and
po
ssib
le
pro
gram
min
g fo
r th
ese
site
s
Exe
cuti
ve V
ice
Pre
sid
ent,
VP
of
Ad
min
istr
ativ
e an
d F
isca
l Ser
vice
s,
Ad
min
istr
ativ
e C
ou
nci
l an
d
Co
ord
inat
or
of
Res
earc
h a
nd
In
stit
uti
on
al E
ffec
tive
nes
s, a
nd
Dea
n
of
Co
nti
nu
ing
Edu
cati
on
Mar
ch 1
, 20
15
To
Be
Det
erm
ined
Fo
cus
Gro
up
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 9
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
3:
Rev
iew
of
curr
ent
pro
gram
s, id
enti
fy n
ew p
rogr
ams
and
cen
ters
of
exce
llen
ce
Co
llege
Go
als:
Ad
van
ce w
ork
forc
e an
d e
con
om
ic d
evel
op
men
t o
f th
e co
mm
un
ity
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:
Pro
gram
off
erin
gs t
hat
mee
t th
e n
eed
s o
f o
ur
com
mu
nit
y
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 S
trat
egy
3.1
Co
mp
lete
a c
om
pre
hen
sive
rev
iew
of
curr
ent
pro
gram
min
g an
d id
enti
fy a
reas
of
imp
rove
men
t
Exe
cuti
ve V
ice
Pre
sid
ent
and
A
dm
inis
trat
ive
Co
un
cil
Mar
ch 1
5, 2
01
5
Dep
end
ing
up
on
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
SWO
T A
nal
ysis
K
ey
Per
form
ance
Ind
icat
ors
(m
ult
iple
dat
a se
ts)
3.2
Co
mp
lete
a n
eed
ass
essm
ent
of
ou
r se
rvic
e ar
ea f
or
po
ssib
le n
ew p
rogr
ams
Exe
cuti
ve V
ice
Pre
sid
ent
and
A
dm
inis
trat
ive
Co
un
cil
Dec
emb
er 1
, 20
14
D
epen
din
g u
po
n t
he
resu
lts
for
the
revi
ew,
fact
or
into
fu
ture
b
ud
get
and
re
sou
rces
av
aila
ble
Focu
s G
rou
p
SWO
T A
nal
ysis
K
ey
Per
form
ance
Ind
icat
ors
(m
ult
iple
dat
a se
ts)
3.3
Id
enti
fy t
he
area
(s)
wh
ere
the
Co
llege
ca
n b
e id
enti
fied
as
an in
du
stry
lead
er
“Cen
ter
of
Exce
llen
ce”
Exe
cuti
ve V
ice
Pre
sid
ent
and
A
dm
inis
trat
ive
Co
un
cil
Mar
ch 1
5, 2
01
5
Dep
end
ing
up
on
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 10
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;
Sala
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 11
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 12
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
ALAMANCE COMMUNITY COLLEGE STRATEGIC PLAN 2014-2016 | 13