Envision Success FY2014-FY2017 Strategic Goal 1: Enhancing pathways that guide students to achieve their academic, career, and personal goals

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1 Strategic Goal 1: Enhancing pathways that guide students to achieve their academic, career, and personal goals Institutional Priority: Improve the front door experience Identify metrics appropriate to track the outcomes intended by key units contributing to the front door experience. AS SS SS Assess the front door experience Evaluate current programs and services to determine each department s effectiveness Implement One Stop Service Center (OSS) Create a dashboard or similar visible instrument that displays the success of front door experience enhancements. Implement cycle of continuous improvement for front door (e.g., (baseline FY15, review FY16, reassessment FY17). Operationalize determined front door metrics assessment Determine CAS Standards deficiencies and develop written plan of action Conduct Survey of information center $2,000 Conduct internal audit of current processes (i.e., enrollment, graduation, transcript evaluation) $12,000 $15,000 $4,500 Vet OSS with constituency groups (CWF, Faculty Senate, SGA, etc.) $8,500 Space for OSS approved and plan to renovate if needed Position descriptions approved and union implications identified and resolved Hire OSS counselors Market OSS $85,000 Train for OSS 1. Increase the use of dashboards as measured by Portal/page access. 2. Increase use of data and improved monitoring of progress as measured by internal surveys. 1. Increase student satisfaction with their front door experience. 2. Improve student satisfaction measures that support student success 1. Improve Survey of Entering Student Engagement (SENSE) data regarding student satisfaction in FY16 by 10 points on relevant benchmarks. 1

2 Strategic Goal 1: Enhancing pathways that guide students to achieve their academic, career, and personal goals TS TS & SS SS Integrated Planning and Advising Services (IPAS) Improve Financial Aid Services Leverage college information platforms Implement the Starfish student appointment scheduling system Implement the Ellucian Student Planning module. 1. Reduce student average wait time. Implement the Ellucian Intelligent Learning 2. Increase satisfaction with services as Platform (ILP) measured by FY16 Community Implement Blackboard Analytics system College Survey of Student Engagement Implement Ellucian Student Success CRM module $50,000 (CCSSE). 3. Improve new student front door Provide continuous live-person telephone call $150,000 experience as measured by SENSE and center support during prescribed hours. exit surveys. Provide an Ellucian web-based self-service. Financial Aid module. Expand use of other communication modalities (e.g., text, chat and ). Fix and maintain the college s website to be accurate, dynamic, and user-friendly. Recruit and hire 4 PT individuals to support the Information Center to respond to financial aid related queries. Recruit and hire 4 PT individuals to support the Information Center to respond to financial aid related queries. $60,000 $20,000 60, Increase satisfaction of all students with services as measured by FY16 CCSSE. 2. Decrease number of financial aid abandoned calls. 3. Decrease overall wait time for external calls. 4. Decrease number of times students call back. 5. Decrease in the number of times students have to be called back by 20% 2

3 Strategic Goal 1: Enhancing pathways that guide students to achieve their academic, career, and personal goals Institutional Priority: Implement pathways designed to promote student retention, progress, and completion Increase completion of Developmental English and Reading $44,560 $1,000 Increase completion of EGL $30,000 Accelerate completion of ESL sequence. $1,200 Implement 60 credit limits for all AA and AS AA AA AA Redesign curriculum to promote retention and completion Improve support in developmental math Establish required enrollment and completion parameters programs $7,200 Provide students with a First Year Experience (FYE) and foundation for college Provide students with culminating experience in General Studies programs $18,000 $18,000 Investigate alternative pathways and floor score $40,200 Provide a tutor for each developmental classroom 207,000 Implement developmental course enrollment and completion parameters Implement gatekeeper course enrollment and completion parameters create pathways that align noncredit offerings with credit offerings in the same area 1. Increase fall-to-fall and spring-tospring retention of all students by 10% by Increase completion of all students by 10% by Increase number of students who have completed developmental requirements within 1 year by 15% and within 2 years by 25%. 4. Increase number of students who have completed ESL requirements within 1 year by 20% and within 2 years by 30%. 1. Increase number of modules completed in each DMS course by 5% by end of Spring Increase number of students completing DMS courses by 5% by end of Spring Improve quantitative reports of student satisfaction when DMS is evaluated in Focus Groups by OPAIR. 4. Increase number of students who have completed developmental requirements within 1 year by 15% and within 2 years by 25%. 3

4 AA and WDCE Align non-credit and credit instructional programs to create stackable programs Envision Success FY2014-FY2017 Strategic Goal 1: Enhancing pathways that guide students to achieve their academic, career, and personal goals design and implement systems to encourage students to begin, continue along and complete career pathways Expand information technology career programs. $55, Increase number of students that transition from non-credit to credit by 15%. 2. Increase number of students obtaining degrees in these areas. Expand educational Develop dental assistant program. $143, Increased enrollments as measured by WDCE offerings to meet county Develop Patient Care Technician Program WDCE enrollment and headcount. and state needs Develop Patient Care Technician Program *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this Institutional Priority: Expand Innovative models for delivery of courses, programs, and services Create an FY Academic Master Plan that will align college resources with the learning $5,000 goals of the College AA & WDCE AA Develop an Academic Master Plan Increase active learning and student engagement in all classrooms. Establish program completion measurements consistent with state-wide standards. Align WDCE courses with the learning goals of the College Pilot flipped classrooms $10,000 Develop a Center for Faculty Innovation $25, Increase number of completions per program. 2. Identify programs with low completion rates and intervene 1. Improve Survey of Entering Student Engagement (SENSE) data regarding student satisfaction in FY18 by 5 points on relevant benchmarks. 2. Increase the use of new pedagogies in 10% of departments by the end of FY16. 4

5 Pres. Align staffing to foster collaboration and innovation Envision Success FY2014-FY2017 Strategic Goal 1: Enhancing pathways that guide students to achieve their academic, career, and personal goals Identify key factors affecting the number of staff needed in each area/department, and use to develop metrics for measuring effectiveness. Develop a plan to address staffing needs based on $250, Improve employee overall satisfaction with working at the college as measured by HESEE 2. Use developed metrics to demonstrate improved efficiencies. data and service area. *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this 5

6 Strategic Goal 2: Cultivating a welcoming and responsive learning environment Institutional Priority: Promote and foster a positive collegiate environment. AS & SS Standardized written procedures for Financial Services 1. Improve satisfaction with workplace Provide consistency in Standardized written procedures for Human operations as measured by internal processes throughout the Resources surveys of users of services. College. Standardized written procedures for Facilities 2. Reduce complaints each year for the Management next three years. Standardized written procedures for Facilities Scheduling Pres. Assessment training for all staff in President s office Integrate strategic Develop and execute templates for standardized planning and assessment reporting 1. Use developed metrics to regularly for continuous Develop and produce standard operating measure impact of these objectives. improvement of procedures for all functions of the unit programs and services. Develop metrics to measure effectiveness of President s office AS AS Establish regular measurement of the college s environment Design and Implement a comprehensive professional development plan. Identify instrument and implement regular cycle of measure. Create college-wide quality service standards that will improve student satisfaction and promote a welcoming and positive student experience Expand offerings for professional development based on employees needs Increase faculty and staff awareness of PGCC student profile $8, Use new metric to establish baseline and measure progress 1. Improve CCSSE data regarding student 2. Satisfaction in FY18 and SENSE data in FY17 by 5 points on relevant benchmarks. 6

7 Strategic Goal 2: Cultivating a welcoming and responsive learning environment Increase full-time and adjunct faculty use of technology in the classroom, strengthen student engagement, and use of innovative pedagogies; Increase student engagement and completion Increase faculty and staff Knowledge Skills and Attitudes (KSAs) required for working in a diverse environment. Create, pilot, and implement Professional Development programs based on the critical indicators themes of the HESEE results once data is provided by OPAIR $50,000 $80, Increase consistency of services as measured by surveys, phone calls and face-to-face contact. 4. Increase fall-to-fall and spring-tospring retention rates by 10% by FY Improve employee satisfaction with college workplace as measured by HESEE. *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this Institutional Priority: Expand investment in learning environments to support student retention, progression, and completion. Create a Multi-Hazard Emergency Preparedness Plan. Create training document to educate all employees $50,000 of their responsibilities in case of an emergency. Develop a Multi-Hazard Provide students and employees guidance on how AS Emergency Preparedness to respond to different unplanned emergency crisis Plan. incidents. Conduct staged emergency incident exercises involving county first responders to assess capabilities and identify need for improvements. 1. Evaluate emergency response exercises. 2. Collect baseline information and work to improve the extent the College community understands and remembers the emergency information that has been provided to them. 3. Collect baseline and work to improve satisfaction with safety and security practices. 7

8 Strategic Goal 2: Cultivating a welcoming and responsive learning environment TS TS AS As part of Multi-Hazard Plan develop a Business Continuity Plan Develop a Technology Master Plan Increase the use of renewable energy and sustainable products. Establish procedures for maintaining currency in Multi-Hazard Emergency Preparedness Plan and for communicating updates to employees. Pilot staffing needs to fulfill Multi-Hazard Plan $75,000 Install and maintain an alternate site that supports the College s enterprise website, identity management system, and active directory. Establish a course site in the Blackboard system for all credit courses and selective noncredit courses. Establish alternate procedures for resuming operations in major functions such as student services, payroll, accounts payable, facilities management, telecommunications and public relations. Review Academic Master plan and develop plan based on academic needs for next 3-5 years. Identify life-cycle refresh standards for different technologies that are based on best practices and incorporate into the plan. Establish funding mechanism to sustain currency in technology investment. Investigate possibility of partnering with other MD colleges and universities in sharing major new technology investments. Develop regular measurements of sustainability. Increase the use of renewable energy and sustainable products. 1. Conduct quarterly stress tests of the alternate site system components with a success rate of 100%; 2. Conduct quarterly stress tests of access to the employee system and the Blackboard system with a success rate of 100%. 1. Achieve 99+% scheduled uptime over three year period for major enterprise systems. 1. Reduce utility usage as measured by the amount of units used on billing invoices; 2. Use of developed measures to collect baseline. 3. Improve the college s use of recycled materials. 8

9 TS AA Establish new security and access methods to technology resources. Improve tracking and accuracy of curriculum changes. Envision Success FY2014-FY2017 Strategic Goal 2: Cultivating a welcoming and responsive learning environment Implement an enterprise Identity Management System, including employee password reset and student password reset. Establish a single sign-on procedure to various system applications. Create and expand virtual application and desktop platform environment to support remote access to College technology resources for employees and students. Identify available software. Purchase and implementation of tracking software. Training of all key personnel on software 4. Increase overall investment in sustainable products. 1. Reduce technical support requests to 1% for students and employees seeking technical support when changing their password every 90 days. 1. Increase consistency between Colleague, TK20, Master Course Syllabi, Program Outcomes, and Course Outcomes by 90% by FY Decrease the annual number of catalog errors by 95% for FY16-17 Catalog. *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this 9

10 Strategic Goal 2: Cultivating a welcoming and responsive learning environment Institutional Priority: Expand positive interaction and cultural awareness amongst student, faculty, and staff Create and support a welcoming and inclusive environment by ensuring an increase in understanding diversity for all members of the college community. Pres. Develop a culturally responsive and competent workforce and student body Train and educate faculty, staff and students to create a culturally competent college community. Recruit and retain a diverse student body, faculty and staff. Create an inclusive culture that provides a sense of belonging in a welcoming environment that recognizes, respects and appreciates individual differences. Provide opportunities for students to value cultural diversity and to succeed in an intercultural environment. Enhance knowledge and understanding of students from diverse faith and non-faith backgrounds. 1. Expand students understanding and acceptance of different cultures as measured by surveys. 2. Increase hiring of underrepresented groups in the faculty and staff ranks to achieve a diverse and inclusive workforce. The target for this outcome is an increase of 5 % each year as measured by the annual Workforce Profile. 3. Increases in all metrics included in the Cultural Diversity Plan for FY based on analysis of data from annual report to inform practice in the following areas: Retention, Inclusive environment, training, and education & curriculum. 4. Continuously improve results reflected in HESEE and CCSSE surveys regarding diversity at the college. *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this 10

11 Strategic Goal 3: Fostering partnerships to respond to a diverse and evolving community and workforce Institutional Priority: Partner with local K-12 institutions to enhance college and career readiness. Partner with PGCPS to implement Dual Enrollment plan based on guidelines developed as part of MOU and SB740 implementation. AA Implement College and Career Readiness Partner with K-12 private and home schools to implement Dual Enrollment plan based on guidelines developed as part of MOU with PGCPS. Align existing dual and concurrent enrollment programs with MOU and SB740 Create a mechanism for tracking dual enrolled students. 1. Increase number of dual enrollment students who complete their course with a C or better each academic term to 90% 2. Increase the number of dual enrolled students who enter a PGCC program of study following high school graduation by 20% (excluding the Academy for Health Sciences and Chesapeake Math and Information Technology Charter School). 3. Increase by 10% each year the number of students that matriculate to the College after high school graduation. *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this 11

12 Strategic Goal 3: Fostering partnerships to respond to a diverse and evolving community and workforce Institutional Priority: Cultivate current and potential partnerships to respond to the diverse community and workforce Reorganize, expand and train Resource Development Council to include a Resource Development Coordinator for each Area of the college going from 3 to 6 coordinators. Develop and implement a Fully populate Amplifund grants management grants and resource development process comprehensive, software for centralized pre- and post-award needs Pres. institution-wide, strategic and establish baseline impact data. $12,000 WDCE WDCE Increase awareness of business and contract training Expand services to Design and implement a Resource Development Leadership Institute to groom faculty and staff to develop core competencies required of visioning, innovation, logic modeling and evidence-based design Work with MKS to develop marketing campaign for available programs. $50,000 $50,000 Introduce new course in the open enrollment area. 1. Increase strategic grants rate from 44 % baseline in FY13 to 90 % in FY Increase the number of partnerships and total number of individuals being trained through contacted training. 1. Increase enrollment in targeted population by 20%. underserved populations. *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this 12

13 Strategic Goal 3: Fostering partnerships to respond to a diverse and evolving community and workforce Institutional Priority: Leverage public and private funding partnerships to support the strategic focus Pres. Pres. Increase amount of alumni financial and volunteer support. Increase giving from all constituents alumni financial and volunteer support $10,000 Execute three-point strategy to raise $4 million from public and private stakeholders to support scholarships, programs, and technology. Enhance connections with regional business and industry to increase fundraising capacity Establish baseline data for number of completers 1. Increase number of alumni supporting the college s annual and comprehensive campaign by 50% and 60% respectively. 2. Increase external alumni involvement with the Alumni Association by 50%. 3. Increase alumni financial support of overall college programs by 20%. 1. Expand alumni donor base by 1, Increase Foundation Board from 17 to 35 and Business Leadership Council from 17 to 25. and percentage of students retained. *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this 13

14 Strategic Goal 4: Promoting and supporting a collaborative institutional culture for communication, decision-making and governance Institutional Priority: Increase the use of data in decision making Receive senior team approval for key performance indicators. AS AS Design and implement tracking system for key performance indicators. Create data team to support use of data. Implement KPI scorecard on portal Establish regular measurement of impact Receive senior team support of the concept and implementation of a college wide data team. Establish and implement expectations and processes to guide the data team. Institutionalize the role of the Data Ambassador s within the College. 1. Increase employee knowledge of college data. 2. Increase usefulness of data output generated, as measured by internal survey conducted by OPAIR. 1. Improve the assessment and continuous improvement capabilities of units across college, as measured by increased scores on Institutional Effectiveness-unit reviews with relation to data collection and usage. Provide assessment Increased knowledge on the use of student core 1. Improved Unit Level measureable SS $35,000 training to SS employees competencies to measure outcomes vs. outputs. objectives by FY15. *An in the Fiscal Year (Resources) column means that resources other than strategic funds (grant funds, operational funds, personnel, equipment, etc.) will be dedicated to this 14

15 Strategic Goal 4: Promoting and supporting a collaborative institutional culture for communication, decision-making and governance Institutional Priority: Broaden opportunities for students, faculty and staff feedback and input in decision making processes Increase opportunities for employees and students to provide feedback to CWF and Academic Council using social media and internal surveys. Pres. Create environment for combined meetings with Create opportunities to constituency organization leadership to discuss hear from students and and respond to major institutional direction and employees on key issues opportunities. impacting the college. Increase opportunities for student town hall meetings. Increase opportunities for employee town hall meetings. Increase by 50% the participation of the president and senior team members in constituency organization meetings/sessions. SS Ensure employees receive the right information at the right time and participate in discussion from which decisions emanate All departments with more than 2 people will meet monthly (designated topics will be standard assessment and review of strategic goals) Enhance and invigorate the Blackboard e- organization to encourage the need for visiting the site and participation in the discussion and resources available Obtain HR new hire report and run 60 day Blackboard engagement report based on new hire start dates 15

16 Strategic Goal 4: Promoting and supporting a collaborative institutional culture for communication, decision-making and governance Identify key programs and focus groups conducted for student programs. Use this information for program improvement. Ensure that employees in SS departments are allocated at least 30 minutes each week to engage in Blackboard discussions Develop a Student Services 101 course in Blackboard for new employees to complete within the first 60 days Pres. Increase participation in governance systems. Develop alternate means for participation in governance. Establish processes to regularly inform college employees of key opportunities and critical issues impacting the college Identify and implement new ways to communicate with and inform students 1. Increase employee satisfaction with governance 2. Increase the number of students who participate in governance by 25%. 3. Increase number of twitter followers 4. Increase the number of employees reading and responding to Weekly Message and social media 16