Baton Rouge Community College Strategic Plan

Transcription

1 DR Baton Rouge Community College Strategic Plan

2 Mission The mission of Baton Rouge Community College is to identify and meet the educational needs of our community through innovative, accessible, and dynamic programs. Vision Baton Rouge Community College aspires to be the leader in providing world-class educational opportunities for our community. World-class is defined as: Excellence in teaching Access for all, and A sustaining resource for the economic development of the state of Louisiana. Core Values INTEGRITY Promoting the highest level of ethical behavior and professionalism. Committing to a sense of honesty and fairness. DIVERSITY/RESPECT Acknowledging the dignity, the equality and the value of every individual. Encouraging individual differences of opinions, thoughts, and ideas. TEAMWORK/RESPONSIBILITY Promoting excellence and quality in programs and services. Providing opportunities to work together to further excellence, efficiency and growth. ACCESSIBILITY Providing an open environment that promotes equal opportunities. Maintaining a safe, barrier-free environment Page 2

3 PRIORITY 1: Completion: Increase student retention and completion rates 1.1 State: Granting Resources Autonomy for Diplomas (GRAD Act) monitor and retention goals of high school and college pathways 1.2 Enhance Advising; Individual Advising Plans: Division Level (Pathways) 1.3 Develop training for high school articulation 1.4 Increase Capstone Projects and Internships 1.5 Increase Exit Points for completion 1.6 Increase opportunities to provide credit for prior learning 1.7 Offer child-care services 1.8 Accelerate Developmental Education 1.9 Increase Financial Aid dollars 1.10 Improve the degree audit process 1.11 Develop a program focused on student diversity; BRCC Accountability Program Offering Review 1.12 To improve academic program retention rates STRATEGY CHAMPION (S) TIMELINE 1.1 State: Granting Resources Autonomy for Diplomas (GRAD Act) monitor and retention goals of high school and college pathways Every unit involved Collected annually or as needed 1.2 Enhance Advising; Individual Advising Plans: Division Level (Pathways) 1.3 Develop training for high school articulation 1.4 Increase Capstone Projects and Internships 1.5 Increase Exit Points for completion Faculty, Advisors Department Chairs, Career Services, Advisors Faculty, Deans, VCAAs 1.6 Increase opportunities to Faculty, Deans, VCAA provide credit for prior learning 1.7 Offer child-care services Academics, SPAR, Econ Dev 1.8 Accelerate Developmental Education Page 3

4 1.9 Increase Financial Aid dollars Ongoing 1.10 Improve the degree audit process 1.11 Develop a program focused on student diversity (culture, lifestyles, etc.); 1.12 To improve academic program retention rates SPAR Faculty Immediate Immediate Page 4

5 PRIORITY 2: Pathways: Develop Pathways for Continuous Learning 2.1 Understand and implement strategies for awarding credit for prior learning 2.2 Develop career pathways for degree programs 2.3 Increase 2+2 Articulations 2.4 Increase Dual Enrollment and career and technology offerings 2.5 Explore transfer opportunities between community college and technical college education 2.6 Create courses that expedite developmental-to-college-level credit (module-based courses) 2.7 Expand certificates into AS and AAS degrees 2.8 Formalize partnership with Career Academy and implement pathways 2.9 Increase 50+ efforts 2.10 Increase Evening Weekend programs and enrollment STRATEGY CHAMPION (S) TIMELINE Understand and implement strategies for awarding credit for prior learning Faculty, Econ Dev, VCAA, Enrollment Services 2.2 Develop career pathways for degree Faculty, Econ Dev, VCAA programs 2.3 Increase 2+2 Articulations Academic Affairs, Advisement, Chancellor s Office 2.4 Increase Dual Enrollment and career DOWE, Advisors, Recruiters, and technology offerings Deans, Dept Chairs 2.5 Explore transfer opportunities between community college and technical college education 2.6 Create courses that expedite developmental-to-college-level credit (module-based courses) 2.7 Expand certificates into AS and AAS degrees 2.8 Formalize partnership with Career Academy and implement pathways 2.9 Increase 50 + efforts 2.10 Increase Evening Weekend programs and enrollment VCAA, Deans, Recruiters, Enrollment Services Faculty, Deans, Dept Chairs Page 5

6 PRIORITY 3: Workforce: Meet business & industry workforce needs 3.1 Increase placement rates in the workforce 3.2 Measure employer satisfaction with BRCC graduates 3.3 Align programs with relevant, up-to-date labor data 3.4 Explore development of apprenticeships 3.5 Increase TCAs and IBC offerings STRATEGY CHAMPION (S) TIMELINE 3.1 Increase placement rates in the Faculty, Staff, ED, & Career workforce Services 3.2 Measure employer satisfaction with BRCC graduates Faculty, Staff, ED, & Career Services 3.3 Align programs with relevant, up-to-date Faculty, Staff, ED, & Career labor data Services 3.4 Explore development of apprenticeships Academic Depts, ED, Career Services 3.5 Increase TCAs and IBC offerings Page 6

7 PRIORITY 4: Sustainability: Strengthen sustainable practices and resources 4.1 Assess Efficiencies 4.2 Develop sustainability priorities 4.3 Seek alternate funding and/or external resources to support sustainable priorities 4.4 Analyze the results of EE satisfaction survey and implement results 4.5 Investigate wellness and health services options 4.6 Embed sustainability concepts in courses and programs 4.7 Establish instructional best practices portals STRATEGY CHAMPION (S) TIMELINE 4.1 Assess Efficiencies Sustainability Quality Team, Green Bears Club, Environmental Safety 4.2 Develop sustainability priorities Sustainability Quality Team 4.3 Seek alternate funding and/or external resources to support sustainable priorities 4.4 Analyze the results of EE satisfaction survey and implement results 4.5 Investigate wellness and health services options. 4.6 Embed sustainability concepts in courses and programs 4.7 Establish instructional best practices portals Foundation, All college employees IR, IE, Everyone SPAR, Nursing All, Community Partners IA, Faculty, Deans, Chairs, Title III Page 7

8 Baton Rouge Community College Budget and Planning Process EVALUATION VISIONARY MISSION The mission of Baton Rouge Community College is to identify and meet the educational needs of its community through innovative, dynamic programs that are accessible to all. EVALUATION FIVE YEAR STRATEGIC PRIORITIES ONE YEAR STRATEGIC PRIORITIES UNIT PLANS ACADEMIC LEARNING OUTCOMES INDIVIDUAL PLANS BUDGET HEARINGS SUPPORT UNIT ANNUAL REVIEW (SUAR) EVALUATION EVALUATION SPECIFIC Page 8

9 BRCC Planning Calendar July 7/1 Fiscal Year begins 7/6 Operating Budget due to LCTCS September 9/8 14 th Class Day of Fall Semester 9/17 Executive Cabinet holds its Fall Planning Meeting to review projected revenues and budget allocations 9/24 Administration of ACT Student Opinion Surveys begins October 10/1 The Strategic Planning and Budget Cycle begins 10/12 Unit Progress Reports are due 10/26 Upcoming year s proposals for Budget, Unit, and Individual Plans are due (Online access suspended) 10/31 Part 2 of the Support Unit Annual Reviews are due to the Office of Institutional Research and Planning November 11/1 Unit Planning Goal Reviews and Budget Hearings begin 11/1 Administration of Fall-Semester Faculty Evaluations begins 11/3 Part-Three, Items A-D of the Support Unit Annual Reviews are due to the Office of Institutional Research and Planning January 1/12 Executive Cabinet meets to review Unit, Individual, and Budget Plans 1/31 Mid-Year Staff Evaluations are due (Update individual goals, if appropriate.) Page 9

10 February 2/9 14 th Class Day of Spring Semester 2/20 Unit Plan Progress Reports are due (Online access suspended) 2/23 Executive Cabinet reviews Unit Progress Reports 2/29 Part-Three, Items E1-E4 of the Support Unit Annual Review are due to the Office of Institutional Research and Planning March 3/9 Administration of CCSSE April 4/6 Administration of Spring-Semester Faculty Evaluations begins 4/30 Faculty Evaluations are due to the Vice Chancellor for Academic Affairs May 5/21 Annual Leadership Retreat for Planning and Budgeting 5/30 Part Three, Items E5-E7 of the Support Unit Annual Reviews are due to the Office of Institutional Research and Planning June 6/12 Annual Evaluations, Unit Plans, and Support Unit Annual Reviews are completed and discussed with individual staff members 6/26 Unit Plans, Support Unit Annual Reviews, and the Budget are finalized by the Executive Cabinet Page 10