2017-2022 strategic plan - carteret community college · unit goal 3: through revised outcome...

2017-2022

Strategic Plan

Carteret Community College

3505 Arendell Street Morehead City, NC 28557

p. 252.222.6100 www.carteret.edu

Table of Contents

I. Introduction ........................................................................................................... 2

II. A Collaborative Process ......................................................................................... 3

III. Strategic Plan 2017-2022 ........................................................................................ 4

IV. Aligning with State Performance Measures .......................................................... 5

V. Office of the President ........................................................................................... 6

VI. Corporate & Community Education .................................................................... 9

VII. Finance and Administrative Services ................................................................... 13

VIII. Instruction and Student Support .......................................................................... 18

Introduction

The 2017-2020 Strategic Plan for Carteret Community College provides strategic direction for the College over

the next five years and serves as a resource for all department and budget managers.

In 2016, a team consisting of leadership from Instruction and Student Support, Administrative Services, and

Corporate & Community Education reviewed the data collected from the 2010-2015 strategic plan and

provided an analysis of their respective areas reported in the Strategic Plan 2010-2015. This led to the

establishment of a Strategic Planning Committee, led by Dr. Kerry Youngblood to work with Institutional

Effectiveness in the planning process.

The Committee requested and received input from more than 200 students, faculty, staff, advisory committee

members, members of the Foundation Board of Directors, and the College’s Board of Trustees. A review of

the data from the previous strategic plan and the results from institutional surveys by the Strategic Planning

Committee were used as a resource and the framework for the development of the College’s long-range goals.

Arranged in themes, these long-range goals provide a foundation and strategic direction for college initiatives

and engage all departments within the institution. The three themes for the 2017-2022 Strategic Plan are

Support Student Success, Improve Institutional Outreach, and Invest in a Sustainable Future. The

Strategic Planning Committee, having reviewed the College’s mission and vision, believes the long-range

goals collectively reflect the mission and vision of the College through an emphasis on data-supported

decision-making that supports lifelong learning and high quality teaching and training.

Annually, each department identifies action steps, including benchmarks and assessment measures that align

with their Unit Goals. Action steps and Unit Goals are prioritized and, where appropriate, associated with the

North Carolina Community College System Performance Measures. These priorities are reflected in each

department’s annual budget. Assessment results are used to demonstrate continuous improvement and

success in supporting the College’s mission and vision.

The 2017-2022 Strategic Plan can be found here: http://www.carteret.edu/about-carteret/institutional-

effectiveness/strategic-plan/

http://www.carteret.edu/about-carteret/institutional-effectiveness/strategic-plan/

http://www.carteret.edu/about-carteret/institutional-effectiveness/strategic-plan/

A Collaborative Process

The development of Carteret Community College’s 2017-2020 Strategic Plan is a collaborative process that is dependent on active participation from all stakeholders. Every department within the college engages in strategic planning and contributes to the process by identifying annual action steps. These action steps align with unit goals that together advance the College’s strategic plan.

The Office of Institutional Effectiveness would like to express its gratitude for the support and dedication from all College departments, especially the Strategic Planning Committee. Without the Committee’s strategic vision, involvement in the development of the plan, and continued support, the 2017-2020 Strategic Plan would not be possible.

Strategic Planning Committee Steven Davis, VP of Finance and Administrative Services

Laurie Freshwater, Dean of Health Sciences Perry Harker, VP of Corporate and Community Education

Doree Hill, Dean of Arts and Sciences Catherine Lassiter, Dean of Applied Sciences

Tracy Mancini, VP of Instruction and Student Support Robie McFarland, Dean of Student Support (retired)

Logan Okun, Executive Director of the President’s Office Kary Porter, VP of Administrative Services (retired)

Dr. Kerry Youngblood, President (retired)

Carteret Community College

Strategic Plan 2017-2022

Goal 1.1 – Foster high-quality, relevant instruction that engages, motivates, and inspires

students to see their own potential through education.

Goal 1.2 – Increase proactive advising, student support, and extracurricular opportunities.

Goal 1.3 – Support work-based, career-focused programs that enhance learning and job

placement opportunities.

Goal 1.4 – Integrate outcome assessment and review into all areas of college operations.

Goal 1.5 – Incorporate state performance measures in planning, budgeting, and operations.

Goal 2.1 – Implement a comprehensive marketing plan.

Goal 2.2 – Increase enrollment through targeted recruitment efforts.

Goal 2.3 – Create and sustain mutually beneficial external partnerships.

Goal 3.1 – Promote self-investment and participation in leadership and professional

development activities among staff, faculty, and students.

Goal 3.2 – Identify and secure alternative revenue streams.

Goal 3.3 – Ensure physical facilities, infrastructure, and landscapes are economically wise

and efficient; environmentally friendly and welcoming to the community; and

conducive to learning and success for all students.

Goal 3.4 – Invest in technology that supports teaching, learning, and efficient operations.

Goal 3.5 – Utilize data to promote institutional effectiveness, accountability, and continuous

improvement.

College Vision

The College vision is based on the pursuit

of excellence in four dimensions:

1. An Excellent Learning College

2. An Excellent Place to Work.

3. An Excellent Resource for Workforce

Development and Quality of Life.

4. An Excellent Steward of the Public Trust.

College Mission

Carteret Community College offers opportunities

for lifelong learning through high quality

traditional and distance learning teaching,

training, support, and enrichment with the

intended purpose of improving the quality of life

for all citizens of Carteret County and eastern

North Carolina.

(Approved by Board of Trustees – May 10, 2016)

College Values

Learning. Service. Quality.

Creativity. Integrity. Diversity.

Teamwork. Honesty.

Commitment.

Education for Life

An Excellent Learning College

An

Excellent

Place to

Work

An

Excellent

Steward

of the

Public

Trust

An Excellent Resource for

Workforce Development and

Quality of Life

Theme 1: Support Student Success - Carteret Community College is

committed to providing high-quality instruction and services that help students

achieve their educational, career, and life goals.

Theme 2: Improve Institutional Outreach – Carteret Community

College offers academic and cultural activities that engage students, employees, and

the community.

Theme 3: Invest in a Sustainable Future – Carteret Community College

commits to excellence by investing in people, technology, programs, and

infrastructure.

Aligning with State Performance Measures

NCCCS Performance Measures CCC Strategic Themes CCC Unit Goals

Basic Skills

Progress

Credit English

Success

Credit Math

Success

First Year

Progression

Curriculum

Completion

Rate

Licensure

Passing Rate

Transfer

Performance

Support Student

Success

Improve

Institutional

Outreach

Invest in a

Sustainable

Future

ISS – Experiential

Learning

Opportunities

ISS – Student

Success Center

ISS – Student

Activities

CCED – Basic Skills

Instructor Training

CCED – Expand WBL

Opportunities

CCED – Data to

improve student

success

CCED –Success on

Licensing Exams

ISS – Enrollment

Management Plan

ISS/CCED – External

Partnerships

Office of the President

Theme 2: Improve Institutional Outreach

Institutional Goal 2.1

Unit Goal: Support academic and cultural activities that engage students, employees, and the

community.

Action Steps:

Public Affairs:

1. Work with the Marketing Committee to review current marketing procedures.

2. Develop and administer a Marketing Survey to solicit feedback from the College community.

3. Use the results of the survey to inform committee decisions and to finalize the marketing plan.


Unit Goal: Support targeted recruitment efforts that increase enrollment.

Action Steps:

Public Affairs:

1. Work with curriculum and continuing education leadership to identify target audiences.

2. Work with IE to develop and administer surveys to solicit feedback from those audiences.

3. Utilize the results to frame recruitment efforts.


Unit Goal: Support efforts to create and sustain mutually beneficial external partnerships.

Action Steps:

Office of the President/Foundation: Engage in activities and events to introduce the new president to

existing community partners and to create new partnerships.

Security and Emergency Preparedness:

1. Participate in activities and events that foster a positive working relationship with our local law

enforcement, fire and rescue organizations, emergency communications center, and local

emergency management.

2. Collaborate with the North Carolina Emergency Management System to ensure timely

notifications and to share information that results from related emergencies.

3. Schedule regular communication with area and regional community college security directors

to foster positive working relationships.

Theme 3: Invest in a Sustainable Future


Unit Goal: Support efforts that encourage faculty, staff, and student to participate in leadership and

professional development activities.

Action Steps:

Office of the President/Foundation: Review Foundation events that raise unrestricted funds for

professional development and identify potential areas of improvement.

Security and Emergency Preparedness: Department employees will participate in appropriate

training opportunities offered by state organizations such as the North Carolina Emergency

Management System.

Plant Operations and Facilities Management: Department employees will participate in appropriate

training opportunities to obtain HVAC and plumbing licensure.


Unit Goal: Support efforts that identify and secure alternative revenue streams.

Action Steps:

Office of the President/Foundation: The Office of the President and the College Foundation will

collaborate to participate in events that identify new donors and develop additional opportunities for

existing donors to give.

Plant Operations and Facilities Management: Plant Operations and Facilities Management will

explore ways to implement energy efficient projects to pay for needed equipment replacement.


Unit Goal: Support efforts to ensure physical facilities, infrastructure, and landscapes are

economically wise and efficient; environmentally friendly and welcoming to the community; and

conducive to learning and success for all students.

Action Steps:

Security and Emergency Preparedness:

1. Review existing plan to upgrade the College’s current surveillance system, identify areas of

improvement, and make recommendations for new buildings.

2. Revise existing surveillance system plan.

Plant Operations and Facilities Management:

1. Review current process of evaluating, regenerating, and renewing the College’s infrastructure,

identify areas of improvement, and make recommendations for new buildings.

2. Revise current process.

Corporate & Community

Education

Theme 1: Support Student Success


Unit Goal 1: To support the development of new and existing businesses, CCED will conduct high

quality and rigorous programs that are current and relevant to our business and community needs.

Strategy: Regularly conduct and implement the results of needs assessments for Workforce

Development and Life Enrichment programs.

Action Steps:

All Departments: Work with the Carteret County Chamber, local workforce, and economic

development partners to ensure that business outreach efforts are focused on economic priorities and

local business needs.


Unit Goal 2: Work with local businesses and industries to expand work-based learning opportunities

(workplace experience, pre-apprenticeships, registered apprenticeships, on-the-job-training, etc.)

Strategy: Increase work-based learning opportunities for students enrolled in certification and

credential programs.

Action Steps:

All Departments: Meetings will be scheduled with local businesses and industries to expand work-

based learning opportunities (workplace shadowing, internships, pre-apprenticeships and registered

apprenticeships).

Institutional Goal 1.4:

Unit Goal 3: Through revised outcome assessment, CCED will demonstrate that students meet

specific course criteria to attain relevant license, credential, or demonstrate course completion

requirements.

Strategy: Students will successfully attain student learning outcomes described within the course

syllabus.

Action Steps:

All Departments: In 2018, each department will review and revise all course/program outcomes to

reflect current program, licensure, certification, or other credential requirements.

All Departments: In 2018, each department will review and revise teaching methods, course

materials, and course/program curriculum to align with course/program outcomes.

Institutional Goal 1.5:

Unit Goal 4: Students will meet or exceed the North Carolina Community College System Basic

Skills Performance Measure.

Strategy: Increase the number or percentage of students that show progress on the annual Basic

Skills Report to meet or exceed the state goal. This is an ongoing strategy, reflective the of state

performance measures.

Action Steps:

Basic Skills: Basic Skill instructors will be trained to understand the importance of post-testing

students, documenting student improvements and accomplishments and how it relates to our Annual

Literacy Report and Federal Outcome Measures.



Unit Goal 5: CCED will increase enrollment in and the number of Life Enrichment seminars and

classes offered in 2019.

Action Steps:

1. Work with IE to develop a community survey to identify areas of interest.

2. Survey will be administered for one month in February 2018 via the College’s website and

emails sent to previous participants.

3. From October 2018 through December 2018, the Community Services Coordinator will

develop an array of seminars and classes in response to the survey results.

Unit Goal 6: Redesign CCED’s integrated communication and marketing plan to include a brand

containing a targeted message that is timely and designed to increase awareness, enrollment,

support, and advocacy for CCED programs.

Strategy: Increase the use of CCED’s website, social media, and traditional print marketing.

Action Steps:

All Departments: Develop annual marketing plan that includes social media strategies, expanded print

media and webpage promotions. This plan will be used division wide.

VP: Request IT add a counter to the CCED webpage to track the number of times the page has been

visited.


Unit Goal 7: To increase enrollment in existing programs and create new programs, CCED will

engage in targeted recruitment activities.

Strategy: CCED will develop or expand customized training partnerships with specific businesses

and industries within our service area to increase enrollment in existing programs or create new

programs.

Action Steps:

1. Customized Training, Workforce Development and Small Business Center will develop a

calendar to schedule regular meetings with local business, industry, and agencies to discuss

training needs.

2. CCED Directors will work together and with business and industry partners to schedule or

develop training programs that meet or exceed those needs.

3. CCED Directors will market specific training programs to area businesses and industry then

contact those organizations to schedule a needs assessment.


Unit Goal 8: Increase workforce boards, economic development groups, and industry partners’

participation on college advisory committees.

Strategy: Regularly meet with industry partners and solicit participation on college advisory

committees.

Action Steps:

All Departments: In 2018, each department will identify and recruit participants from specific

industries for college advisory committees.



Unit Goal 9: CCED will secure supplemental resources to fund new and existing training programs.

Action Steps:

All Departments:

1. Research grant opportunities and apply for all appropriate grants.

2. Actively seek new partnerships with organizations within the service area.

3. Collaborate with the College Foundation to increase contributions to CCED programs.


Unit Goal 10: CCED will increase the use of data to make informed decisions regarding

accountability and performance benchmarks as defined by state and federal agencies.

Strategy #1: CCED will annually review performance results of programs regulated by state or

federal agencies.

Action Steps:

All Departments:

1. Each program will identify state and federal accountability and performance benchmarks.

2. Work with IE to develop a data collection calendar that coordinates the types of data to be

collected and due dates for each program.

3. Develop a data analysis plan and reporting cycle.

4. Use the data to make program changes that will ensure 100% compliance with each program

external audit or credentialing agency.

Finance and Administrative

Services



Human Resources Goal: Human Resources will examine current recruitment practices and adjust

as necessary to ensure timely recruitment of the right people and resources necessary to meet

organizational objectives.

Action Steps:

1. HR will assign the recruiting function for the College to the appropriate team member.

2. HR will implement metrics to track recruiting turn times, source effectiveness, and College

employee retention.

3. HR will document the recruiting process in appropriate step-by-step guides to ensure proper

resource allocation.


Unit Goal 1: Finance and Administrative Services will engage in activities that recruit, develop, and

support external partnerships.

Action Steps:

VP Office:

1. VP will meet with the Manager and/or Regional Manager to discuss additional services that the

Bookstore can provide to the College.

2. VP will discuss with the leadership team any additional services to be provided by the

Bookstore so the appropriate faculty and staff can be notified.

3. VP will work with Finance and Administrative Services staff to implement any procedures

necessary to deliver the new services to the College.



Unit Goal 2: Finance and Administrative Services will require yearly professional development

activities among all staff to include at least one customer service workshop per year.

Action Steps:

VP Office:

1. Assist staff in finding professional development activities (workshops, online and/or seated

classes, etc.)

2. Require staff to submit a report of professional development activities attended quarterly to

supervisors, which will be sent to the VP.

3. Hold quarterly unit meetings to discuss customer service and continuous improvement, as well

as introduce professional development opportunities.

Information Technology:

1. To develop and deliver in-house IT training to faculty and staff. 2. IT will work with IE to develop a survey for faculty and staff to identify IT training needs. 3. IT will develop workshops addressing the top three areas identified by faculty and staff in the

survey. 4. The IT Director will schedule workshops through Knowledge is Key Carteret.

Human Resources:

1. HR will conduct a skills assessment and identify necessary training and resources for each

member of the HR team.

2. As skills indicate, each team member will participate in at least one training related to their

focused areas of responsibility.


Unit Goal 3: Finance and Administrative services will engage in activities that identify and secure

alternative revenue streams.

Action Steps:

VP Office:

1. Evaluate the variety, quality, and availability of food vending on campus for both students and

employees.

2. Identify additional food vending opportunities on campus.

3. Implement steps to secure those opportunities.


Information Technology Department Goal: To upgrade the campus fiber infrastructure.

Action Steps:

1. Review current fiber map and identify areas of weakness

2. Repair any problems found

3. Develop new fiber map including new building and back-up


Unit Goal 4: To improve accountability and efficiency, each department will review and revise its

current policies and procedures pertaining to the Finance and Administrative Services unit.

Action Steps:

VP Office:

1. Review current policies and procedures the VP Office is responsible to determine if changes

are needed and define those changes; ensure each department reviews its current policies

and procedures.

2. Make the necessary revisions to policies and procedures; review and approve recommended

changes from each department.

3. Ensure the changes are communicated to the appropriate areas of the College.

Business Office:

The Business Office will collect 100% of new billable awards/sponsorships

1. Invoices will be sent to the sponsors once the award is entered into the Datatel System.

2. A follow up phone call to the sponsor will be made if an invoice is not paid in full within the

billing term.

a. Verify that sponsor received invoice b. If invoice was received, determine when payment is expected. c. If invoice was not received, verify sponsor name and address, if address is not correct,

make the appropriate changes, resend invoice 3. All follow-up actions taken with a sponsor should be documented and copies of

correspondence should be retained in the award files.

4. A review of each file will take place at the end of each semester. The Follow-Up Actions Log

will be dated, initialed by the Director after each review, and next steps will be determined.

The Business Office will reduce the number of encumbrances during the year-end closing process.

Purchasing

1. Purchasing will follow up with vendors to make sure the PO’s have been received and to

see if there are any issues regarding the PO.

2. For local purchases, Purchasing will send the requester a copy of the PO along with

instructions on making the purchase and for turning in the receipts to the Business Office.

3. The PO will be documented with the follow-up communication

Receiving

1. If the items have not been received within 30 days of the PO date, Shipping & Receiving

will follow up with vendors to check the status.

2. The PO will be documented with the follow-up communication

Accounts Payable

1. If an invoice has not been received within 30 days of the PO being received, Accounts

Payable will follow up with vendors to get the invoice.

2. Additional follow ups will continue to be made until the invoice has been received.

3. The PO will be documented with the follow-up communication.

In addition, all areas will:

1. Receipt of PO to be verified within 3 working days.

2. Follow up on outstanding POs will take place 30 days from PO date.

3. Follow up on received POs will take place 30 days from received date.

Human Resources:

Human Resources will update and streamline all internal processes to reflect best practices and

ensure these processes are communicated accurately to all college employees.

1. Each member of the HR Team will focus on specific areas within the scope of HR responsibility

to streamline processes and enhance service delivery to its customers.

2. HR will review and revise, as appropriate, all policy manuals & operations manuals to ensure

the College employs best practice guidelines and demonstrate consistency among the

manuals.

Human Resources will work with institutional leadership to better align organizational position

descriptions and timekeeping practices with FLSA standards.

1. HR will review all job descriptions to determine exempt/non-exempt status; make

recommendations for changes where appropriate.

2. HR will develop a standardized timesheet to be used by all non-exempt staff.

3. HR will gain appropriate approvals for status change recommendations and timesheet usage.

4. Inform those employees affected by the change prior to implementing status changes.

Information Technology:

To improve efficiency, security, and control the IT Department will segment the College’s network.

1. IT will identify which areas/groups need to be segmented and create a Network Map indicating

which areas/groups share network resources.

2. IT will develop a network scheme to accommodate the segmentation.

3. IT will begin creating a VLANS (list) and assigning those to different areas within the

department.

Instruction and Student

Support


Unit Goal 1: Instruction and Student Support (ISS) will elevate teaching and learning standards by

expanding experiential learning opportunities and improving instructional delivery and resources.


Strategy 1: ISS will engage in program evaluation and development.

Strategy 2: ISS will develop and implement a Quality Control Plan for all instruction, beginning with

online instruction.


Strategy: ISS will establish apprenticeships, internships, and additional work-based learning

placements, as well as career exploration in the high schools.

Unit Goal 2: ISS will establish a Student Success Center for proactive advising, success coach, a

career exploration and placement.


Strategy: ISS will participate and oversee the QEP development phase to develop plan for an

Advising/Career Center.

Unit Goal 3: ISS will implement a plan to improve coordination and communication about student

activities, considering a broad range of audiences.


Strategy: ISS will reorganize Student Services, in particular Enrollment Services and Student

Activities areas.


Unit Goal 4: ISS will implement a comprehensive Enrollment Management Plan that incorporates

retention, recruitment, and marketing.


Strategy 1: ISS will work with the Marketing Committee to create a comprehensive plan that

incorporates ISS programs.

Strategy 2: ISS will develop a comprehensive Enrollment Management Plan.

Unit Goal 5: ISS will establish a plan to nurture existing and build new external partnerships that

ensure the college is serving the educational and workforce needs of the students and employers.


Strategy 1: ISS will establish and/or strengthen partnerships with area high schools and middle

schools; area four-year schools; local businesses and industry leaders; and MCAS Cherry Point and

FRC East.

Strategy 2: ISS will measure development of high school and middle school tour/open house

participation at CCC and on school campuses.

Strategy 3: ISS will measure new partnerships/collaboration opportunities with four-year schools.

Strategy 4: ISS will measure the number of business/industry partners, lay advisory members,

apprenticeships, and sponsors.

Strategy 5: ISS will measure the number of MCAS Cherry Point and FRC East visits and

development of a partnership/recruiting plan.


Unit Goal 6: ISS will create a professional development and leadership succession plan.


Strategy: ISS will establish PACE (Planning & Assessment for Curriculum Education) Chairs

Meetings.

Unit Goal 7: ISS will establish a standardization plan for all learning environments to support student

learning.

Institutional Goal 3.3 Institutional Goal 3.4

Strategy: ISS will create classroom technology and resource standards.


Strategy 1: ISS will develop and grow the Knowledge is Key, Carteret (KIKC) program.

Strategy 2: ISS will continue to encourage/participate in the NCCCS Performance Partnership

Committee.

Strategy 3: ISS will create dashboards and reports to monitor performance, growth, and progress.

Applied Sciences


Division Strategy 1: AAS will create and implement a comprehensive marketing plan.

Action Steps:

1. Chairs will review and refine marketing activities based on 2016-2017 event list. 2. Chairs will create a plan that creates meaningful marketing events. 3. Chairs will assign responsibility for coverage. 4. Chairs will create a “Go” bag with all basic recruiting tools reflecting our brand.

Division Strategy 2: AAS will increase outreach to division constituencies to identify common

workforce needs and opportunities for student and employers.

Action Steps

1. Dean will establish a Joint Advisory Board and schedule an initial meeting.

2. Chairs and Deans will work with IE to develop a graduate survey to gather data on employment

within each area of study.

3. Dean will work with Chair on Program Visioning - Rotating programs utilizing the Program

Review/SWOT process along with student and faculty meetings to evaluate the curriculum fully.


Division Strategy 1: AAS will increase meaningful, intentional professional development

opportunities for all division employees that support personal growth, curriculum currency, and build

innovative programs.

Action Steps:

1. Dean will work with Chairs to create a professional development plan for all division faculty and

staff.

2. Chairs will create a budget that includes required professional development.

3. Chairs and Dean will submit professional development requests for programs on a rotational

basis according to the professional development plan.

Division Strategy 2: AAS will increase divisional resources through aggressive grant development.

Action Steps:

1. Dean will call for proposals annually in April.

2. Chairs will review and prioritize proposals during the summer semester.

3. The Division will conduct a grantor investigation and one proposal will be chosen.

4. The Division will work together to write and submit the proposal, soliciting help from other

areas of the College as needed.

Arts & Sciences


Division Strategy 1: Arts & Sciences will increase proactive advising and student support activities.

Action Steps:

1. Dean will work with Chairs to redesign advising practices and advisor roles in Arts & Sciences.

2. Dean and Chairs will continually assess the general education schedule and make adjustments

as needed.

Division Strategy 2: Arts & Sciences will support programs that enhance learning and job

placement opportunities.

Action Steps:

1. Dean and Chairs will implement 2+2 programs based on available resources and support as

well as student interests.

2. Dean and Chairs will offer general education courses in the local high schools to support CTE

programs.

Division Strategy 3: Arts & Sciences will integrate outcome assessment and review into its

program review.

Action Steps:

1. Dean and Chairs will annually incorporate all ILLOs into their assessment planning.

2. Dean and Chairs will implement course adjustments based on ILLO/PLLO assessment results.

Division Strategy 4: Arts & Sciences will incorporate state performance measures in its planning,

budgeting, and operations.

Action Steps:

1. Deans and Chairs will analyze performance measure results annually.

2. Deans and Chairs will implement course adjustments based on performance measure results.


Division Strategy: Arts & Sciences will create and sustain mutually beneficial external partnerships.

Action Steps:

1. The Arts & Sciences Division will hold annual Advisory Board meetings with members including

high school personnel as well as university and community college employees.

2. Deans and Chairs will develop a remedial program for the local high schools as instructed by the

NCCCS office.

Health Sciences


Division Strategy: Health Sciences will expand simulation-based learning.

Action Steps:

1. Dean and Chairs will identify programs where simulation-based learning will be introduced or

expanded.

2. Dean will pursue industry partners and secure funding for identified programs where simulation-

based learning will be introduced or expanded.

3. Dean and Chairs will visit NCCCS Simulation Facilities and identify needed equipment and

vendors.

4. Deans and Chairs will identify faculty needs and HR requirements.


Division Strategy: Health Sciences will pursue a Health Sciences Enrollment and Retention

Specialist to manage a comprehensive marketing, recruitment, and retention plan.

Action Steps:

1. Dean and Chairs will review similar positions at NCCCS colleges.

2. Deans and Chairs will develop a job description, qualifications, and duties.

3. Dean will route the position and identify position-funding sources.

4. When approved, conduct search and hire candidate.

Institutional Effectiveness


Department Strategy: Institutional Effectiveness (IE) will incorporate the NCCCS Performance

Measures into the College’s assessment and review plans.

Action Steps:

1. The Director will add wording to the Program Review standards to highlight the performance

measure results and actions taken to improve them.

2. The Research Specialist will add a Performance Measures tab providing the current year’s

results and a 5-year trend to each Department’s Year-End Report.

3. The Director will provide workshops on using outcome assessment to departments going

through program review.


Department Strategy: Institutional Effectiveness will provide College departments with data to

identify potential business partnerships within the community.

Action Steps:

1. The Director will work with academic departments, continuing education, and the small business

center to identify county businesses and develop a survey to identify areas of recruitment,

internship opportunities, graduate skills, and program changes.

2. The Director will create a database of area businesses with contact information aligned by

department.


Department Strategy 1: Institutional Effectiveness will improve access to data for all college

constituents.

Action Steps:

1. Director and Research Specialist will work with IT to develop a tracking system that identifies the

number of times the IE webpage is visited.

2. Research Specialist will develop a data request process that includes an electronic form.

3. Director will generate two new bi-annual reports – the Assessment Report and the Strategic

Planning Report.

Instructional Support and Distance Learning


Department Strategy 1: Instructional Support and Distance Learning will facilitate improvements in

instructional deliver and use of Moodle resources.

Action Steps:

1. The Director will complete a minimum of two full course reviews during the summer 2017; a

minimum of three full course reviews during the fall 2017; and a minimum of five full course

reviews during the spring 2018 semesters.

2. The Director will offer monthly professional development opportunities in the form of recorded

KIKC events.

3. The Director will add patchwork enhancements to Faculty Resources over the summer and fall

2017 semesters and Moodle Training will be replaced in spring 2018.

Department Strategy 2: Instructional Support and Distance Learning will facilitate expansion of

experiential learning opportunities for students.

Action Steps:

1. The Director will continue to support integration of 3-D printing in classroom contexts and via the

new 3-D Printing Club.

2. The Director will continue to support integration of drone use and applications in classroom

contexts.

3. The Director will support course development in Corporate and Community Education.


Department Strategy: Instructional Support and Distance Learning will nurture existing and build

new external partnerships with the following organizations.

Action Steps:

1. Duke University by continuing to reach out in collaboration with the drone facility; minimum of

one physical or digital connection/communication per month.

2. NC State - CMAST by continuing to volunteer/collaborate/learn/share via MATE- ROV program

and other Science House outreach programs; minimum of one physical or digital

connection/communication per month.

3. UNC - IMS by reconnecting via "`broadcasting"' facilities and utilization – explore sharing

resources; minimum of one connection/communication per month.

4. VLC directors; minimum of one physical or digital connection/communication per month.

5. QM – maintain an active membership and participate in QM related activities as appropriate.

6. NCCCS – maintain relationship with the Technology Solutions and Distance Learning Division of

the NCCCS

7. DL community – maintain membership in NC3ADL and participate in activities as appropriate.

Library


Department Strategy 1: The Reference and Instruction Librarian will seek information and

inspiration from other librarians using a collaborative research guide. This research guide provides

activities for energizing library instruction and information literacy lesson planning.

Action Steps:

1. The Reference and Instruction Librarian will participate in the collaboration of the research

guide.

2. The Library will implement documented utilization of lesson plans from the research guide

created by community college librarians.

Department Strategy 2: The library staff will establish a mobile maker space.

Action Steps:

1. The Library staff will research the requirements for a mobile maker space.

2. The Director will purchase supplies and cart for mobile maker space.

Department Strategy 3: The library staff will provide resources for career exploration.

Action Steps:

1. In collaboration with the faculty in Applied and Health Sciences, the Director will purchase

books for career section and explore career databases to purchase additional supplies.


Department Strategy: The library will establish partnerships with local high school and statewide

college or university libraries.

Action Steps:

1. The library staff will visit the three local high schools’ libraries and two college or university

libraries yearly to establish working relationships and foster collaboration.

2. The library staff will participate in activities with statewide college or university libraries as

appropriate.


Department Strategy 1: Library staff will participate in appropriate professional development

opportunities.

Action Steps:

1. Library director will seek out appropriate professional development opportunities for staff.

2. The library staff will attend at least one conference or workshop annually.

Department Strategy 2: The library will make improvements to its technology, facilities, and

resources.

Action Steps:

1. To enhance student experiences in the library, the Director will purchase, as the budget will

allow, new furniture for the library.

2. To enhance student experiences in the library, the Director will purchase, as the budget will

allow, new technology and databases for the library.

Student Services


Division Strategy 1: The Division of Student Services will proactively support all programs and

initiatives that promote academic matriculation and support services toward high academic

achievement.

Action Steps:

1. Increase retention through student engagement with academic and student services, faculty

and staff, leadership development opportunities, and campus and community activities to

spark intellectual curiosity in learner-centered environments.

2. Support the College’s early alert and warning system (i.e. AVISO) to identify at-risk students.

3. Support student success through expanded outreach activities and counseling services that

support life-long learning.

4. Expand and sustain access to college by addressing barriers, expanding strategic outreach

efforts, and delivering timely and effective support to qualified students.

Division Strategy 2: Student Services staff are committed to continuous improvement. The Student

Services staff exhibits the values we hope students will exhibit. Our staff learns constantly as we

serve and work collaboratively with students and colleagues to achieve a shared vision.

Action Steps:

1. Increase departmental effectiveness through regular evaluation and improvement.

2. Identify and apply best practices, model programs, and current applications to guide business

decisions and practices.


Division Strategy 1: Student Services will participate in the implementation of a comprehensive

marketing plan.

Action Steps:

1. Promote the role of Student Services within the College.

2. Create Student Services branding in social media.

3. Create marketing strategies for operational plans within each department.

Division Strategy 2: Student Services are committed to ensuring that staff and resources are aligned

appropriately to foster student success from recruitment to graduation and post-graduation planning.

Action Steps:

1. Collaborate with local high schools to enhance the high school dual enrollment and Career and

College Promise programs.

2. Develop and implement a comprehensive Strategic Enrollment Plan.

Division Strategy 3: Student Services are committed to creating and sustaining mutually beneficial

external partnerships.

Action Steps:

1. Collaborate with constituents and community partners across Carteret County to develop and

implement a targeted community outreach program.

2. Develop additional community relationships and partnerships to explore collaborative efforts

and joint initiatives.


Division Strategy 1: Student Services staff are committed to promoting self-investment and

participation in leadership and professional development activities.

Action Steps:

1. Ensure departments are staffed with appropriately trained experienced personnel.

2. Participate in professional development opportunities pertinent to current innovative trends

within in departmental areas.

3. Encourage active involvement of employees in local, state, and national professional civic

organizations.

4. Recognize and reward staff professional development accomplishments.

5. Cultivate a growth-oriented culture within Student Services.

Division Strategy 2: Student Services are committed to identifying and securing alternative revenue

streams.

Action Steps:

1. Promote fiscal responsibility by effectively managing allocated funds through established

budgetary guidelines.

2. Seek out grants and community partnerships that will enhance overall student success at

Carteret Community College.

Division Strategy 3: Student Services are committed to investing in technology that supports

teaching, learning, and efficient operations.

Action Steps:

1. Expand the use of technology within the division to improve communication, accessibility and

services.

2. Expand and sustain access by eliminating barriers, expanding strategic outreach efforts, and

delivering services effectively through technologies.

Division Strategy 4: Student Services are committed to utilize data to promote institutional

effectiveness, accountability, and continuous improvement.

Action Steps:

1. Effectively gather and use data to enhance informed decision-making.

2. Assess available enrollment and growth projection data to make decisions driven by data.

2017-2022 strategic plan - carteret community college · unit goal 3: through revised outcome...

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