Framework forthe Future

MaximizingPotential

for StudentSuccess

YEAR ONE IMPLEMENTATION SUMMARY

2 0 1 3 - 2 0 1 8

• Completed training the web content owners on thenew platform.

• A Web Master was hired. The new Web Masterimplemented website analytics.

• Web policies and procedures are currently beingdeveloped.

� Identify and automate routine business processeseach year [T4.GD.a4]• The payroll business process was reviewed andrecommendations were submitted by the CampusWorks, and BPR is in progress for HumanResources and Payroll Department.

• Implementing e-forms and creating web-basedforms where applicable to reduce paper formsused on the campus.

• Created a sub-committee to identify businessprocesses in need of automating.

� Pursue funding opportunities by building strongerrelationships with community stakeholders and byactively seeking grant opportunities [T4.GE.a1]• Awarded a Fulbright Scholar with Ramapo College.• College Readiness Grant was awarded by NJCCCand the Working Family Support Network

• Collaborated on NASA Space grant.• Developing continuation proposals for HPOG, TitleV & TPSID.

• Two new opportunities through TAACCCT programare in development (i.e., TAACCCT Health andTAACCCT Advanced Manufacturing ).

• The Foundation is working with faculty on thedevelopment of a third aviation-focused grantsubmission to the Emil Buehler Trust.

• Positioning for a comprehensive feasibility study toplan for a multi-year capital campaign.

• A third grant request has been submitted to theAgnes Varis Trust so that we may continue theincentive awards program with1-2-3 Connectstudent.

• Focusing on publicity through increased newsrelease production, reporting through web-basedmedia such as Bergen.edu and the continueddedication to the College’s social media, theCollege has exponentially increased its relationshipwith the local community.

• By creating the Bergen Daily, an e-blast of newsand events; the Buzz About Bergen, an electronicclip report on media placements; and Inside StudioBergen, an electronic video clip summary of theCollege’s television program, the College’s internalconstituency is better informed and engaged.

� Launch and maintain a faculty and staff directory onthe College’s website [T4.GA.a1]• The employee directory and the College’sorganizational chart were updated and manyimprovements were made. These are posted on theCollege’s SharePoint. Human Resources will takethe lead in finalizing a work flow process to ensurethese are continuously updated and remaincurrent.

� Complete the communication plan; implement itconsistently and continuously in order to build trustwith internal and external stakeholders [T4.GA.a2]• The Communication Task Force completed andsubmitted a final report to the President andExecutive Team, containing recommendations toimprove communications between, staff, faculty,students and the public. The plan also includesguiding principles and best practices. Next stepsinclude involving the College Council in reviewingand implementing recommendations made by theCommittee.

Strategic Theme 4: Institution Building� Systematically maintain and update the College’s newwebsite [T4.GD.a1]• Bergen’s new website was launched in January2014.

• The College created a Web Advisory Committee tovet the new web format, overall contents, and keycontent owners who would be given permission toedit and update assigned area. June 30, 2014

VisionAs a college of choice, Bergen Community Collegeprovides a comfort level that enables students of allabilities to mature as learners and engaged citizens. Aleading community college in the nation, the Collegecreates a stimulating, rigorous, and inclusive learningenvironment. Use of innovative technology enhanceslearning experiences and widens access to learningmedia. Community and business leaders value theCollege as a reliable partner and principal provider ofworkforce development. Bergen County residents of allages and cultural backgrounds appreciate the Collegeas the hub of their educational and cultural activities.

MissionBergen Community College educates a diverse studentpopulation in a supportive and challenging academicenvironment that fosters civility and respect. The College offers a comprehensive set of accessible,affordable, high-quality credit and non-credit coursesas well as degree and non-degree programs. Bergen provides lifelong learning opportunities for all members of the community. The College respondsto community needs through workforce training andcontinuing education, and by developing programs for employers.

ValuesTo fulfill the vision and mission of Bergen CommunityCollege, we are committed to:• integrity• student success• academic and institutional excellence• lifelong learning• respect• accountability• innovation

These core values will guide our daily endeavors.

Bergen Community College400 Paramus Road

Paramus, New Jersey 07652201 447-7100www.bergen.edu

Approved by the Board of Trustees June 4, 2013, implementationof Bergen Community College’s Strategic Plan, Framework forthe Future, began with the start of the academic year in September.Four strategic themes – Student Success and Excellence; Facultyand Staff Success and Excellence; Commitment to Bergen County;Institution Building – lay the groundwork for 14 strategic goalsand 48 action items. Twelve strategic action items were the focusof the 2013-14 academic year. This report is designed to summarizethe high-level actions taken to implement Bergen’s strategicgoals. Please visit, http://www.bergen.edu/about-us/institu-tional-effectiveness/strategic-planning for more information.

Strategic Theme 1: Student Success and Excellence� Evaluate courses and programs to ensure thatofferings are current, class expectations are clear,and courses meet the needs of all our students[T1.GA.a1]• Developed and implemented a five-year programreview cycle for all academic programs.

• Implemented an online student evaluation systemand online textbook/courses materials orderingsystem.

• Established a “viability group” to examine theCollege’s programmatic offerings.

• Mandated a Student Success course (i.e. IST123) forall students who test into developmental English.

• Created accelerated pathways to college-levelcourses for developmental math anddevelopmental English students.

• Participated in national student success programs(e.g. Gateways to Completion, National Institute onLearning Communities).

• Partnered with Farleigh Dickinson University tocreate BCC/FDU Scholars Program that providessmooth transition and tuition discounts for BCCstudents.

• Conducting a comprehensive program reviewsystem for non-academic programs beginning withthe Learning Assistance Center.

• Developing programs according to community andstudent needs: Aviation, Paramedic Science, TruckDriving/GED, Sustainability, AdvancedManufacturing, Fashion Design.

� Continuously assess student learning outcomes andtrack student satisfaction of their overall collegeexperience; share data extensively and utilize it forprogram enhancements [T1.GA.a4]• The General Education Committee piloted a newassessment project, focusing on upper-levelstudents’ written communication, and critical andcreative thinking in spring 2014. A faculty panelcomprised of GE Committee members, AssessmentFellows and interested faculty examined students’work. The preliminary findings were shared widelyand a workshop was held. The GEC Chair will bepresenting Bergen’s experience at the Middle StatesAnnual Conference in December 2014.

• On the Day of Professional Development, April 8th,administrators and staff took a deeper look at theSupport for Learners data from the CommunityCollege Survey of Student Engagement (CCSSE).Bergen’s rating on this benchmark was comparedwith extra-large and top performing communitycolleges in NJ and across the country. In addition, theNJCCC Student Success Model data was examinedand discussed using this question: Having seen thestudents’ ratings (CCSSE data on Support forLearners ) and NJCCC Student Success data, whatcan I/we do to improve student engagement andcontribute to creating a vigorous learningenvironment at Bergen?

• Completed the 2014 Community College Survey ofStudent Engagement (CCSSE) data collection.Bergen’s data should be available in early fall 2014.

� Plan and Launch a “one-stop-shop” for admission,registration and financial aid [T1.GB.a1]• Rollout of the One-Stop has begun; the Bursar’sOffice was moved from the 2nd floor to the 1st flooradjacent to the One-Stop-Shop.

• Staff members were relocated to various offices tocreate space for the One-Stop Shop. These movescreated spaces for a newVeterans and Military AffairsCenter, an expanded computer and assistivetechnology lab for students with disabilities, and anew Career and Workforce Development Center.

• A new X-Change: Food Pantry center was dedicatedto meet the housing, hunger, and social needs ofstudents. The College partnered with the Center forFood Action to expand the existing services offeredthrough the Loaves and Fishes Program.

• Moved the Student Help Desk from the 2nd floor inPitkin to a centralized location near the One-Stop-Shop on the 1st floor.

• Installed new signs for the Admission and WelcomeCenter; the Financial Aid and Registration One-Stop;the X-Change: Food Pantry; and the Student AffairsLeadership Suite.

� Identify and address barriers encountered by minoritystudents [T1.GC.a1]• A pilot summer intensive program was launched toreduce the high percentage of entering students whoplace in remedial courses. The success of the pilotprogram provided a foundation for a grant fundedCollege Readiness Now program. The Programdirectly involves four school districts serving many ofour incoming low-income and underserved students.These school districts are Englewood, Garfield,Hackensack and Teaneck.

• Students identified, in addition to academic challenges,financial problems, and family obligations and issues,as key barriers to their academic persistence andsuccess. The summer intensive program, and now theCollege Readiness Now is based on a uniquecombination of academic and non-academic skillsbuilding, including self-advocacy, which address thebarriers encountered by our at-risk students.

• The Black-Brown College Bound initiative will belaunched in fall 2014, centering on supporting theunique set of challenges experienced by maleminority students.

Strategic Theme 2: Faculty and Staff Success and Excellence� Showcase the achievements of all faculty and staff on aregular basis [T2.GA.a3]• The College now has the ability to promoteaccomplishments through myriad venues including:news releases, Bergen.edu, the Bergen Daily (an e-blast of news and events), social media (Facebook,Twitter, YouTube and Instagram), Inside Bergen (a tri-annual newsletter), Studio Bergen (the College’smonthly television news magazine program), InsideStudio Bergen (the show’s monthly email companion)and the annual report.

• By thinking of news reporting and promotion in amulti-pronged approach, no matter the preferredmedium, internal and external audiences have anopportunity to hear the “good news” about theircolleagues (and themselves).

• Honors including the National Institute for Staffand Organizational Development Excellence Awardand the League of Innovation in the CommunityCollege’s John and Suanne Roueche Excellenceand Innovation of the Year Awards are prestigious.These achievements were covered by local media,but also covered through the College’s publicitymechanisms. Exercising sound editorial judgmentremains a primary focus.

� Reevaluate the College’s policy on lectureropportunities [T2.GC.a2]• Worked with legal counsel to examine state lawsaffecting lecturers at the College. Based on thosediscussions, it was decided that the college policyregarding lecturers would be as follows: Althoughhired on a semester-by-semester basis, lecturerscan be re-hired for up to six semesters. In certaincircumstances, with approval of the VPAA, theirterm of service can be extended to eightsemesters. The College’s ability to keep qualifiedlecturers on staff longer will help our overall goalof improving instruction.

Strategic Theme 3: Commitment to Bergen County� Promote the College through better use of traditionaland new media [T3.GB.a1]• The College’s marketing agenda plays the core roleof the new Public Relations 2013-15 Strategic Plan.In this departmental plan, 61 action tactics wereoutlined and linked to the College’s strategic goals.

• Advertising no longer remains limited to traditionalprint media. Based on survey research, acomprehensive campaign began in April 2014featuring ads on online sites such as Facebook,Pandora and YouTube; physical locations such asmalls, theatres and diners; and ethnic andlocation-based newspapers and magazines. Allcontain tracking elements to gauge penetration.This data will support future campaigns anddecisions regarding financial allocation.