The Tidewater Community College STRATEGIC PLAN Planning Supplement. January TIDEWATER COMMUNITY COLLEGE From here, go anywhere.

Transcription

1 The Tidewater Community College STRATEGIC PLAN Planning Supplement January 2014 TIDEWATER COMMUNITY COLLEGE From here, go anywhere. TM

2 The Tidewater Community College Strategic Plan ANNUAL PLANNING SUPPLEMENT JANUARY 2014

3 INTRODUCTION This document constitutes the Annual Planning Supplement to TCC s strategic plan. The working priorities represent the final chapter of the college s strategic plan, Bearings on the Future: The Tidewater Community College Strategic Plan (November 2000). The new plan, One College, One Voice, One Future, was adopted in August 2013 and will serve as the guide and roadmap for the college s future operational planning. Part One provides an assessment of last year s college-wide working priorities and the Chancellor s Goals Supporting Achieve Part Two gives the overview for this year, delineating Strategic Plan Working Priorities, Chancellor s Goals Supporting Achieve 2015, TCC College Board Working Priorities, Faculty Staffing Plan, Projected Enrollment, and Strategic Budget Allocations. Part Three illustrates the College Advancement Rates as part of student success. OIE 1/30/14 1

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5 TABLE OF CONTENTS INTRODUCTION... 1 PART ONE: ASSESSMENT OF College Working Priorities... 3 Chancellor's Goals Supporting Achieve PART TWO: OVERVIEW OF TCC Strategic Plan Working Priorities Chancellor's Goals Supporting Achieve TCC College Board Working Priorities Faculty Staffing Plan Projected College Enrollment Academic Year Projected Savings/Revenue PART THREE: STUDENT SUCCESS College Advancement Rate... 79

6 PART 1

7 TIDEWATER COMMUNITY COLLEGE Assessment of WORKING PRIORITIES Developed collaboratively by the Executive Staff and the President s Advisory and Planning Council, these six working priorities reflect the college s focus for and represent the final chapter of the college s strategic plan, Bearings on the Future: The Tidewater Community College Strategic Plan (November 2000). The priorities also give institutional specificity to the strategic direction of the Virginia Community College System as represented by Achieve 2015 (November 2009) and its companion reengineering initiative (November 2010). Dr. Edna Baehre-Kolovani assumed the presidency of the college on July 9, One of her first priorities was to launch the process for a new strategic plan. The new plan, One College, One Voice, One Future, builds upon the college s current success as it continues on the path to excellence over the next five years and embraces Achieve 2015 as the strategic direction of the Virginia Community College System. Finally, as with Bearings on the Future, it will benchmark the college within the larger realm of the American community college movement. The new strategic plan was adopted in August 2013 and will serve as the guide and roadmap for the college s future operational planning. PRIORITY ONE: TEACHING AND LEARNING [Links to Strategic Goals #1, 2, 5] [Links to Achieve 2015 Goals for Access, Student Success, and Workforce] Strategy 1. As delineated in the Student Success Agenda for , implement strategies that will improve the college s Student Advancement Rate, focusing on student retention, graduation, and transfer rates. See Assessment of Chancellor s Goals Supporting Achieve 2015, July 2012-June 2013 (Goal: Student Success) Strategy 2. Advance the use of technology applications in the learning experience, particularly those that complement and advance student success. Strategy 2.1. Implement the Learning Technology Applications infrastructure and organization. Learning Technology Applications (LTA) has one of the most demanding purchasing loads at TCC supporting classroom technology needs and technology installation in both new and existing buildings. LTA has restructured into three areas to better meet the ever increasing technology demands: classroom technology, video production, and training. In the new structure, each campus has dedicated LTA staff, and training is 3

8 Tidewater Community College Assessment of Working Priorities Page 2 of 35 focused more directly on meeting faculty and staff needs. Over the next six months there will be significant growth in instructional media production. In addition, a new website has been launched that includes a mission, vision, and brand identity for the department. The website also includes forms for faculty to request media support encompassing the full spectrum of services provided by the department, and the site has the ability to track and align resources where needed. One example of the impact of the LTA reorganization is the historically low ticket queue during the spring semester, a sign that support tickets have never been closed more effectively. Strategy 2.2. Provide support for capital project technology deployment. LTA staff work closely with the architects, faculty, and other stakeholders to provide a comprehensive technology infrastructure for each new building. Since these projects are ongoing, LTA continues to provide support and feedback to all stakeholders regarding specific technology needs from study rooms, to multi-purpose event spaces, gaming areas, and traditional classrooms. Each new building will offer a unique technological experience for students and faculty. Challenges: To better support faculty and student learning technology, LTA needs to be involved in all phases of new construction projects from beginning to end as the scope of projects frequently changes and impacts planned purchases and technology use, often leading to waste and inefficiencies. Strategy 2.3. As part of the VCCS Re-engineering effort, expand use of classroom technologies, training, and academic media development. TCC has a college-wide instructional technology standard. The Visual Arts Center has become the first TCC site to include a digital high-definition presentation system in all classrooms. Large touch screen monitors have been installed in several buildings at the four campuses and regional centers which allow for annotation with digital ink. Audience response systems are used increasingly at each campus, and the software for these response systems is loaded on all college classroom instructional computers. Older projection systems and control systems continue to be phased out and replaced with brighter projection solutions and large flat panel LED monitors. LTA is also preparing for the implementation of a classroom lecture capture pilot during the spring semester. In the near future, the Funeral Services, Child Development, and Weatherization programs will receive new instructional technologies. LTA has accomplished the following: Developed four large scale training videos on the technology control systems provided in each classroom throughout the college Created more tightly focused software training videos using Camtasia that will show faculty how to use specific software applications Created training videos for the college's new web-based curriculum portal (i- INCURR); videos are live on the TCC website 4

9 Tidewater Community College Assessment of Working Priorities Page 3 of 35 Created videos showing how to use WebEx and how to use Turning Point audience response system Assisted faculty with developing video content for use in courses Collaborated across departments to create a training program for Blackboard Collaborate Conducted 55 one-on-one training sessions with faculty Developed Quick Start Guides for Crestron Control systems, the Document Camera, settings for MyMathLab and WebEx, and guides for the unique LTS layouts for rooms at the Workforce Development Center and the Virginia Beach Campus Pungo Auditorium Produced more than two dozen videos to date this academic year (e.g., the John & Suanne Roueche Excellence Awards/Faculty Excellence Videos, Portsmouth Campus Call To Action, Glass Blowing Program Mini-Documentary, MLK Award Recipient Videos, Presidents Welcome Message, TCC Chorus/Jazz Winter Concert, Norfolk Provost Investiture, Nurse Pinning Ceremony (Winter 2012), CMVE Grand Opening, Women s Leadership Series Speaker Keynote, Beazley Statue Unveiling Ceremony) Strategy 2.4. Implement new and creative technology applications that will enhance and improve teaching and student learning in the traditional and hybrid classroom. Lecture Capture: The Panopto lecture-capture pilot program is proceeding. Faculty input was gathered via college governance, and LTA is in the process of designating 20 rooms for the required hardware and software to support the pilot. The Panopto pilot may become a component of the College's Assessment initiative. Blackboard Collaborate: Collaborate provides faculty and students the opportunity to participate in synchronous remote learning environments. LTA and elearning are developing training to support faculty use of Collaborate. Blackboard Apps: The VCCS Mobile Application is in the development process and should be fully implemented by the end of the spring semester. TCC will make use of available apps and provide access to them in appropriate locations. Technology Showcase: The 3rd annual Technology Showcase coincided with TCC's Learning Institute in May. The showcase is designed to spotlight faculty creative uses of technology to improve and/or enhance teaching and learning, a peer-to-peer opportunity. (About 160 faculty participated in the 2013 Learning Institute.) The showcase also provides the opportunity to demonstrate emerging technologies and new capabilities. Strategy 2.5. Design a website for Student Success and Enrollment Management. No Progress. Deferred pending hire of new Vice President for Student Success & Enrollment Management. 5

10 Tidewater Community College Assessment of Working Priorities Page 4 of 35 Strategy 3. Enhance the current faculty professional development program with structured activities which directly relate to advancing student success. Strategy 3.1. Launch a New Faculty Academy in Fall The New Faculty Academy and Mentoring Program was launched in August 2012 with 14 new faculty members. Each new faculty member was assigned an experienced, trained TCC faculty member as a mentor for the academic year. Each mentee/mentor team was given directions and goals to be completed during the year with an evaluation of the program to be completed by participants at the end of the spring semester. The members follow the outline provided through the Getting Results course developed by the League for Innovation in the Community College. In addition to the six modules of Getting Results, each meeting has college personnel to address specific topics covered by the course with TCC-specific information. A new binder with information about the program was also provided to each new faculty member. Additionally, a New Faculty Academy website was launched on TCC s homepage to provide the faculty with information about the academy as well as websites of other colleges and universities that contain pertinent information. The academy members meet monthly during the academic year. Strategy 3.2. Staff the Batten Centers for Teaching Excellence and create a structured professional development program from the Centers. Four new positions, Faculty Development Assistant Coordinator, have been created as a result of a DACUM to operationalize the campus Batten Centers for Teaching Excellence. These positions were advertised, resulting in four unsuccessful searches. Recruitment continues to fill the positions. Strategy 3.3. As part of the VCCS Re-engineering effort, create a professional development program specifically for faculty teaching the redesigned developmental math and English curricula. On August 22, a professional development event focusing on the integration of reading and writing was held on the Portsmouth Campus. Presentations included speakers with expertise on integrating reading and writing, hands-on lab-based technology applications specializing in integrated curricula, and panel discussions by TCC faculty who taught the summer pilots or who are credentialed in both reading and writing. The event was attended by over 60 faculty, and a post-event survey was collected and used for future event planning. On Saturday, October 27, a second professional event was held. Based on the feedback from the August 22 event, presentations included debriefs by faculty who conducted pilots, an outside speaker with significant experience teaching an integrated reading and writing developmental course, technology applications, and several handson and assignment-based sessions. In addition, TCC's 2012 Chancellor's Developmental Institute participant for English presented on her work from the Institute. The event had over 60 participants, and a post-event survey was collected. Challenges: TCC does not yet have a professional development program for its math faculty. 6

11 Tidewater Community College Assessment of Working Priorities Page 5 of 35 Strategy 3.4. In concert with faculty governance representatives, facilitate the establishment of faculty professional development standards and policy. An ad hoc committee under the leadership of the College Faculty Senate has been charged with aligning faculty professional development with the new faculty evaluation plan provided by the VCCS. The membership includes college-wide faculty representation (senators and non-senators), the college's CFAC representative, and academic dean representation. Current timelines include a committee presentation to the College Faculty Senate at its April meeting and a full faculty vote shortly thereafter. Further progress on relevant policy or faculty development standards will be forthcoming with the approval of the new faculty evaluation system. Strategy 3.5. Design and pilot a new process for student evaluation of faculty. A successful pilot using Scantron Class Climate software (hosted by Scantron for the pilot) has concluded with forty class sections of Nursing classes evaluated. All Fall 2012 first 8-week Nursing courses participated in the pilot, including courses offered at offsite locations. With response rates of 94 percent and above, the pilot proved a success, especially in comparison to the online evaluations given during the same period (25 college wide). In order to implement Class Climate effectively, a number of processes will need to be carefully developed and implemented. Work has begun with the goal to fully launch Class Climate in Fall Strategy 3.6. As part of the VCCS Re-engineering effort, plan for the implementation of a revised faculty evaluation system. An ad hoc committee under the leadership of the College Faculty Senate has been charged with aligning faculty professional development with the new faculty evaluation plan provided by the VCCS. The membership includes college-wide faculty representation (senators and non-senators), the college's CFAC representative, and academic dean representation. Current timelines include a committee presentation to the College Faculty Senate at its April meeting and a full faculty vote shortly thereafter. Further progress on relevant policy or faculty development standards will be forthcoming with the approval of the new faculty evaluation system. Strategy 4. Develop and implement guidelines and practices to shape and inform curriculum renewal and subsequently advance student success. Strategy 4.1. Building on the work of the TCC Learning Institute, complete Phase I of a systematic plan for assessing general education competencies. TCC's assessment initiative took significant shape in Fall 2012 when the five-year assessment plan was drafted, shared with faculty at Convocation, reviewed by faculty and governance committees, and implemented. At a follow-up Learning Institute held in October 2012, faculty were provided the opportunity to further shape the assessment plan by adapting three additional AAC&U Value Rubrics for the Critical Thinking, Cultural and Social Understanding, and Scientific Reasoning general education requirements. Seventy-five (75) faculty participated in adapting the rubrics created by AAC&U as well as developing an original rubric for Scientific Reasoning. In addition, 40 7

12 Tidewater Community College Assessment of Working Priorities Page 6 of 35 faculty volunteers completed training to assess student learning using the adapted rubrics. According to the plan and through a pre-determined rotation, one to three of the seven learning outcomes are to be assessed each semester over the next five years. In each rotation, student assignments are collected from a variety of courses which contribute to the General Education learning outcomes under assessment. The assignments are scored by volunteer "faculty assessors" who have received training in using the TCC adapted VALUE Rubrics. In the first assessment semester, Fall 2012, the college launched the plan as a pilot project to assess Written Communication and Information Literacy. For each General Education competency area, 50 students were randomly selected for inclusion through a stratified sampling process. Twenty-five (25) additional students were randomly selected as "substitutes" to account for student [and faculty] attrition. In January 2013, approximately 25 faculty volunteers assessed the student work products and scoring data were provided to Institutional Effectiveness for analyses. Findings, expected in mid-february, will be shared with all faculty through a well-vetted and systematic process that will encourage improvements in student learning. Spring 2013 assessment of Scientific Reasoning, Critical Thinking, and Quantitative Reasoning is underway. The classes and students selected for participation have been identified and applicable faculty have been notified. Recruitment and training of additional faculty assessors is being planned. During the initial stages, it was determined that the collection, coding, and preparation of student work products were overwhelming tasks, relying heavily on manual processes for routine tasks. Through assistance from the Office of Information Systems, a software tool is being developed to automate and streamline much of the collection, coding, and scoring processes in i-incurr, the college's new, homegrown, webbased curriculum portal. This tool will be tested in Spring 2013 with full implementation in Fall Strategy 4.2. Conduct and operationalize a systematic review of credit courses and academic programs for effectiveness, productivity, and viability. A systematic review of all active academic programs and courses within the Student Information System (SIS) was conducted. Processes were developed to provide ample notice to students when a program has been approved for discontinuation and to render the program inactive once the discontinuation period has expired. Further, approximately 35 courses that have not been offered in three or more years were removed from the college's master course file. A comparison of academic program titles as they appear in SIS and the College Catalog was made. Twenty of 24 discrepancies have been corrected. More research is in progress to correct any remaining discrepancies. A review of prerequisites as listed in the VCCS Master Course File, the College Catalog, SIS, and i-incurr is being performed to locate and resolve all discrepancies. The goal is to reach 100% accuracy by Fall 2013, aligning prerequisites in all locations print and web. 8

13 Tidewater Community College Assessment of Working Priorities Page 7 of 35 A review of general education course listings within SIS was undertaken. A number of courses were removed from the lists and some added, based upon the transfer practices and policies of the colleges and universities where most TCC students transfer, the credentials of and qualifications of TCC faculty, and SACSCOC accreditation standards and guidelines. Changes have been made to improve consistency across all courses, programs, and disciplines. Changes will go into effect with the College Catalog. Strategy 4.3. Create and implement a strategic plan for transfer and articulation. This initiative is on hold pending staffing support to assist in preparing a transfer plan for TCC. In the interim, data has been collected from the National Student Clearinghouse and will be used to frame a plan. For example, 86 % of transfer students attend just 14 of more than 180 transfer destinations. Those 14 partners may be identified as 'preferred partners' based on best practices defined by TCC and stronger program-to-program agreements written for the benefit of TCC s transfer students. Targeted increases for each of the top 14 destinations needs to be included in the plan as well as more program-to-program marketing. Strategy 4.4. Initiate i-incurr, the college s new web portal for curriculum. The college's new web-based curriculum portal, i-incurr, has been launched. The portal houses the college's official curriculum and related materials including course outlines, curriculum guides that outline all certificate and degree curriculum requirements, automated syllabus templates that populate required course outline elements, and general education assessment information (e.g., TCC-adapted VALUE Rubrics, the college's general education assessment plan and timeline, courses selected for assessment purposes). The i-incurr portal provides the public access to much of the college's curricula, and the functions for staff and faculty to internally develop and maintain curricula. Academic Services is developing a website to promote TCC's curricula by pulling course and curricula information directly from i-incurr. The i-incurr development team continues to add functions that will enhance its use and visibility. Strategy 4.5. As part of the VCCS Re-engineering effort, complete the degree audit of career and technical programs. Degree audits for all transfer degree programs, career and technical degree programs, and certificate programs were completed on time. All TCC degrees were within limits prescribed in VCCS policy. With regard to the new preferred limits, the college chose to defend only two degree programs, the A.S. in Engineering and the A.A.S. in Radiography. Fifteen degree programs were identified for credit reduction to meet the new limits, and two programs targeted to be discontinued. All remaining degree programs are within the preferred limits. Three certificate programs were identified for credit reduction. An extension was requested for three of the programs: Medical Assisting (no program head), Air Conditioning and Refrigeration (upcoming DACUM to validate the program), and Electronic Engineering Technology (the division is justifying its plan with its program advisory committee). 9

14 Tidewater Community College Assessment of Working Priorities Page 8 of 35 Strategy 4.6. Create four new programs utilizing the DACUM process. A DACUM was conducted Fall 2012 that resulted in the creation of a new position, the Faculty Professional Development Coordinator, to staff the campus Batten Centers for Teaching Excellence. A DACUM was scheduled February for the Air Conditioning and Refrigeration program. The process may lead to expansion of the current program and/or the complete redesign of the current program. Two DACUMs are pending follow-up action: Events Management Technician and Audio Visual Technician. An Events Management Technician certificate may be viable under the A.A.S. in Management; the Management degree needs to be reworked and subject matter experts identified to assist with its development. A career studies certificate for Audio Visual Technician may be viable under the A.A.S. in Information Systems Management. A faculty lead has been identified; subject matter experts are needed to develop courses. Strategy 5. Develop and implement a strategic enrollment plan to include an assessment component for all areas of student success and enrollment management and integrated with a marketing plan. Strategy 5.1. Incorporate a data-driven recruitment component to increase the capture rate for various subgroups including high school students. No Progress. Deferred pending hire of new Vice President for Student Success & Enrollment Management. Strategy 5.2. Create a communications plan for prospective, admitted, and enrolled students focused on the higher education continuum from recruitment through program completion. No Progress. Deferred pending hire of new Vice President for Student Success & Enrollment Management. Strategy 6. Develop and implement a comprehensive emerging leadership training program for students. No Progress. Deferred pending hire of new Vice President for Student Success & Enrollment Management. Strategy 7. Complete a new TCC Curriculum Plan. This strategy is on hold pending a reorganization of the college's academic structure. The current academic structure has remained unchanged for more than a decade, while enrollment and physical learning space has doubled and the use of technology has expanded exponentially. The college has outgrown the academic structure and must change to improve peformance and prepare for a future driven by new technology applications, the necessity to adapt quickly to meet employer needs, and prepare students for learning beyond an associate degree with superbly credentialed and qualified faculty who fully embrace the quality and integrity of their craft. 10

15 Tidewater Community College Assessment of Working Priorities Page 9 of 35 Strategy 8. Complete the implementation of the TCC Center for elearning. [Vice President for Student Learning & Chief Academic Officer] Strategy 8.1. Implement the approved elearning infrastructure to include hiring staff and renovating Center space. The staffing plan is near completion. Under the leadership of the Interim Dean of elearning, an Administrative Assistant, the Faculty Liaison, the Coordinator of elearning Support, the Web and Graphic Specialist, and the Coordinator of Design and Development have been hired. Two elearning Help Desk Technicians remain to be hired, one as a result of a recent resignation. Also, the Interim Dean position will be filled permanently. The four instructional designer and instructional technology positions have been redefined as faculty professional development coordinators and will be tasked with operationalizing the campus Batten Centers for Teaching Excellence and developing and implementing faculty professional development programs. The faculty facilitator/trainer position has been eliminated; those duties have been revised and assigned to the Coordinator of Design and Development. A pilot of a dedicated elearning support system apart from the college's current Wickett/triage system is needed to determine whether additional staff are necessary for 24/7 coverage of elearning. Strategy 8.2. Create and launch an elearning website. Version 1.0 of a new elearning website was launched in August. Version 1.0 was created out of a sense of urgency for more current and accurate information by staff in the Center for elearning with no formal web design experience or expertise. Version 2.0 will be created and launched in July by the Web and Graphic Specialist. The new site and will be designed based on best practices. Version 2.0 will also result in the full and final dismantling of the dated Distributed Teaching and Learning Services website. Strategy 8.3. Begin the implementation of standards, policies, and procedures as recommended by the ad hoc Online Quality Assurance Task Force that shape, inform, and advance effective online teaching and successful student learning. A successful pilot for student authentication was conducted during Summer Software Secure demonstrated its ability to deliver a product that is easy to use and meets the remote proctoring needs of some students. The pilot positioned the college to be able to offer remote proctoring as a validation and testing option for students and to be prepared for any changes to DOE or SACS requirements for distance learning. An informal RFP was initiated and posted 01/24/13 that will finalize remote proctoring as a tool available for demonstration of student learning. A course shell template in Blackboard has been created with faculty input via the OQA task force, and shared with the Faculty Senate. The template will be used for Summer 2013 course creation and required for all online courses effective Fall Open campus meetings to demonstrate the template were held January 29, January 30, February 7, and February 14, and a full schedule of workshops is scheduled throughout the spring semester to assist faculty in using the template. 11

16 Tidewater Community College Assessment of Working Priorities Page 10 of 35 The integration of TOP (pedagogy), QM (design), and Blackboard (tool/technology) into a single required course to teach online at TCC is underway, as well as a faculty mentoring program. The Coordinator of Design and Development will be tasked with designing an interface that promotes the newly designed course. Strategy 8.4. In collaboration with the academic deans, develop a coordinated, college-wide online learning schedule of classes. No Progress. Strategy 9. As provided by the VCCS Re-engineering effort, examine the role of faculty at TCC and determine if there is a need for the new or modified faculty roles. There is no need at this time to implement any of the new or modified faculty roles. Strategy 10. Complete the Quality Enhancement Plan (QEP) Impact Report by September 1, The report will assess the college s effectiveness in meeting its established purpose and goals for the QEP as delineated to the SACS Commission on Colleges in The QEP Impact Report was completed and submitted by September 1, 2012, through the Office of Institutional Effectiveness. SACSCOC accepted the QEP with no requests for followup. Strategy 11. Complete the Fifth-Year Interim Report in a timely manner to ensure submission to the SACS Commission on Colleges before September 15, The Fifth-Year Interim Report was completed and submitted before September 15, 2012, through the Office of Institutional Effectiveness. SACSCOC accepted the Fifth-Year Report with no follow-up. Strategy 12. Complete the structural reorganization of the two divisions encompassing academics and student learning and student success and enrollment management. With the understanding that the two areas are interdependent, finalize and approve all organizational changes and define clear lines of demarcation, resulting in a formal distinction between the two administrative divisions and improved efficiency and effectiveness. This strategy is on hold pending filling the position of Vice President for Student Success & Enrollment Management. Strategy 13. Continue to participate in the Chancellor s Faculty Diversity Initiative, increasing the placement of adjunct minority faculty by 10%. TCC was on par with 2012 and saw no increase in placement of adjunct minority faculty. Strategy 14. In collaboration with faculty, designers, and other subject matter experts, develop digital textbooks for high volume courses. In Fall 2010, TCC introduced a textbook rental option. The 2012 data provided by Barnes & Noble suggest that rentals are popular. Still, there is room for increased use of rentals. In comparison, the use of digital textbooks has been much slower for two primary reasons: 1) the 12

17 Tidewater Community College Assessment of Working Priorities Page 11 of 35 lack of familiarity with how to use a digital textbook, and 2) the lack of devices that simplify the use of digital textbooks. Devices and applications are improving. Also, staff need to expand faculty awareness of rental and digital textbook options. Rental (introduced in 2010) - Fall 2011, 35.6% with 23.9% penetration - Spring 2012, 31.2% with 29.1% penetration Digital (introduced in 2009) - Fall 2011, 24.3% with 2.6% penetration - Spring 2012, 28.9% with 2.4% penetration Strategy 15. Develop a College Readiness Plan that engages both internal and external college constituencies, enhances the underpinnings of the TCC Student Success Agenda, and ultimately has a positive impact on retention and graduation rates. Strategy Create a college readiness identity for TCC. The definition and policy clarifying what college readiness means is under discussion at the VCCS. There has been no progress made on creating a college readiness identity for TCC. Strategy Recast dual enrollment and AP programming within the larger context of a long-term college readiness plan. While not within the context of a college readiness plan, campus dual enrollment teams have been debriefed on HB1184, the necessary compliance documents, and the role and limitations of AP programming in HB1184 compliance. Strategy Successfully launch the redesigned developmental English curriculum in Spring To prepare for the Spring 2013 launch, pilot courses (general usage courses) that integrated reading and writing were designed by reading and writing faculty and subsequently approved for use in Spring The pilots ran at the Virginia Beach Campus in Summer 2012 and on all campuses during Fall Debrief sessions were held with pilot faculty at the end of October to discuss and share strategies, problem areas, assignments, and resource needs. Detailed notes from the pilot debriefs were shared with provosts and the appropriate academic deans. Two day-long professional development events focusing on reading and writing integration were also held (August and October) for faculty. Presentations on the scope and details of the developmental English launch (including the new VPT for English) were made to college-wide meetings of counselors, testing center managers, and the CMVE. Campus Implementation Leads (CILs) worked closely with the academic deans and OIS to work out scheduling, linking, and grading issues. 13

18 Tidewater Community College Assessment of Working Priorities Page 12 of 35 During the spring and fall 2012 semesters, multiple college-wide meetings of English faculty were held in order to share information, progress, and updates. The CILs made recommendations on movement into ENF 3/ENG 111 and faculty credentialing which were presented to English faculty. New official course outlines for the new ENF courses were approved and implemented. Strategy In response to HB1184, secure agreements across service area school divisions for completion of the General Education Certificate or Associate Degree by the time of high school graduation. In preparation for the April 15, 2013 compliance report to the VCCS, the following preparations have occurred: A VCCS contract template has been adapted to TCC. Campus HB1184 teams have been established and have met with division representatives as part a follow up to the Educational Summit that occurred on December 17, A template for course reporting has been shared and Q-drive folders set up to streamline campus inputs and facilitate a single report from the college. Campus leads are planning a visit to JTCC to review processes and best practices. Discipline faculty teams will review the advanced standing credit offered in AP courses (e.g., physics, chemistry, and foreign languages). Strategy Explore the need for a College Readiness Summit in Hampton Roads with key stakeholders including K12 Superintendents and Principals, as well as TCC Deans, Provosts, Vice Presidents, and President. In the summer and fall of 2012 and with the introduction of HB1184 (mandating K-12 divisions and community colleges build pathways for students to achieve an associate degree or a certificate of general studies), several presentations were made to Executive Staff on the necessary compliance reporting due April 15. This, coupled with the decision to lower tuition rates for dual enrolment courses contracted with the school divisions, led to an educational summit held on December 17 where the details of HB1184 and the lowering of tuition rates was formally announced. Attendees included the President, Vice Presidents, Provosts, key academic deans and campus dual enrollment leaders, Superintendents and their designated academic team leaders and principals. Strategy 16. Create and implement a counseling/advising plan that includes a focused support component for those TCC students seeking transfer to the Commonwealth s four-year institutions. No Progress. Deferred pending hire of new Vice President for Student Success & Enrollment Management. 14

19 Tidewater Community College Assessment of Working Priorities Page 13 of 35 Strategy 17. Develop a college honors program that is modeled on best practices in the two-year setting to attract the most promising transfer students and provide them with a distinctively rich academic experience. No Progress. Deferred pending hire of new Vice President for Student Success & Enrollment Management. Strategy 18. Develop a plan to expand and integrate service learning into the classroom. No Progress. Deferred pending hire of new Vice President for Student Success & Enrollment Management. Strategy 19. Complete establishment of the Center for Military and Veterans Education, including hiring to fill the remaining staff vacancies and completing the expansion of the space being renovated for the new unit. Strategy Expand the college s participation in the Navy College Program Distance Learning Partnership (NCPDLP) by providing courses in the five degree programs offered through NCPDLP in formats other than online. Progress on this goal is on hold pending hiring of an instructional designer for the CMVE. Following two unsuccessful searches, the third search for an Instructional Designer for the CMVE concluded successfully, with the appointment effective June With that position filled, the CMVE is conducting a review of the online versions of the courses in the five degree programs offered through the NCPDLP and will embark upon developing alternative formats in Strategy Expand the college s support services for military-related students by forming a cadre of faculty and staff who volunteer to assist those students as advisors, mentors, etc. The CMVE has conducted professional development training on military-related student issues for faculty and staff on all TCC campuses. In addition, a survey to identify faculty and staff who would be interested in assisting military-related students has been conducted. At the 2013 Fall Convocation, a comprehensive, online professional development plan, culminating in certification as a Military Student Advocate will be launched. Individuals who complete this certification program will be identified to military-related students as resource persons to whom they can go for assistance. Strategy 20. Continue to work the plan developed in to promote the Virginia Education Wizard as a career and college planning tool for TCCs diverse student body. TCC strengthened the use of the Wizard in the on-campus pre-enrollment orientation and incorporated it into its online orientation program. The Wizard was also expanded to the TCC Center for Military and Veterans Education (CMVE), Veteran Affairs offices, Admissions, and Financial Aid. Strategy 21. Expand the Great Expectations program in Hampton Roads, increasing enrollments by 25% over the previous academic year. 15

20 Tidewater Community College Assessment of Working Priorities Page 14 of 35 The Great Expectations program continues to support foster youth enrolled at TCC with a focus on retention and student success. A total of 114 students have enrolled in the program since its inception in January As of Fall 2012, 38 students were enrolled in classes at TCC and 24 of the participants were high school students. An Advisory Council was developed and meetings began July 2012 with the goal of meeting twice per semester. The Great Expectations coach coordinates with city social service agency representatives and independent living coordinators. Internal and external marketing continue monthly. PRIORITY TWO: TECHNOLOGY [Links to Strategic Goals # 1, 4, 5] [Links to Achieve 2015 Goals for Access, Student Success, and Workforce] Strategy 1. Improve classroom technology and deploy state-of-the-art equipment, network services, and support throughout the college. Strategy 1.1. Replace staff, faculty, classroom, and laboratory computers in accordance with the five-year replacement plan. PC's are upgraded continuously throughout the year. Over 900 computers have been replaced with new HP computers and flat panel monitors. Strategy 1.2. Support the installation of equipment and services in classrooms, laboratories, and other campus learning spaces with instructional technology. Project management was provided to support the upgrade of Learning Technology Systems in the Virginia Beach Lynnhaven Building, the Visual Arts Center, the Center for Military and Veterans Education, and the Regional Health Professions Center. Forty classrooms received instructional technology upgrades which included new programming, new projectors or flat-panel monitors, and new room control touch panels. Current projects include deploying a video capture solution in the Funeral Service and Child Development programs. Future projects include the installation of instructional and event technology in five new buildings at TCC and the renovation of 24 additional instructional spaces across the college. LTA coordinated with the college warehouse staff to inventory all new pieces of equipment installed college wide, and to verify the pre-existing equipment inventory. LTA now has an updated inventory database which includes an equipment maintenance and replacement timeline. Challenges: A joint effort between LTA and OIS is in progress to place the RoomView server on the college network. Roomview will assist LTA in the remote support and maintenance of classroom instructional technology. RoomView also supports a Green initiative since it can support universal equipment shut-down during non-college operating hours. The installation of RoomView has been delayed for more than 3 years. Also, LTA and OIS need to clarify the roles of each functional area to better serve the Learning and Administrative needs of the college. 16

21 Tidewater Community College Assessment of Working Priorities Page 15 of 35 Strategy 1.3. Complete the network infrastructure upgrade to increase the core telecommunications infrastructure bandwidth from 100MB to 1000MB between the two main campus locations and the VCCS network. TLS Infrastructure has been successfully upgraded to 1GB between the four campuses. Bandwidth increase for connections to the VCCS is still in progress. Two COX circuits, one from Norfolk and the second from Virginia Beach, are being constructed which will replace the existing Verizon circuits. These new circuits are initially set to 200MB bandwidth and will have the capability to scale up to 1GB. Strategy 1.4. Complete the upgrade of wireless technology to the N standard to provide higher levels of performance for students, faculty, and staff. New wireless controllers and access points have been deployed to all campuses. Overall, over 90% of the N technology has been deployed. Strategy 1.5. Upgrade Microsoft Office 2007 to Office Approximately 85% of staff /faculty computers have been upgraded to Office Strategy 1.6. Support the planning, design, and equipment installation for capital outlay projects, including the Chesapeake Campus Academic Building, the Joint-Use Library at the Virginia Beach Campus, and three Student Centers. OIS completed the final draft of "Tidewater Community College Wiring Standard" which details the requirements for data and telecommunication closets in college facilities. This document provides critical information based on industrial standards to architects and TCC facility management for constructing/renovating data/telecom closets including minimum room size and environmental requirements. These standards are meant to be followed for new construction, major renovation projects, and wiring or rewiring existing buildings. Strategy 2. Enhance Learning Resources Center technology and support for faculty and students to heighten academic achievement and foster greater retention. Strategy 2.1. Support Information Literacy activities and assessment. During Summer 2012, the Library Instruction Committee reviewed best practices and current trends in library instruction and information literacy. A pilot assessment project was designed for implementation during the Fall 2012 Semester. Two classes were selected, ENG 111 and SDV 100/101 because these classes are the most commonly taught Library Instruction sessions across the college each semester. The Committee identified specific learning outcomes expected from each class and assessed whether students were accomplishing these outcomes after participating in a library instruction session. As with many academic libraries, the committee decided to use a post-instruction assessment for the Fall 2012 pilot. The ENG 111 instrument included a performance assessment where students applied information literacy skills by choosing between two possible sources for a paper and then providing two reasons for selection of the most appropriate source (evaluation). The SDV 100/101 instrument included a performance assessment where students applied information literacy skills by identifying the types of information accessed by the library catalog (access). 17

22 Tidewater Community College Assessment of Working Priorities Page 16 of 35 Thirty-two course sections of SDV 100/101 and 13 course sections of ENG 111 were included in the fall semester pilot. Student responses were collected at the end of each class with a web-based instrument. The Library Instruction Committee met January 3, 2013 to score the responses with rubrics developed over the fall semester. The same assessment instrument and process is being used during the Spring 2013 Semester. The Committee will analyze the results, submit written recommendations, and revise the assessment instrument and process as appropriate in Summer Strategy 2.2. Improve the management of library materials by implementing self-check and RFID at all campus libraries. In June and July 2012, all campuses placed RFID tags on their collections, and the cataloging department began delivering new material with RFID tags in place. Tagging of the approximately 165,000 library items is substantially completed with only a few areas remaining. In October 2012, the vendor installed and tested all of the RFID selfchecks and staff equipment. A Virginia Beach Campus librarian completed development of the self-check screens by December, and the Virginia Beach Campus became the pilot RFID checkout project beginning with the Spring 2013 Semester. The remaining three campuses are waiting for the installation of the RFID gates, which has been delayed. The Electronic Services Librarian is coordinating between the college facilities department and the vendor to set the installation date. Strategy 2.3. Improve the management of library resources by implementing workstation management at all campuses. The Re Quest workstation management software was purchased and installed in June During July and August, the Electronic Services Librarian and a Virginia Beach Campus Librarian worked with the vendor to implement the specifics of Policy 5302 and found that Aleph does not implement the patron portion of the necessary communication standard in the way other library systems do. As a result, the vendor, iteam, agreed to rewrite the software to work around this Aleph problem. The rewritten software was delivered in early December. Installation and testing were done December 19, 2012, followed by a library system shutdown to move the software from VCCS servers to servers owned by Ex Libris, the library system vendor. Challenges: When the system came back up in January, the workstation management software could not connect to Aleph due to firewall problems. OIS staff made the appropriate firewall changes at TCC by January 9, but firewall changes were also needed by Ex Libris. The VCCS Director of Library Automation and Learning Resources submitted the request to Ex Libris. The project will be completed by the end of the spring semester. Strategy 2.4. Reorganize Technical Services in order to provide greater efficiencies and free more staff hours for public service. The retirement of the Cataloging and Web Services Librarian provides the opportunity to consider ways to reorganize Technical Services into a more efficient model. The library staff are evaluating peer-institution organizational structures, as well as researching current trends in technical services organizations. A report and 18

23 Tidewater Community College Assessment of Working Priorities Page 17 of 35 recommendations were shared with the Chief Academic Officer by the Library Management Team in February. Strategy 2.5. Support the planning and development activities for the Joint-Use Library at the Virginia Beach Campus. The draft Joint-Use Library (JUL) Memorandum of Agreement (MOA) was completed by TCC and the City leadership team in February. The remaining details of the agreement were reconciled by the attorneys and the final MOA was signed on August 16, The college's JUL staffing plan was approved in February. In addition, the following actions have been completed: The current Bayside Library collection was evaluated and systematized by librarians and processed by the staff in order to prep books with RFID tagging before their move to the JUL/Library at Virginia Beach. A plan to create an Opening Day Collection was formulated with Yankee Book Peddler. A 'sit test' at the Virginia Beach Bayside Library and the South Rosemont Library was conducted so that users could test out potential furniture for the JUL/Library at Virginia Beach The opening of the JUL/Library at Virginia Beach is tentatively planned for mid-may. Furniture and equipment orders are in process and under regular review. The leadership of TCC's Libraries has been reassigned from Information Systems to Student Learning and Academic Services. Strategy 3. Enhance the administrative functions of the college. Strategy 3.1. Complete the upgrades to the intrusion prevention systems and network access control systems. Upgrade to network access control system is currently underway. Technology has been deployed with minimal features enabled. More advanced features will be enabled pending successful test results. Strategy 3.2. Deploy an Enterprise PKI infrastructure in preparation for support of automated workflow, digital signatures, and e-forms. Deployment has not taken place due to staff shortages. Over the past several months, 2 technical positions were filled and those staff members have been attending specialized training which will facilitate the deployment of these technologies within the SharePoint environment. Strategy 3.3. Evaluate, test, and deploy SharePoint SharePoint is currently deployed in the R&D/test environment. Currently, various deployment models are being explored. The progress is on schedule. Strategy 3.4. Expand the print management of the comprehensive one-card system deployment to include additional labs on the Chesapeake, Portsmouth and Virginia Beach campuses and the Regional Automotive and Tri-Cities centers. 19