Strategic Plan: Communicating our Mission and Goals to Chart our Future

Strategic Plan: Communicating our Mission and Goals to Chart our Future Our college s strategic planning document represents a culmination of work by our college to engage faculty, staff, students and our community in helping us chart our future. The process was coordinated by Mr. Kevin Osborne, Associate VP for Institutional Effectiveness, who worked with all of our stakeholder groups to identify areas of strengths and weaknesses as well as to identify areas of opportunity. In the process, the college has identified four major themes of focus with specific goals and outcomes that will guide our college over the next three to five years. Our four themes are central to our work with students, our work with business and industry and our work with our community partners. Theme I focuses on our contribution to an educated workforce. This theme is critical to the work we do with our technical and vocational programs to ensure that we provide graduates who are ready to enter the workforce in our county and region. Theme II is focused on initiatives that address student learning and success. The core of our work as a college is to make sure that we provide high quality instruction and support services that lead to student success. Theme III emphasizes our work to promote economic development, as well as cultural and quality of life initiatives. Our college must be a leader in promoting economic development in our county and region. It also has the capacity to partner with other local agencies to promote the arts and other quality of life activities. Finally, Theme IV focuses on an issue we believe is critical to our college s ability to meet its mission, the creation of a more collegiate environment and a more collegial campus. Initiatives in this theme concentrate on the physical appearance of our campus, goals that address excellence and innovation, and goals that ensure a safe environment for our faculty, staff, and students. The success we have in accomplishing the goals and outcomes of this plan will go a long way in better positioning our college for the future. Mark O. Kinlaw, Ed.D President

Mission, Purpose, and Values Mission The mission of Rockingham Community College is to enhance individual and community success in Rockingham County through education as well as full development of human potential, employment assistance, service to business and industry, and contributions to cultural and social development. Purpose Rockingham Community College was chartered in 1963 as a comprehensive, public community college with an open door admissions policy. Our purpose is to provide individuals with high quality, economical, and convenient educational opportunities consistent with student and community needs. To fulfill its mission and achieve its purpose, Rockingham Community College provides: support services to assist individuals in problem-solving in their personal, career, and academic planning; courses for students who wish to complete the HSE (High School Equivalency) or develop basic skills and competencies; training for employment in industrial and technical fields; courses to develop the skills of under-prepared students; freshman and sophomore level courses transferable to other colleges and universities; courses to develop and upgrade students vocational, technological, occupational, and academic skills and competencies; in-service and start-up training for area business and industry; and opportunities for continuing personal growth, and cultural and academic enrichment for students and the community. Values Commitment to Students We believe that each person is important. We appreciate the diversity in the students we serve. We treat our students with respect and fairness. We are committed to giving students individual assistance and support. We provide an educational environment that encourages students to progress to their maximum potential. Commitment to Access We believe that the programs and services of the college should be equally available and accessible to all. Commitment to Excellence We believe that each individual should strive for excellence and we value a job well done. We aim for the highest level of professionalism, competence, and productivity as standards for our college. We aim for responsible participation and high achievement as standards for our students and our community. As role models, our faculty and staff strive to improve the chance of success for each student. Contribution to the Community We are committed to enhancing the quality of life, increasing the value of education, and promoting the unity within the community to achieve social and economic success. Quality Work Environment We recognize the importance of faculty and staff through open and honest communications, and appropriate involvement in planning and decision-making. We encourage responsible and creative risk-taking, recognize and reward exceptional performance, and provide for professional development.

THEME 1: Contribute to an educated workforce. GOALS AND OUTCOMES 1.1. Explore and enhance programs of study and credentials, training initiatives, and delivery methods to meet the needs of students and employers. 1.1.1. By fall 2019, establish a Career and College Promise pathway and/or college level courses on all high school campuses within Rockingham County. 1.1.2. Secure external grants in order to enhance programs of study (e.g., NSF, STEM, etc.). 1.1.3. By fall 2017, establish new continuing education programs and offerings that lead to industry-recognized credentials. 1.1.4. Establish new short-term curriculum offerings that lead to a certificate or an industryrecognized credential. 1.1.5. Articulate regional partnerships with Danville Community College and Piedmont Community College for training opportunities. 1.1.6. Increase access to Basic Skills opportunities through expanded community partnerships. 1.1.7. Expand soft skills through Human Resource Development (HRD) and ensure soft skills training within curriculum programs of study. 1.1.8. By fall 2021, increase FTE percentage of distance learning from 9.8% to 29%. 1.1.9. By fall 2021, establish an online program for Criminal Justice Technology and Associate in Arts degrees. 1.2. Increase enrollment throughout the College through recruitment and retention efforts. 1.2.1. By fall 2019, increase Career and College Promise enrollment by 200 students within the pathway programs of study. 1.2.2. By spring 2019, increase Basic Skills full-time equivalency (FTE) to 75. 1.2.3. By spring 2019, increase continuing education full-time equivalency (FTE) to 250. 1.2.4. By fall 2019, increase curriculum full-time equivalency (FTE) to 1,550. 1.2.5. By fall 2019, increase the aggregate percent of local high school graduates who enroll into RCC, during the same year of their graduation, to 28 percent. 1.2.6. Develop new approaches for recruitment. 1.2.7. Continue to implement and monitor the success of the Student Success through Orientation, Advising, and Relationship (i.e. QEP) project. 1.2.8. Implement Career Coach as a tool to enhance career counseling. 1.3. Develop new marketing strategies to promote the College. 1.3.1. By spring 2017, develop television commercials to promote the College and its programs. 1.3.2. Expand the College s social media presence through Twitter and other new social media platforms. 1.3.3. By fall 2016, implement a new branding strategy for the College. 1.3.4. Redesign the RCC website to promote the College, its programs, and services. 1.3.5. Develop more strategies to market the College utilizing Channel 2. 1.3.6. Re-establish the College s presence on Rockingham County radio. 1.3.7. Develop more strategies to market the College by utilizing print and online media. STRATEGIC PLAN 2016-2019 Page 2 of 8

1.4. Enhance current and explore new partnerships that increase opportunities for the College to serve students, as well as business and industry needs. 1.4.1. Expand articulation agreements with colleges and universities. 1.4.2. Provide courses to support the Rockingham County Virtual High School. 1.4.3. Increase the number of work-based learning experiences with local businesses and industries. 1.4.4. Utilize input from Advisory Board members on an annual basis for curriculum revisions and improvements. 1.4.5. Continue to collaborate with the RCC Foundation to enhance and support the College s programs, services, and student success. STRATEGIC PLAN 2016-2019 Page 3 of 8

THEME 2: Foster student learning and success. 2.1. Ensure the quality of programs and services through continuous improvement methods. 2.1.1. Utilize program and student learning outcomes to improve teaching, learning, and student support. 2.1.2. Maintain good standing in all programs with external accreditation requirements. 2.1.3. By fall 2019, seek national accreditation from CoAEMSP for the Emergency Medical Services program. 2.1.4. By fall 2016, establish a comprehensive program review process for academic programs, administrative services, and support services. 2.1.5. By fall 2019, provide an infrastructure and support system to ensure the success of online students. 2.1.6. By fall 2018, establish a standard of quality to evaluate online courses. 2.1.7. By fall 2019, require all degree-seeking students to take a student success course in their first year. 2.1.8. By spring 2018, fully implement Degree Audit to identify completers, improve academic advising, and allow students to monitor progress toward degree completion. 2.1.9. By fall 2021, meet or exceed the state average for NCCCS performance measures, which include: 2.1.9.1. Basic Skills Student Progress: The percentage of students who progress, as defined by an educational functioning level. 2.1.9.2. Student Success Rate in Gateway English Course: The percentage of fall first-time Associate Degree-seeking and Career and College Promise Transfer Pathway students passing a credit-bearing English course with a C or better during their first two academic years. 2.1.9.3. Student Success Rate in Gateway Math Course: The percentage of fall firsttime Associate Degree-seeking and Career and College Promise Transfer Pathway students passing a credit-bearing Math course with a C or better during their first two academic years. 2.1.9.4. First Year Progression: The percentage of first time fall credential seeking students attempting at least twelve hours within their first academic year who successfully complete ( P, C or better) at least twelve of those hours. 2.1.9.5. Curriculum Completion: The percentage of first time fall credentialseeking students who graduate, transfer, or are still enrolled with 36 hours after six years. 2.1.9.6. Licensure and Certification Passing Rate: The aggregate institutional passing rate of first time test takers on licensure and certification exams. Exams included in this measure are state mandated exams which candidates must pass before becoming active practitioners. 2.1.9.7. College Transfer Performance: Among community college associate degree completers and those who have completed 30 or more credit hours who transfer to a four year university or college, the percentage who earn a GPA of 2.25 or better after two consecutive semesters within the academic year at the transfer institution. 2.1.9.8. Earnings Gains: The average gain in wages two years before to two years after exit for students enrolled in career and technical areas of study and coursework. STRATEGIC PLAN 2016-2019 Page 4 of 8

2.2. Recruit and retain qualified faculty and staff to promote academic excellence. 2.2.1. On a semester basis, ensure all faculty are assigned to courses for which they are appropriately credentialed and documented within Compliance Assist. 2.2.2. By spring 2017, contract with an external organization to re-evaluate and revise as needed the College s employee level and compensation plan. 2.2.3. Expand opportunities for faculty to participate in return-to-industry experiences. 2.3. Enhance opportunities for students to become more engaged in the College and community. 2.3.1. Pursue a Minority Male Mentoring Program grant to support the educational and professional aspirations of RCC students. 2.3.2. Explore the feasibility of a veterans student lounge or center. 2.3.3. Determine the possibilities for additional student gathering spaces in other campus buildings and outdoors on campus. 2.3.4. Expand opportunities for student organizations to participate in service-learning experiences in the community. STRATEGIC PLAN 2016-2019 Page 5 of 8

THEME 3: Promote economic, cultural, and quality of life initiatives. 3.1. Improve current and develop new partner relationships to address areas that support the College s purposes. 3.1.1. Continue to support business and industry training needs through the Customized Training Program. 3.1.2. Expand entrepreneurship training through the College s Small Business Center. 3.1.3. Partner with the Workforce Development Board to submit a Workforce Innovation Opportunity Act (WIOA) grant to expand literacy training for young adults. 3.1.4. Partner with the county economic development team to promote and organize a biannual meeting series with the Rockingham County Manufacturers Association that highlights business and industry in Rockingham County. 3.1.5. By fall 2017, develop a plan with partners to strategically locate off-campus programs and course offerings to improve participation in educational opportunities. 3.1.6. Partner with the county economic development team and business and industry to promote a Certified Work-Ready Community. 3.2. Contribute to the cultural development of the County and region. 3.2.1. By fall 2017, establish an annual special event series to promote cultural opportunities for Rockingham County. 3.3. Provide opportunities to improve overall health and wellness for RCC students, faculty, staff, and the community at large. 3.3.1. By fall 2016, develop a plan for increasing opportunities for physical exercise on RCC s campus for faculty, staff, and students. 3.3.2. Continue to support the activities of the RCC Wellness Committee. STRATEGIC PLAN 2016-2019 Page 6 of 8

THEME 4: A campus that values excellence, innovation, high quality learning, and a positive and safe environment. 4.1. Support an environment that is conducive to student success. 4.1.1. By fall 2016, update and implement the Capital Improvement Plan that prioritizes capital projects and includes needed upgrades for all buildings. 4.1.2. By fall 2017, update the Facilities Master Plan. 4.1.3. Update and implement the Technology Plan. 4.1.4. Provide support and resources to enhance innovative teaching practices. 4.1.5. Using the bi-annual Noel-Levitz student satisfaction ratings, ensure that RCC student satisfaction will be equal to or exceed the national average on the following question: There are a sufficient number of study areas on campus. 4.1.6. Using the bi-annual Noel-Levitz student satisfaction ratings, ensure that RCC student satisfaction will be equal to or exceed the national average on the following question: Computer labs are adequate and accessible. 4.1.7. Using the bi-annual Noel-Levitz student satisfaction ratings, ensure that RCC student satisfaction will be equal to or exceed the national average on the following question: The student center is a comfortable place for students to spend their leisure time. 4.1.8. Using the bi-annual Noel-Levitz student satisfaction ratings, ensure that RCC student satisfaction will be equal to or exceed the national average on the following question: On the whole, the campus is well-maintained. 4.1.9. Ensure that a minimum of 80% RCC faculty and staff will agree or strongly agree with the following question: On the whole, the campus is well-maintained. 4.2. Establish and maintain practices that ensure an effective organization. 4.2.1. By spring 2017, develop and implement a comprehensive performance evaluation system for faculty and staff in order to enhance teaching effectiveness and services for students and patrons. 4.2.2. By fall 2016, conduct an assessment to identify training needs for faculty and staff. 4.2.3. By fall 2019, ensure that 80 percent of employees will agree or strongly agree with the following survey question: RCC maintains a committee structure that values input that assists with making decisions that positively affect the mission of the College. 4.2.4. Ensure all SACSCOC standards are met and monitored on a regular basis. 4.2.5. By July 2017, implement an electronic procurement system to improve purchasing efficiency. 4.2.6. By fall 2016, re-organize curriculum and continuing education administration to ensure effective leadership for all program areas. 4.2.7. By July 2019, implement strategies to ensure ADA compliance for all programs and services that are delivered through electronic means. STRATEGIC PLAN 2016-2019 Page 7 of 8

4.3. Improve internal and external communication. 4.3.1. Develop new approaches for external communication to the public. 4.3.2. Ensure minutes of all official College committees are kept and maintained on the Employee Portal. 4.3.3. Using the bi-annual Noel-Levitz student satisfaction ratings, ensure that RCC student satisfaction will be equal to or exceed the national average on the following question: I seldom get the run-around when seeking information on this campus. 4.3.4. By fall 2019, ensure that 80 percent of employees will agree or strongly agree with the following question: Overall, I am satisfied with internal communications at RCC. 4.3.5. By fall 2019, ensure that 80 percent of employees will agree or strongly agree with the following survey question: All departments throughout the College are receiving and sharing information regularly and consistently. 4.4. Strengthen campus security to provide a safe environment. 4.4.1. Promote campus safety policies and provide training to maintain a secure environment. 4.4.1.1. By spring 2016, update RCC s Emergency Action Plan. 4.4.1.2. By spring 2016, establish a regular plan for training which includes collaboration with local and state agencies. 4.4.1.3. By spring 2017, update other Campus Safety Plans, including fire safety, personal protective equipment, etc. 4.4.1.4. By fall 2016, review and revise institutional policies and procedures to address and prevent sex discrimination, which includes sexual harassment and sexual assault. 4.4.2. Begin installation of new technologies designed to improve campus security. STRATEGIC PLAN 2016-2019 Page 8 of 8