Strategic Planning Northeast State Community College Completion of Strategies for Strategy description Year Measure Completion Results/Impact

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1 1 ACC (Access, Completion, Community), CCTA 2010, D2-55 Strategic Planning Northeast State Community College Completion of Strategies for 16 Develop and implement organizational structure to improve effectiveness and build our capacity to serve students, address the completion agenda (CCTA) and Drive to 55 (D2-55), and Access, Completion, Community focus (ACC) - Org Effectiveness theory reviewed, restructuring plan developed; shared with Faculty and Staff and Personnel 2011 Org theory and planning Jan 2012 Grants office developed Jan (attach grants report) 2012 Org Theory reviewed, plan developed; VP changes (PPT-Visioning for the Future) Hired ED HR/OE People Admin and BDMS in HR/OE office Hired Spec Assistant to President (Communication, Policies & Procedures, Equity & Compliance) Moved Marketing and Community and Public Relations under SA Gathered data in focus groups for revamp of College Website Review of processes, P & P by BPI consultant and SA Savings realized over time for executive administration costs; more positions/funding available at mid-management point and faculty; developed 2 additional SA Dean positions. Hired 64 faculty/staff over the last 2 years (30% increase); 33% decrease in Executive staff through reorganization Increased grants, funding to supplement College budget Orientation plan for new employees underway to attract and retain quality employees Professional Development planning and centralization, documentation of activities BDMS and People Admin saving resources (human and financial); online employment application, improved selection process Moved Affirmative Action duties to SA to separate from HR improve efficiency, SA reports to President as required, added P & P duties to revamp P & P, align with TBR, update and revamp P & P website; added Improved workflow of documents approved by VP s and President Improved efficiency and communication of Marketing/PR/CR offices; focus on advancement of the College through revamped website Delegated some approvals to lower level as allowed by TBR policy to reduce volume and improve efficiency.

2 outsourced Financial Aid services to improve customer service and efficiency 2012 Added Help Center for to help students complete the FAFSA online Facilities developed and plan to centralize Student Affairs (SA) offices and improve customer service Renovated main entrance to make it Student Affairs entrance renovated the Presidents Conference Room to make it an information conference room and command center 2 vacant positions in FA provided opportunity to outsource call center and verification; improved call services and faster notification of approval of financial aid; reduction in # of phone calls, visits to campus needed; increase in number of ICR s, applications Help Center provides students one on one assistance with completing FAFSA; increase in number of FAFSA s completed Swapped academic space for SA space: by moving to main entrance and moved Academic Affairs (Asst VP s) offices to faculty building and Tech Ed building (Evening/Adjunct faculty offices) Financial Aid moved from Faculty Building, testing/counseling, scholarship office, moved to near main entrance with admissions to make it easier for students to do business with us; created more inviting space in financial aid (away from the bank teller model) Remodeled and expanded Student Services/Career Services offices Added Cashier office in Admissions area Traffic across campus to find SA offices eliminated Circle drive with quick drop off parking Student friendly furniture/entrance/ marquis and information desk to direct student traffic and provide information through SIFT (Student Information at your Finger Tips) Added ITV, video conferencing options, placed 8 digital panels around the room to make viewing from any seat optimal, replaced 2 large tables with smaller mobile tables so the conference room could be changed to meet a variety of meetings. Increased usage, internal and external groups Improved viewing when using media Visually, inviting, warm color scheme High Tech but with high touch environment

3 3 Develop and Implement a Salary Plan Develop and implement succession planning model Salary Plan completed and ; shared with faculty and staff, compensation tables posted on the website, information sessions held Research/study completed for needs over next 5-10 years; Professional Dev ; clearing house through HR/OE 2011 College team developed, initiated Salary Study, hired Centre Group Spring SS Completed, TBR approval plan June Implemented Phase 1 (1/3) to bring employees to minimum point and Living Wage 2010 TLDP for employees year one 2011 year two program year 3 added -14 Professional development revamped with clearinghouse in HR/OE Office -14 Technology / Banner training plan underway Positive feedback from employees during information sessions in November ; individual comments very positive; appreciate financial support and focus on employees Compensation more competitive; new positions hired on new salary plan; impact on recurring budget ($500K annually to full implementation in 3 years)\ Review of JQ s created a more objective system/pay scale 3 cohorts (25 employees each) completed year 1; 2 cohorts completed year 2; 2010-current 75 employees have completed Year 1 program Student program PSLA (President s Student Leadership Academy) 2012; 2nd cohort started fall ; won PTK international award for PSLA (see articles) Technology training, Banner, etc plan ; SharePoint training provided for senior and mid level management Faculty and staff PD plan Revise Position Descriptions (PD) to reflect competencies required and link to annual evaluation and professional development Develop Master Plan Facilities - Review competencies for senior level leaders and implement Master Plan completed, approved and Developed Competencies for senior leadership team and incorporated in Position Description Worked with Tunnel/Spangler to develop Master Plan Master Plan presented to TBR, THEC in fall 2012 Master Plan presented to SBC and approved Jan Completed for Sr. Level leaders and used in evaluation cycle for July Identified areas for development Will expand to all positions, new Executive Director will begin working on this asap Met TBR/SACSCOC requirement for updated plan Governor approved funding for new technical education building in Feb, legislators approved in July ; project in Design Phase Raising local matching funds through capital campaign and grant development ($3M in grants) Completion expected fall

4 4 Develop Master Plan Academic Programming Increase student retention and completion through improved academic advising, support services and technology Need for new programs identified, program developed and Review of national best practices and implementation of strategies Think tank composed of NeState and community leaders Review of new programs at other community colleges and needs of local community Need/cost analysis completed Curriculum developed Hired Inside Track to provide coaching/support for high risk students/cohorts Targeted support for the students in the general AA/AS track that has highest turnover rate; high risk group Structured Learning Communities and expanded Six program areas identified for implementation after completion of new technical education building (Emerging Technologies Complex), include: Entertainment Technology (production, sound, lighting); Ag/Horticulture, Energy Specialist, Building Construction, Health Informatics Additional programs of study currently being : Autobody/Collision Repair, Cyber Security, certificate program options from existing degree programs; focus on credentials stacking and latticing Data for first semester (fall ) will provide indication of improvement of retention and fall to spring retention Lumina grant paid for ½ ($150K) Will need to find funding for next year if results are positive, we determine we need to continue program, and funding is available Provided support and required meetings/contact with advisor for registration and during the semester to access support services, tutoring, as needed Much higher percentage registered early than previous terms (report forth coming) SLC s were expanded, to include our weekend college program, Adv Tech program areas, and general ed/aa/as majors Accelerated formats ; students can register for a course a month, or two courses over two months, etc. Registration structure revised for students to be able to register mid-term at multiple points (one month, 2 months, etc.)

5 Implemented Bridge Math Course at the high schools in region to improve Piloted Bridge Math Course at Sullivan East Joined SAILS initiative in, expanded to 14 of 16 high schools in NE TN Governor provided $1M for expansion project Very good results; provide weekly in reports Develop budget planning model that ties in with strategic planning and increases accountability in each unit and division and aligns with ACC, CCTA 2010 and Drive to 55 initiatives 2012 Data provided to make informed decisions in use of funds; review ROI in deciding priorities and the best use of available funds Implemented Degree Works and Degree Compass (underway) idashboards for cost center data provided at budget hearings Priorities developed at each level VP s presented priorities based on planning strategies Degree Works was piloted in the fall, to be rolled out to all faculty and students in the spring semester Students in the targeted advisement groups will be required to meet with advisor before having access to the DegreeWorks Degree Compass implementation underway; change to D2L ownership will require additional funding to implement and maintain updated versions As enrollments declined as a result of change in unemployment rates and a variety of other factors, leaders were challenged to eliminate any pockets of funding to address declining tuition dollars A review of each unit budget was completed and any unused funds identified Level funding was used as the budget protocol for -14 and based on actual expenditures in for each department New funding was based on priorities to comply with ACC, CCTA, and Drive to 55 initiatives