Florida College System Strategic Plans

Transcription

1 Florida College System Strategic Plans Brevard Community College... 2 Broward College... 3 Chipola College... 6 College of Central Florida... 8 Daytona State College... 9 Edison State College Florida Gateway College Florida Keys Community College Florida State College at Jacksonville Gulf Coast State College Hillsborough Community College Indian River State College Lake-Sumter Community College Miami Dade College North Florida Community College Northwest Florida State College Palm Beach State College Pasco-Hernando Community College Pensacola State College Polk State College Santa Fe College Seminole State College of Florida South Florida Community College St. Johns River State College St. Petersburg College State College of Florida, Manatee-Sarasota Tallahassee Community College Valencia College Cross Referencing Index. 67

2 Brevard Community College Mission: To engage our diverse population in quality, accessible, learning opportunities which successfully meet individual and community needs. Brevard Community College fulfills its mission by offering the following: Undergraduate Studies and Associate Degrees to pursue a Baccalaureate Degree Technical and vocational training for Associate Degrees and Certificates for entering the workforce, improving professional skills, and developing new competencies Instructional support services such as advisement and career guidance Activities supporting cultural enrichment, economic development, sports, wellness and quality of life Workshops and classes for personal growth, developmental instruction, and lifelong learning Goals, established in February or 2012 are in place through 2014: 1. Improve Academic Performance 2. Make Students Ready for the Job Market 3. Improve Students' Collegiate Experience 4. Improve College's Financial Position 2

3 Broward College Education Master Plan Goals (revised August 2009) Goal 1 - Student Success Promote student success through high quality learning-centered programs and services while continuously evaluating and improving student learning outcomes that reflect the highest academic standards. We will assist our students in establishing their educational goals and in reaching their desired levels of academic achievement, career development, and leadership development, while offering financial assistance to support them. Objectives 1.1 Freshman "Pipeline" Experience Roadblocks and barriers that historically may have prevented students from making the most out of their educational experiences at Broward College have been removed and/or transformed to ensure a positive freshman experience from the time they inquire through the end of their first year. 1.2 Improved College Readiness Many students applying to Broward College are not prepared to succeed in traditional college level classes due to skill deficits in math, english, reading and/or language obstacles. We will successfully move Broward College students through required college prep course sequences and provide all learners with collaborative and creative opportunities to progress to a college ready status. 1.3 Learning-centered Environment The teaching and learning environment motivates and encourages success by providing for involvement, interaction, and socialization through expanded learner-centered activities and faculty engagement. Goal 2 - Human Capital Investment Enhance the College s strategic human capital capability and competitive advantage by recruiting, developing and retaining diverse and talented faculty, staff, and administrative and professional leaders. Respond directly to the demographic changes in Broward County and perpetuate the College s reputation as a premier learning institution that embraces diversity, equity and inclusion. Objectives 2.1 Recruitment, Development and Compensation Broward College will be recognized as a leader for our diverse, talented faculty & staff through improved recruitment, the development of professional competencies and the offering of total reward solutions. 2.2 County Demographic Trends Respond to the demographic trends in Broward County through demonstrated progress toward the attainment of equity and affirmative action goals established at the division and discipline levels in order to maintain competitive advantage and create a workplace of inclusion. 2.3 Foster Collegewide Organizational Learning 3

4 Foster Collegewide organizational learning in support of the College's core values and the creation of a welcoming, affirming, and empowering culture of respect and inclusion. Goal 3 - Access, Enrollment and Workforce Demand Monitor and provide maximum access to learners to support increased workforce and enrollment demands and align workforce education programs with skill requirements of the new economy. Develop and implement the most emergent technologies and teaching/learning methods and strategies that are flexible and responsive to local, national, and international needs. Objectives 3.1 Broward County Public School Partnerships Middle school and secondary school students will be inspired to pursue post-secondary education at Broward College through creative recruitment, program exposure and collaborative partnerships with the Broward County Public School (BCPS) system. 3.2 Flexible Learning Options Design, develop and provide alternative, on-line and accelerated course formats and programs that will meet the current and future demand by providing learners with increased choice, convenience and socially-constructed learning environments. 3.3 American Graduation Initiative Innovate and implement programs that meet the needs of the 21st century workforce by providing valuable skills and program completions in high-growth job fields to ensure that curricula are continuously reviewed, improved and aligned with workforce needs. Goal 4 - Resource Development and Cost Efficiencies Increase and/or improve innovative entrepreneurial actions across the College by creating new revenue sources. Advance community relationships and partnerships and ensure effective, efficient use of College resources while implementing fiscally sound practices, in a healthy and safe environment while also supporting environmentally sustainable initiatives. Objectives 4.1 Facilities Master Plan Conduct a systematic study of facilities and design for "green" smart building technologies that improve efficiency and real-time control over building operations and costs. 4.2 Legislative Funding & Influence Support the college's legislative agenda to maintain and increase community college funding through increased awareness and the development of community advocates. 4.3 Revenue Generation Engage in activities that produce a quantifiable return in Gifts, Grants, Contracts and auxilliary funds. 4.4 Emergency Management Provide for a healthy and safe environment for our employees, students and visitors. 4

5 Goal 5 - Quality Improvement and Accountability Expand our efforts to engage in on-going, institution-wide research-based planning and evaluation processes that incorporate a systematic review of academic programs, educational and administrative support services that result in continuous improvement and institutional quality. Objectives 5.1 Educational Programs Student learning outcomes have been identified in all educational programs and we provide evidence of improvement based on the assessment and analysis of the results. 5.2 Administrative Support Services Administrative support units have identified expected outcomes, and provide evidence of improvement based on the assessment and analysis of the results. 5.3 Educational Support Services Educational support units have identified expected outcomes and provide evidence of improvement based on the assessment and analysis of the results. Goal 6 - Community Awareness and Image Communicate the partnership role that the college and community share and embrace, by coordinating consistent messages that reflect the importance of those relationships, as demonstrated through the vision, mission, goals, and core values of the institution. Objectives 6.1 Faculty and Staff Accomplishments Faculty and staff receive ongoing recognition for their accomplishments, through featured announcements and publications such as press releases, awards and conference presentations, to showcase academic excellence in the community. 6.2 Student Achievement Student achievement and program success, such as awards, scholarships, and athletic accomplishment, is publicized to the community to promote a positive image and brand BC as a premier learning institution. 6.3 Partnerships and Advocacy Advance community and international relationships and partnerships, both public and private, for the benefit of our students and the community we serve, and for the purpose of advocacy. 5

6 Chipola College Statement of Mission Motto A Higher Degree of Success Vision Chipola College promotes learning and student achievement through excellence, opportunity, diversity, and progress. Mission Chipola is a comprehensive public college whose mission is to provide accessible, affordable, quality educational opportunities to the residents of Calhoun, Holmes, Jackson, Liberty and Washington counties and to all others who choose to attend. The college creates a student-oriented atmosphere of educational excellence and maintains an intellectual environment which inspires the full development of each individual s goals, abilities, and interests. Because there is no substitute for quality instruction, the college empowers faculty members to establish and achieve the highest possible standards. The college also promotes a strong working relationship with communities, businesses, state agencies, and other educational institutions. Chipola provides the following: Educational programs which include general and pre-professional classes leading to the Associate in Arts degree for transfer into baccalaureate degree programs; Baccalaureate degree programs which produce educated and capable professionals prepared for successful careers or advancement to graduate degree programs; Workforce Development programs leading to Associate in Science degrees and Certificates of Training to prepare students for careers; Continuing education opportunities for professional and personal development; and A broad range of enrollment and student services and instructional and administrative support to facilitate student success. --Adopted September 21, 2010 Success Factors and Institutional Goals Chipola has adopted the following success factors and institutional goals: Success Factor 1: Quality Educational Programs Institutional Goal 1: Provide quality instruction in academic, workforce development, and continuing education programs, including sufficient instructional support to meet the needs of students. Success Factor 2: Effective Marketing, Recruitment, and Enrollment 6

7 Institutional Goal 2: Present the college and its programs in positive ways, making every effort to attract and enroll as many students as possible by marketing the college in a variety of methods and enrolling students in efficient and customer-oriented ways. Success Factor 3: Student Retention, Satisfaction, and Completion Institutional Goal 3: Provide a wide-range of academic, developmental and support services to help retain students in programs by increasing the percentage of students who remain continuously enrolled through completion of a degree or certificate. Success Factor 4: Responsible Resource Management Institutional Goal 4: Promote the responsible management of resources by maintaining sound fiscal operations, seeking additional resources, improving college facilities, and providing an environment conducive to progressive implementation of technology. Success Factor 5: Staff and Organizational Development Institutional Goal 5: Encourage staff and organizational development by supporting an efficient and productive work environment where employees demonstrate competence, integrity, and professional excellence. Success Factor 6: Community Involvement and Development Institutional Goal 6: Foster strong community involvement and workforce development by supporting local and state economic growth and encouraging intellectual, civic, cultural, recreational, and service activities. Success Factor 7: Post-Chipola Student Satisfaction and Success Institutional Goal 7: Maintain a strong reputation for promoting student satisfaction and longterm success by equipping students with the knowledge and skills necessary to pursue their goals and become more productive citizens. Success Factors are the things that must go right for an organization to flourish and achieve its goals. DeAnza College 7

8 College of Central Florida Vision Statement Energetic, purposeful, creative, College of Central Florida promotes learning in an open, caring, inclusive environment which encourages individual and community development inspired by shared values of integrity, service, responsibility and dignity. Mission Statement College of Central Florida offers educational opportunities which are accessible, affordable and high quality. In a climate that nurtures excellence, CF provides undergraduate instruction and awards associate degrees, baccalaureate degrees and certificates; prepares students for careers requiring professional and technical training; encourages student success through a variety of support services; and promotes the economic, social and cultural development of the community. Guiding Principles and Major Directions To guide the college in the pursuit of its vision, four major directions have been developed. Each year, a set of college goals is developed for each major direction, and all annual planning relates to one or more college goals. The college also focuses on five guiding principles. Major Directions To provide accessible, affordable, high quality learning opportunities which meet students lifelong learning needs. To provide a caring environment which supports learning and development. To contribute to the cultural, social and economic development of our communities. To value our employees. Guiding Principles: 1. We will partner with those who share our vision for learning and development. 2. We will strive to improve continuously every aspect of the college. 3. We will strive to exceed the expectations of those we serve. 4. We will strive in all our actions to honor the public trust placed in us by our community. 5. We will promote the concept of sustainability by preserving the natural environment and conserving our resources for future generations. 8

9 Daytona State College Strategic Plan ( ) Vision Daytona State College will be the destination of choice for education. Mission The mission of Daytona State College is to advance teaching, learning and innovation. Daytona State College, a comprehensive public college, provides access to a range of flexible programs from community enrichment to the baccalaureate degree, emphasizing student success, embracing excellence and diversity, and fostering innovation to enhance teaching and learning. Values Community The College community encompasses our students, faculty, staff and the public we serve. Our community is built upon mutual respect, effective and open communication, and civic responsibility. Integrity Daytona State College strives for the highest ethical standards in all areas of operation, including the fair and consistent treatment of all members of the College community. The college fully supports academic freedom and the right of intellectual pursuit. Excellence To achieve academic excellence, professionalism, and quality in all the programs and services we offer, Daytona State College employs a system of continuous improvement based on assessment, accountability and engagement with the entire community. Diversity Diversity of people, thought and expression provides energy and vitality for the learning process. Daytona State College celebrates both the originality and distinction of individuals and cultures, while at the same time valuing the common bonds that unite us as a global community. Innovation Innovation and creativity are the keys to our growth as an institution, as well as the growth and success of our students. Daytona State College prides itself on its ability to adapt to a rapidly changing world, finding positive and creative solutions to the challenges it faces. Student Success There is no value more important than the success of our students. Our main goal is to provide students with the skills, knowledge and drive to succeed in the classroom, the workplace and in life. Beyond this success, we hope to instill in our students a lifelong love of learning. Strategic Direction To fulfill its vision, carry out its mission, and live its values, Daytona State College has established the following strategic directions as the foundation for its future: Emphasize student success Provide access Embrace excellence Embrace diversity Foster innovation Enhance teaching and learning Create Community Connections Strategic Priorities Provide Access To facilitate student access to education opportunities, the College will 9

10 1.1. Implement best practices and resources for superior customer relationship management that will increase the quality, efficiency and accessibility of student services on all campuses. Emphasize Student Success To provide opportunities for students to succeed, the College will 2.1. Foster a sense of community and connection among students, faculty, and staff. Embrace Excellence To embrace excellence, the College will 3.1. Explore emerging technologies and adopt those that enhance teaching and learning, promote access, and foster student success. Embrace Diversity To facilitate the appreciation of cultural diversity, the College will 4.1. Provide faculty and staff with education, training and leadership development to increase awareness, understanding and effectiveness in meeting the needs of a diverse student population Increase opportunities for students to gain an appreciation of diversity by learning about and experiencing different cultures. Foster Innovation To foster innovation, the College will 5.1. Develop virtual resources that provide students access to all services and programs through an online environment. Enhance Teaching and Learning To advance teaching and learning, the College will 6.1. Enhance the quality of academic instruction through a continued focus on student learning outcomes assessment Identify baccalaureate level educational needs of the region and offer programs to address those needs Maximize the utility and function of land, facilities, information technology, and instructional systems to provide a positive and safe environment for effective learning at all College campuses. Community Connections To promote community connections, the College will 7.1. Offer activities and programs that meet the needs of the community for cultural enrichment, community engagement and lifelong learning Take a leadership role in economic development and provide education and training that strengthens the region s economy and workforce competitiveness. Operational Responsibilities: Underlying the Strategic Plan are four operational focus areas: academic and student services, teaching and learning, functional support and community connections. Each focus area plays an integral part in pursuing the strategic directions and achieving the desired strategic outcomes. Academic and Student Services The College will provide high quality student development and academic services including student information, admissions, assessment, advisement, counseling, services to students with disabilities, placement, career planning, learning resources, learning support, financial aid, student activities, student records, and registration. Teaching and Learning The College will provide high quality academic programs and courses in selected baccalaureate programs; two-year college transfer programs; market-driven career 10

11 programs (degree and certificate); college preparatory, adult and continuing workforce education; and community educational services. Functional Support The College will provide high quality administrative services in the areas of fiscal affairs, facilities management, information services, enrollment development and public relations, comprehensive planning, research, institutional effectiveness and assessment, fundraising and grants, investment in people, academic management, faculty/staff development, and executive leadership. Community Connection The College will provide high quality cultural, recreational, and lifelong learning opportunities for students and the community; the College will support economic and community development through service to civic, charitable, business and professional organizations. 11

12 Edison State College Vision Edison State College will be the catalyst for creating an innovative education system which provides accessible educational pathways that prepare students to be enlightened and productive citizens. (Vision statement approved by the District Board of Trustees April 27th, 2010) Values We value student success, integrity, intellectual inquiry, and academic rigor. (Values statement approved by the District Board of Trustees April 27th, 2010) Mission The mission of Edison State College is to inspire learning; prepare a diverse population for creative and responsible participation in a global society; and serve as a leader for intellectual, economic, and cultural awareness in the community. (Mission statement approved by the District Board of Trustees April 27th, 2010) Strategic Priorities As an open-door regional State College, Edison will: 1. Develop and maintain a learning-centered culture 2. Provide educational pathways for under-prepared students 3. Provide vibrant relevant programs 4. Provide an array of effective student support services 5. Identify and develop short and long-term financial, facility and technology resources of the College 6. Promote, develop and retain a culture that supports professional growth of faculty and staff 7. Develop, maintain and enhance collaborative partnerships 8. Enhance the regional image of Edison State College. 12

13 Florida Gateway College Five Year Strategic Plan Strategic Priority 1: STUDENT SUCCESS Florida Gateway College (FGC) will prepare students for successful futures through supporting each student s academic, professional, and personal growth. The college will continue to improve support services to enhance student engagement in the classroom and on campus, will offer diverse instructional approaches in an effort to provide a stimulating learning environment, and will identify barriers to success and implement strategies to overcome challenges faced by our diverse student body. Goals 1. Provide academic programs that challenge students to become collaborative learners and engaged in the learning process. 2. Foster proactive planning for academic, career and personal goals. 3. Create a student centered campus through quality social activities, leadership development, and volunteer opportunities. 4. Provide learning resources and support through access to new technologies. 5. Streamline admissions, advising, registration, financial aid and tuition payment processes. Strategic Priority 2 FACULTY, STAFF AND ADMINISTRATION Florida Gateway College (FGC) will promote employee engagement and effectiveness through establishing a cohesive and supportive environment, encouraging teamwork, and supporting professional growth and development. FGC will encourage open communication and the free exchange of ideas between faculty, staff, and administration. FGC will recruit and retain a fully engaged faculty, staff and administration that is committed to the mission of the college. Goals 1. Increase campus wide engagement between administration, faculty and staff. 2. Assist faculty and staff in the achievement of academic, career, personal, and wellness goals. 3. Recruit, hire and retain a quality, diverse faculty and staff. Strategic Priority 3 INSTITUTIONAL PLANNING AND ASSESSMENT Florida Gateway College (FGC) will support student learning through ongoing assessment of instructional and non instructional areas, student learning outcomes and overall institutional effectiveness. The college will update programs and course offerings in response to assessment results, program review findings, student interests, and community and workforce needs. Goals 1. Improve the institutional assessment and program review processes. 2. Increase the efficiency of the Institutional Effectiveness Committee. 3. Institutionalize the management of SACS accreditation data and compliance processes. 4. Expand distance learning opportunities. Strategic Priority 4 COMMUNITY AWARENESS AND INVOLVEMENT Florida Gateway College (FGC) will participate in regional strategic planning, supporting the effectiveness of existing businesses and the recruitment of new ones. FGC will review marketing and public relations initiatives to increase community awareness of the college s locations and offerings. Goals 13

14 1. Facilitate economic growth and innovation. 2. Align new and existing educational programs with industry demands. 3. Develop marketing and public relations plans to include promotion of the college. Strategic Priority 5 FINANCIAL MANAGEMENT AND AFFORDABILITY Florida Gateway College (FGC) will maintain a sound fiscal base and expand revenue sources in order to maintain the affordability and quality of our educational programs and facilities. FGC will also use and promote sustainable practices and technologies in order to maximize the impact of financial resources. Goals 1. Cultivate financial resources from development activities, donations and grants. 2. Utilize results from assessment and program reviews to make budget and planning decisions. 3. Implement sustainable technologies and practices into facilities maintenance processes. 14

15 Florida Keys Community College Strategic Plan ( ) Vision Statement: FKCC will be a leader in quality education, innovative learning and a unifying force within the community. Mission Statement: Florida Keys Community College is an open-access, educational institution dedicated to serving the intellectual, diverse, cultural, and occupational needs of the Florida Keys as well as the global community. The college is committed to student-centric academic programs and services, workforce development, continuing education, diverse partnerships, electronically delivered instruction, and sustainable practices that prepare students for personal success and responsible citizenship. Values: At FKCC, we value: Academic Excellence continuous improvement and growth in all areas of the college Student Success and Achievement fulfillment of intended educational and personal goals Faculty and Staff Engagement collaboration, teamwork, and cooperation among faculty and staff Individualism and Diversity respecting diverse views, fostering an open exchange of information, ideas, and feelings Civic and Environmental Responsibility individual, institutional, and societal accountability Community Partnerships community pride, economic development, and unity Institutional Goals and Strategic Objectives: 1. Uphold a student-centered environment that promotes excellence in teaching and effective learning 1. Encourage and support quality education through innovation in content, services and delivery methods 2. Ensure quality education and student learning through effective assessment measures 3. Develop a systematic and integrated approach to foster student persistence and success 15

16 4. Create new programs, revise existing programs, and plan for possible baccalaureate degree development in response to identified needs 5. Ensure equitable access to quality education and services among the college s centers 2. Engage the Keys community to strengthen relationships and develop identified programs and services 6. Actively pursue relationships and collaborations with community organizations, including but not limited to, business, industry, military, governmental, and educational institutions 7. Strengthen the workforce and continuing education offerings 3. Foster a sustainable, healthy, and productive organizational environment focused on achieving the college s mission 8. Procure and sustain resources that support the college s mission 9. Provide a safe, clean, and accessible environment to meet the needs of students, faculty, staff and community members 10. Recruit and retain quality faculty and staff 11. Establish a culture of continuous improvement and integrity 4. Promote the college and its unique offerings throughout the Keys and global community 12. Capitalize on the unique geographical location of the Keys and the talents of its residents and visitors 13. Enhance accessibility and awareness of the college 16

17 Florida State College at Jacksonville Strategic Plan Motto: Commitment to the Community in the New Millennium Mission Statement The mission of Florida State College at Jacksonville is to provide optimal access to high quality, affordable and relevant degree, career and community education to enhance the lives of our students and the economic development of Northeast Florida. Distinctive Values and Attributes Florida State College at Jacksonville is a values-driven institution of higher education committed to ensuring that every student has an extraordinarily positive overall experience by providing: Excellence in teaching High quality courses, services and learning environments Innovation and flexibility in the delivery of courses and services Advanced academic technology Significant local scholarship resources Responsiveness to student, employer and community needs Emphasis on community quality of life and prosperity Encouragement and support of lifelong learning Collegewide Goals The mission of Florida State College at Jacksonville will be fulfilled, in significant measure, through the continuous, responsive pursuit of academic excellence through the following collegewide goals: 1. Prepare students for distinctive success in their academic, career and personal goals through collaboration within the College community and individual initiative. 2. Inspire students to a lifetime commitment to continued learning, informed civic engagement, ethical leadership, cultural appreciation, social responsibility and multicultural awareness in an interconnected world. 3. Optimize access to College programs and services. 4. Provide to students an extraordinarily positive experience in every engagement with the College. 5. Contribute significantly to the ongoing economic development of the Northeast Florida region. The College will be innovative, resourceful, effective and accountable in the pursuit of these goals. Student completion of degrees and certificates is a priority. Standards of performance for employees and organizational units will be of the highest order with a clear expectation of continuous quality improvement. Ultimate accountability shall pertain to demonstrated outcomes and other definitive evidence of success pursuant to the College's comprehensive institutional effectiveness program. 17

18 Gulf Coast State College Strategic Plan ( ) Statement of Values Holding true to its vision and working continuously on mission, Gulf Coast Community College affirms these values as essential to all the college is and does: Boldness of Vision Responsiveness to the Community Culture of Honesty and Trust Open Expression of Ideas Diversity of Thought and Culture Flexibility and Agility Ease of Access and Affordability Outstanding Teaching and Service Creativity and Innovation Purposeful Work Vision Gulf Coast Community College will deliver life-changing learning opportunities and will join as a full partner in dynamic cultural and economic development of the region. Mission Gulf Coast Community College holds students and community of central importance. The college provides many opportunities for learning and offers a range of programs and services to help students become well-educated, productive citizens. The college is equally dedicated to collaborating with the community to help create or improve economic well-being and to offer the space of the college for social dialog, events of art and culture, and other moments that enhance our quality of life. Major Initiatives Expanding Learning Opportunities Gulf Coast Community College strives for continual improvement in learning, seeking wide-ranging gains in all areas of education, from the flexibility and quality of instruction to the range of resources available to students as they learn, from the technology that aids content delivery to the range of fields of study provided, from what occurs within classroom walls and in the e-learning class without walls to learning in extraordinary new ways, from learning as a part of life to learning as a way of life. Fostering Success of Our Students Gulf Coast Community College is wholly committed to offering students every opportunity for success. Aware of the many demands on the lives of students, families, and the communities in which they live, the college stands ready to provide the resources and tools necessary as students pursue their educational goals and to assist them in making successful learning choices. Collaborating with Our Community 18

19 Gulf Coast Community College believes community is a valued and honored part of its name, and this community college resolves to work with our community, partnering on many levels, communicating openly and freely, and cultivating the many benefits of education in a vital, growing community. Advancing Economic Development of Our Region Gulf Coast Community College accepts a central role in the economic well-being of the region, we of the college fully aware of our need to address new and changing workforce requirements, to adapt current programs to help our student-citizens take their productive place in society, and to create new programs to meet the rapidly changing regional, national, and world economies of today and tomorrow. Goals Expanding Learning Opportunities ELO1 Promote and support outstanding teaching and learning ELO2 Establish and expand ongoing program review processes ELO3 Improve college decision-making and communication ELO4 Expand course and program offerings ELO5 Expand learning opportunities for students beyond the classroom ELO6 Establish children s early college connections ELO7 Demonstrate leadership in community cultural and intellectual development Fostering Success of Our Students FSS1 Improve retention in all programs FSS2 Assist students with the transition between programs, including high school to college, GED to college, and certificates and credentials to associate degrees FSS3 Improve student services FSS4 Recruit and retain quality faculty and staff FSS5 Develop technology and infrastructure FSS6 Improve student access to financial opportunities Collaborating with Our Community CWC1 Promote individual, program, and college-wide community service activities and service learning CWC2 Expand physical presence and access in all three counties, offering more courses and programs CWC3 Grow college financial resources CWC4 Expand joint development and utilization of resources with educational and community organizations CWC5 Enhance community mentoring and tutoring initiatives CWC6 Expand teaching and learning opportunities for high school and middle school students and faculty CWC7 Join with military partners to increase learning opportunities and technology transfer CWC8 Initiate programming efforts with other postsecondary institutions CWC9 Cultivate relationships with public officials and chambers of commerce CWC10 Improve minority outreach CWC11 Expand cooperative education opportunities CWC12 Develop a process for utilizing the services of talented retired college faculty and staff, GCCC alumni, and the larger community of retirees, including military veterans Advancing Economic Development of Our Region 19

20 AED1 Respond with agility to targeted workforce needs AED2 Promote small business development opportunities AED3 Expand professional continuing education offerings, certificate programs, and other technical training to meet business and industry needs AED4 Pursue exceptional opportunities to develop regional, state, or national programs or centers of excellence in fields of study AED5 Reexamine and refocus the college s advanced technology resources to meet economic needs AED6 Facilitate the application and growth of green technology and eco-tourism AED7 Explore workforce needs in a global economy AED8 Expand corporate/business programs AED9 Develop programs to retrain the age 50 and over population for new careers Key Performance Indicators Baselines will be established for all key performance indicators during summer-fall Expanding Learning Opportunities EI 1. Increase enrollment by 5% annually beginning with EI 2. Increase the number of associate degree students transferring to universities and graduating with a bachelor s degree within 6 years beginning with EI 3. Implement the Learning College model by fall 2010 EI 4. Establish opportunities to complete degrees/certificates at all campus sites by fall 2009 EI 5. Expand the number of courses offered through E-learning by 10% per year beginning with EI 6. Develop two new certificate or degree programs per year based on a strategic enrollment plan/initiative Fostering Success of Our Students FI 1. Increase certificate and degree graduation rates by 2% annually beginning with FI 2. Improve comparative scores on the Community College Survey of Student Engagement beginning with 2009 (In fall 2008, baselines will be set in all areas, a timeline created, and improvement percentage identified.) FI 3. Improve retention rates by 2% annually beginning in (Target/cohort groups will be identified, and retention, as it applies to each group, will be defined and measured.) FI 4. Increase the number of students who enroll in consecutive fall and spring semesters/terms and do not stop-out beginning in (By fall 2009, a baseline will be established and the targeted increase will be identified.) FI 5. Improve first-time student Common Placement Test (CPT) scores by 3% by fall 2010, thereby reducing the number of students who test into the lowest level of developmental coursework or into developmental coursework altogether in the areas of English, mathematics, or reading FI 6. Increase by 1% per year the number of students taking technical dual enrollment credit classes beginning in FI 7. Implement a new academic advising model by fall 2010 Collaborating with Our Community CI 1. Formalize agreements with FSU-PC for joint advising and admissions, joint grants, and joint marketing by fall

21 CI 2. Increase the number of faculty, staff, and students engaged in community service by 2% annually beginning in CI 3. Incorporate fundraising activities through the Development Office/Foundation to promote one college, by spring 2009 focusing all areas of the college, including athletics, radio, and other entities engaged in fundraising CI 4. Expand the Development Office to include chief development offices for annual planning and corporate planning by fall 2010 CI 5. Begin a feasibility study for a major capital campaign, with an emphasis on programs and scholarships, by fall 2011 CI 6. Establish outlying educational sites/presence, beginning with Pier Park and the Franklin County Consolidated School, by fall 2009 CI 7. Establish robust recycling efforts on campus and in the community during academic year Advancing Economic Development of Our Region AI 1. Host an annual forum with chambers of commerce/business leaders to focus on GCCC and opportunities by fall 2009 AI 2. Assess need for Advanced Technology Center by fall 2008 and begin appropriate actions based on the assessment, including (a) collaboration with FSU, other universities, and K-12 schools systems on establishment of an Advanced Technology Center and (b) securing funding by spring 2010 AI 3. Assess and pursue opportunities related to the new airport and identify associated educational program needs by fall 2010 AI 4. Work with chambers of commerce/economic development offices to establish a presence in college facilities through implementation of a campus master plan, with associated planning beginning by fall

22 Hillsborough Community College Institutional Effectiveness Plan College Mission Adopted by the Board of Trustees, August 20, 2003 Hillsborough Community College, a public, comprehensive institution of higher education, empowers students to excel through its superior teaching and service in an innovative learning environment. College Vision Adopted by the Board of Trustees, August 20, 2003 Hillsborough Community College will deliver education of the highest standards enabling a diverse community of life-long learners to achieve their maximum potential in a global society. Critical Success Factors Adopted by the Board of Trustees, September 22, Student Achievement 2. Articulation & Access 3. Resource Management 4. Quality Assurance College Goals and Strategic Initiatives Adopted by the Board of Trustees, September 22, 2010 Goal 1. Advance student success through a focus on the achievement of learningoutcomes for all students with the active involvement of all employees. Strategic Initiatives A. Increase the college preparatory course completion rate in reading to the state average (CSF, B-5). B. Increase the retention rate of students enrolled in degree programs to exceed the state average (CSF, B-4). C. Improve student learning outcomes in Gateway courses (QEP, 49). D. Increase the Associate of Arts graduation rate to the state average (CSF, A-4). Goal 2. Foster partnerships with the local and global communities to position the College as a premier educational institution for college transfer, career workforce and economic development, lifelong learning, and community initiatives. Goal 3. Enhance access, flexibility, and responsiveness to meet the changing educational needs of the students and the community. 22

23 Strategic Initiatives A. Reexamine the complete array of program offerings to ensure they are responsiveto community need and workforce demands (CSF, A-7). B. Expand opportunities for electronic access to instructional delivery (CSF, B-2). C. Improve satisfaction with the provision of student services in course registration, financial aid, and academic advising. Goal 4. Provide the necessary human, financial, physical, and technological resources to ensure a high quality learning environment and an efficient organization. Strategic Initiatives A. Leverage technology to streamline administrative processes and reduce the percentage of budgeted expenditures for overhead functions (CSF, C-7). Goal 5. Promote an institutional culture that values the individual; fosters diversity and inclusiveness; and encourages professional development, action, creativity, and risk taking. Strategic Initiative A. Encourage hiring practices that will result in a faculty that is more reflective of the student body profile and the citizenry of Hillsborough County (CSF, C-3). Goal 6. Continuously improve programs and services through a systematic and ongoing process of strategic planning, assessment, and review in which a culture of evidence guides our direction. Strategic Initiative A. Successfully complete the 5th Year Review to maintain compliance with the requirements and standards of the Southern Association of Colleges & Schools (SACS). 23

24 Indian River State College Strategic Plan ( ) Mission Statement and College Goals As a leader in education and innovation, Indian River State College positively impacts lives by making possibilities a reality. We respond to our community by: Creating a superior learning environment Cultivating student success Embracing diversity Stimulating economic growth Promoting cultural enrichment Providing lifelong learning Indian River State College, a comprehensive college accredited to award Associate and Baccalaureate degrees, serves the residents of Indian River, Martin, Okeechobee, and St. Lucie counties and beyond. Our Mission is fulfilled through the accomplishment of the following goals: Student Access and Success Facilitate increased student access to educational opportunity, retention, program completion/ graduation, and success after graduation in employment or higher education. Student Development and Satisfaction Strengthen student service programs, activities, and organizations that motivate students to maximize their potential for learning through goal achievement, competitiveness, teamwork, and leadership opportunities, critical thinking and problem solving techniques, and good citizenship. Educational Programs Lead the community in raising the overall quality and standards of education at all levels, with particular emphasis on the science, math, and technology education necessary for student success and economic development in the 21st century. Cultural Diversity and Enrichment Improve the cohesiveness, quality of life, and ability of all citizens to contribute toward the betterment of the community by promoting and supporting the appreciation of cultural diversity and serving as a resource for cultural enrichment. Technology Supply to the community a well-prepared, technologically literate operation, and maximize the quality of education, efficiency of operations, and service to students through the appropriate integration and utilization of technology. Fiscal Resources 24

25 Ensure that the funding received and utilized by the College is commensurate with the mission, goals, and priorities of the institution, as well as the educational needs of the community. Access to Learning Provide the necessary land, facilities, information technology resources, and electronically-based instruction systems to ensure proper access to educational offerings in a positive and safe environment for effective learning at all College campuses. Workforce Development Prepare unemployed youth and adults to obtain employment in the region's targeted high-skill, highwage occupations through high-involvement leadership and collaboration in the school-to-work, welfare-to-work, and one-stop career center workforce development initiatives. Economic Development Contribute to the success of existing businesses and increase the appeal of the Treasure Coast to prospective desirable industries through leadership in economic development. College Personnel Enhance the organizational strength and performance of the College faculty and staff through education and training, leadership development, internal communication, employee recognition, and the empowerment to participate in strategic planning to improve the effectiveness of programs, services, and operations. Strategic Themes Our purpose and how we live that purpose Evolving a learning environment throughout the College Understanding the motivation and driving force of future students Building a strong and viable organization Creating a superior communication environment Guiding Principles The will to be the best Challenge the status quo Face the brutal facts Surgically evaluate React to the results Purpose Indian River State College is quick to respond to community needs and to capitalize on opportunities for collaboration. The risk, however, is that the College strays from its central purpose as it operates with decisive action in an ever-shifting environment. To ensure that IRSC evolves in a manner consistent with its central purpose, it is important that the faculty, staff, and administration remain firmly focused on the College Mission and College Goals, while also operating from its Core Values. Core Values Trust WE are IRCC. We are family. We care. We have faith in each other. 25

26 Innovation We go beyond the commonplace and routine. Integrity We do what is right, with quality and excellence in the forefront. Relevance We provide the programs that the community wants and needs. Excellence We strive for improvement every day. Access We are here for you. We reach out into the community. Dedication We are committed to providing lifelong learning opportunities to our community. Future Students Indian River State College exists for its students; our students do not exist for us. If we truly believe this, then we must constantly strive for ways to better meet their needs and expectations. Biomedical research and discoveries, new and emerging technologies, shifting demographic trends, continued globalization, and changes in societal culture and values will have an impact on the way we live, work, and learn. Our student population is going to change, and their needs and expectations are going to change. In order to remain competitive in this ever-changing society, we must find and create the reasons for students to choose us over everyone else. Students are and should be at the center of every decision we make. Create a sense of caring. Create a sense of support that students will be successful here. Teach basic academic skills. Teach critical thinking skills. Reveal and teach life skills. Use technology to enhance communication, services, and learning. The best way to predict the future is to create it. Learning Environment Learning environment encompasses all facets of the intellectual, physical, personal, temporal, and virtual space that comprise Indian River State College. The College consists in its ability to foster learning and the pursuit of learning in traditional and nontraditional venues. In order to integrate those spaces in such a way that IRSC remains a vital force for all stakeholders, we operate upon these principles: Intellectual Space involves the principle that learning is the primary objective of the institution. Physical Space should be developed to promote maximum flexibility and usability so that learning is facilitated. Temporal Space includes acknowledgment that all stakeholders do not share the same schedule. Personal Space recognizes that concern for the whole student rather than merely his academic performance is the hallmark of a true learning environment. Virtual Space is the realization of the anywhere/anytime paradigm of learning. Strong & Viable Institution Indian River State College recognizes that a strong and viable organization is focused on a shared purpose in support of a successful learning environment. To fully understand and act upon this concept, the essential elements must be considered individually: Purpose: To provide our stakeholders with the best possible opportunities and environment to achieve their educational goals. Stakeholders: Those with vested interest in lifelong learning. Learning Environment: An atmosphere conducive to an optimal learning experience. 26

27 Communication: An essential element to the future of the institution by encouraging continuous active dialogue. To maintain a strong and viable organization we must develop systems that recognize concerns regarding organizational processes. Identify possible solutions and determine their impact on the overall organization Implement solutions that will enhance our ability to achieve our purpose. Establish a continuous dynamic evaluation process that remains flexible enough to allow changes as needed. Communication The employees of Indian River State College work continuously to improve communication with one another. We see effective communication as perhaps the most critical skill individuals and groups can possess. To that end, we have adopted a Communication Protocol based upon these fundamental principles: Dignity: Every member of the IRSC community is valuable. Respect: Each member of the community is worthy of respect. Information: We must aspire to provide people with the information they need to do their jobs well. Resourcefulness: Take initiative, be involved, and use the resources around you. Caring: Show others that you care and are devoted to the same objectives they are. Community: Seek to strengthen the IRSC community by remembering that institutional and personal success are complementary goals. Student Success Indian River State College General Education Student Learning Outcomes General Education teaches students a broad base of knowledge and develops higher order thinking skills. Through the General Education requirements within the Associate in Arts degree, the student will be able to: Communicate with clarity and precision Make use of technology to organize, acquire, and convey information Develop a wide range of global, social, and cultural points of view and apply various perspectives to analyze human behavior Develop awareness of diverse ethical perspectives Understand and exhibit civic engagement and social responsibility Apply critical thinking through problem solving IRSC where student success comes first 27

28 Lake-Sumter Community College Strategic Plan Lake-Sumter Community College is a public, comprehensive community college dedicated to serving the needs of students and enhancing and promoting the economic vitality of the College service district containing Lake and Sumter Counties. Classes were first offered in 1962, and LSCC now serves more than 6,000 students annually. Institutional Goals The Institutional Goals include requirements cited in Florida Statutes (FS (6)). provide undergraduate instruction leading to the award of an Associate in Arts degree that transfers to four-year colleges and universities and parallels the first two years of a baccalaureate degree program; provide undergraduate instruction leading to the award of an Associate in Science degree, an Associate in Applied Science degree, and College Credit Certificate that prepare students directly for careers requiring less than baccalaureate degrees including preparation for job entry, supplementing of skills and knowledge, and responding to needs in new areas of technology; provide continuing education and corporate training programs for those seeking to enhance personal skills and employment skills; provide cultural, social, and intercollegiate activities for students and for the community; provide a caring environment of student support services that facilitates learning and promotes student success, including assessment, student tracking, support for disabled students, advisement, counseling, financial aid, career development, and remedial and tutorial services, to ensure student success; provide programs that support local and statewide economic development initiatives; and provide dual enrollment instruction. Vision Lake-Sumter Community College will be a leader in Florida in modeling and fostering excellence and the values of scholarship, respect, honesty and integrity, teamwork, high performance, and service, in order to better serve the needs of our diverse community and prepare students to be successful and productive citizens. Mission Lake-Sumter Community College is a public, multi-campus college that prepares students for employment, career advancement, and four-year college or university transfer, and improves the workforce with specialized training for business and industry. Through its commitment to student success, LSCC provides students with an accessible, supportive, learning-centered environment while challenging them to think critically, improve their academic skills, communicate effectively, become independent, build leadership skills, improve their ability to work as part of a team, develop social responsibility, and enhance their creativity. LSCC Values 28

29 Respect We hold that all people deserve courtesy and an environment affirming that we are genuinely concerned for their welfare. Honesty and Integrity We pledge to be constantly truthful and trustworthy in all our dealings. Everyone we encounter can count on us. Teamwork We will use cooperation, collaboration and teamwork in working toward shared goals for the greater benefit of our College and its communities. Scholarship We believe that the pursuit and attainment of knowledge is a basic right of everyone. High Performance We strive not only for the acquisition of knowledge, but also the ability to apply insight and reasoning to reach superb solutions. Service We strive to serve all of our clients professionally, while focusing on the needs of each individual. LSCC Core Principles for Student Success Analytical Thinking Students will achieve a higher level of critical thinking and analysis and be able to apply and adapt knowledge both in classes and in real-life situations. Academic Skills Students will achieve a higher level of competency in skills necessary for their own education or career including research processes, logical thinking, problem solving, information literacy, and technological competence. Communication Students will achieve a higher level of discourse through listening, writing, speaking, and interpreting their own ideas and those of others. Independence Students are empowered through development of better discipline, selfevaluation, and accountability in their use of time and other resources. Students will learn to set and revise realistic career and life goals. Leadership and Teamwork Students will expand their ability to take on leadership positions and to cooperate with others in accomplishing tasks with integrity and respect for the work of others. Social Responsibility Students will expand their worldview through exposure to various social, historical, cultural, religious, and ethnic traditions and learn to examine and analyze their own values. Students will expand their level of citizenship and environmental awareness. Creativity Students will explore music, art, literature, and other forms of creative endeavor both to learn about various styles of creativity and to cultivate their own creative skills. LSCC Code of Ethics See specifically under Human Resources Strategic Goals and Priorities Strategic Goal I: Improving Student Success To achieve the Student Success Initiative, develop and promote a learning-centered approach throughout the College that creates a culture of learning and provides appropriate pathways for students to develop and reach their goals. LSCC will continue to have challenges, such as students who are underprepared or have English as a second language, that adversely impact graduation and retention rates. Therefore, the highest priority over the next five years is maximizing the potential of success for all students attending LSCC. In order to 29

30 achieve this goal, LSCC must continue to reassess the teaching/learning process, current academic offerings, and student services processes so that all students will be able to find an educational program and delivery system to fit their needs and receive support services that enable them to stay on track towards their goals. A. Incorporate the Core Principles in the curriculum ensuring linkage to assessment of student learning outcomes. B. Ensure that the SACS preparation and reaffirmation process contributes to student learning and engagement and focuses on improving student services. C. Provide an environment that supports higher levels of student engagement through processes such as service learning and active and collaborative learning. D. Enhance student learning and engagement through improved communication with students and development of educational/life plans for all students E. Enhance efforts to enroll and provide services to retain and graduate more minority, disabled, ESOL, and disadvantaged students. F. Continue to provide ongoing multicultural activities for students and employees to enhance the collegiate environment. G. Provide academic programs and student support services that enable students to define and achieve their educational, career, and personal goals. H. Incorporate alternative learning systems such as distance learning, weekend programs, and alternative locations that facilitate student success and expand opportunities for more students to enroll at LSCC. Strategic Goal II: Strengthening and Expanding Community Partnerships Strengthen and expand working relationships with leading private or public employers and agencies, educational institutions, and cultural and economic development organizations. Funding limitations over the next few years will increase the need for collaboration with educational institutions and potential partners from business and community agencies to ensure that students receive appropriate training and define realistic goals for future employment. To leverage resources, avoid duplication, and capitalize on the strengths of each partner, we must coordinate our efforts with K-12 schools, universities, local government, and potential employers. A. Expand and improve the existing health-related programs, and explore the addition of other allied health programs by collaborating with district health care providers. B. Strengthen the AA and AS transfer programs through the UCF Direct Connect program and additional articulation with state and private universities. C. Strengthen partnerships with government agencies and other educational institutions to better serve the needs of the District s law enforcement agencies, correctional officers, firefighters, and domestic security and other emergency responders. D. Continue to offer a variety of community outreach activities and partnerships that bring members of all cultural and age groups to LSCC campuses. E. Improve student readiness for and access to college through the Magnet High School and career academies by working with local school districts. F. Support economic development initiatives by partnering with LSCC s district counties and regional organizations. G. Expand community partnerships to build a Center for Arts Education, Entertainment, and Community Gathering. 30

31 H. Improve vocational program articulation and provide clear, early student and family access to pathways to success in Lake-Sumter s AAS and AS programs by working with local educational institutions. Strategic Goal III: Maintaining and Enhancing Financial and Organizational Strength Actively pursue efficiency and effectiveness through organizational development, enrollment growth, alternative resource development, effective lobbying, reallocation of resources, and cost saving efforts. Funding needs over the next few years will become more critical as a result of economic downturns at both the state and national level. However, general overhead costs such as basic utilities, supplies and services, and employee benefits will continue to increase. Increased demand for services will lead to the need for more alternative funding. A. Improve access to higher education opportunity by increasing the percentage of Lake and Sumter County high school students enrolling at LSCC. B. Raise private contributions from individuals, foundations and alumni; expand grants and partnership funding through the foundation and grants office. C. Build upon strong relationships with area legislative delegation and state leadership in order to ensure that LSCC s needs will be addressed by the State. D. Develop and implement the Professional Development Center to provide continuing education for faculty and staff to foster a learning centered environment and improve workforce capabilities. E. Achieve representation in faculty and administrative employment that reflects the diversity of the community we serve. F. Align our resources to support students and community needs to achieve the potential of each campus. G. Achieve successful SACS reaffirmation in H. Promote environmental sustainability in all capital projects and implement energy conservation strategies. I. Identify and secure a continuous and reliable funding stream through external resources and improved budgeting to support the Technology Plan. Strategic Goal IV: Enhancing Technological Capability Enable students and staff to function successfully in an increasingly technological society and respond to technology training needs of the community. Technology has become a vital and pervasive part of everyday life. As such, teaching and administrative components of Lake-Sumter Community College should reflect this growing character of the world, and our students must be adequately educated and familiarized with the technologies that support their disciplines and their careers. A. Integrate the most current technology into management, teaching and learning, and community services to promote student success. B. Align long term e-learning goals with College goals. C. Incorporate, update and replace technology in the College to ensure that all college technology is current. 31

32 D. Develop and implement portal technology and enhanced electronic communication. E. Identify and set technology standards, priorities, and policies that lead to the acquisition and use of the best technology for the College. F. Identify and set technical service/support requirements that support the student success initiative. G. Develop and implement the tracking and reporting of data in support of student success initiatives and evidence-based institutional decision making. Strategic Goal V: Developing and Expanding Campuses Create and implement a plan to support the development, identity and success of existing campuses and potential new campuses. The enrollment patterns experienced on all three existing campuses necessitate adjusting patterns of course offerings, staffing policies and resource allocation. In addition, the changing demographics of our college district will at some time necessitate new campus development. A. Create a long range plan for the district to identify future locations and acquire sites. B. Update master plans for programs and facilities for each campus. C. Develop and implement an organizational structure and staffing plan to support South Lake expansion. D. In conjunction with community stakeholders, develop and implement an enrollment development plan for the Sumter campus.. E. Explore the feasibility of partnerships and other strategies to promote new and expanded programs, services, and facilities on the Leesburg campus. Approved by the District Board of Trustees June 17,

33 Miami Dade College Strategic Goals and Objectives The mission of Miami Dade College is to change lives through the opportunity of education. As democracy s college, MDC provides high quality teaching and learning experiences that are accessible and affordable to meet the needs of our diverse students, and prepare them to be responsible global citizens and successful lifelong learners. The College embraces its responsibility to serve as an economic, cultural, and civic beacon in our community. The vision of Miami Dade College is to be a college of excellence, renowned for its values: An exceptional learning environment in which students are challenged and empowered through innovation, state of the art technology, teaching excellence and student support programs that prepare each student with the knowledge, skills and values to succeed in a dynamic world. Goal 1: Review and transform curriculum and its delivery to optimize student access and success. Redesign developmental education to increase student success and completion and to facilitate expedient and effective transition into college level courses. Review and improve STEM program curricula and implement innovative instructional strategies. Assess, develop and expand baccalaureate degree programs to ensure that programs meet workforce needs. Increase course scheduling options to include additional accelerated and/or self paced choices for students. Expand online course and program options while implementing consistent, high standards of quality. Goal 2: Strengthen instructional support to optimize student progression and degree/certificate completion. Implement and evaluate promising, cost effective strategies to improve student progression and success, particularly in targeted areas including high risk courses and lower achieving student groups. Strengthen support for baccalaureate students to optimize their progression, retention, degree completion and job placement. Assess student performance in courses and programs with low success rates and develop and implement an intervention plan. Enhance classroom facilities with state of the art technology and equipment. Goal 3: Develop a comprehensive student support model that focuses on engagement and excellence in service. Enhance academic and career advisement through a series of intentional interactions which assist students in identifying, clarifying and mapping their academic and career goals. Improve financial aid processes at the College by simplifying, expediting and improving processes. Assess and expand student support services online for students enrolled in traditional and online courses. 33

34 Assess and enhance students experiences as they transition to the College to optimize retention and success. A culture of inquiry and evidence that is characterized by the commitment of faculty, staff and students to accountability for learning excellence through the achievement of measureable learning outcomes, innovative assessment methods and data driven decisions that foster adaptability in programs and services. Goal 4: Fully integrate the MDC Learning Outcomes into the fabric of the curriculum. Complete mapping of the Learning Outcomes into courses, programs, and major areas of study including appropriate assessments at each level. Complete mapping of the Learning Outcomes to co curricular events and activities including appropriate assessments. Incorporate the Learning Outcomes into the degree audit and academic planners for student use in monitoring attainment of outcomes. Goal 5: Create a systematic approach to coordinating data collection and dissemination. Articulate and use a college wide data oriented decision making approach. Create coordinated report matrix in order to reduce duplication and promote consistency. Make data more accessible to college employees. Goal 6: Identify and promote the use of indicators of learning and success that are appropriate for the college. Participate in national dialogue about community college student achievement milestones and markers. Create a college report on MDC student achievements. An exceptional work environment that makes MDC the employer of choice for an exemplary, diverse workforce that is engaged in and accountable for the quality of MDC s learning environment, and that benefits from excellent support, state of the art technologies, growth opportunities and a competitive compensation program. Goal 7: Implement policies to promote work/life balance. Develop a culture which focuses on achieving goals and delivering student services but also accepts and values the benefits of flexibility and alternative working schedules Goal 8: Develop creative incentives for exemplary performance. Institute innovative recognition, appreciation and reward programs. Goal 9: Increase professional development and external learning experiences for faculty and staff. Implement ongoing CTD needs assessments to identify and prioritize professional development opportunities for the College workforce. Create professional development guidelines and competencies for MDC employees. Goal 10: Implement a strategic human capital management plan. Utilize diverse methods to identify employees potential for growth and advancement, and create individualized development plans as appropriate. Continue the College s commitment to mirror the multi cultural, racial and gender diversity in our community among college employees at all levels. 34

35 Quality community partnerships that serve as the foundation for the development of relevant workforce, cultural and civic programs to foster community service and create a pervasive understanding throughout the greater Miami Dade County community of the essential importance of education. Goal 11: Develop a comprehensive College wide approach to cultivating and managing community partnerships. Build and train college teams to promote opportunities in philanthropy, sponsorship, internship and job placement, service learning, workforce training, and other areas that contribute to productive relationships for the college. Goal 12: Develop relationships with Miami Dade County Public Schools that foster college readiness for graduating students Develop a replicable model that enhances college readiness and student success. Build collaboration and partnerships that generate grant funding and result in productive initiatives to benefit students, faculty, and staff. A commitment to cultural initiatives that complement academics and promote the advancement and appreciation of the arts, thereby contributing to the richness of our multicultural community. Goal 13: Increase the number of students, faculty and staff participating in cultural initiatives at every campus. Increase involvement and integration of academic affairs and student services in cultural events and activities. Provide diverse events and activities across campuses to reach students. Provide outreach programs, lectures, master classes and other means to support MDC s Learning Outcomes. Goal 14: Elicit greater community participation in cultural initiatives and programs sponsored by the college which reflect the varied interests of the county. Partner with community organizations for co presentation of cultural programs. Solicit participation from community leaders on cultural initiatives. Provide programs, exhibits, performances that reflect the interests and diversity of our community. Increase and enhance delivery methods of information on cultural programs. Sustainability practices that distinguish Miami Dade College as a leading innovator in educating our students as contributors to a healthy planet, and as an institution that accepts its responsibility to preserve the natural environment. Goal 15: Address environmental sustainability in all operations of the college to promote a positive impact on the environment. Revise and develop policies, procedures and practices to promote environmental sustainability. Implement construction policies and procedures guided by LEED standards. Develop a coordinated plan to assess and address energy conservation and generation throughout the College. Develop a variety of transportation alternatives that support environmentally sound commuting. Promote communications media and equip facilities to reduce travel. 35

36 Goal 16: Educate students, staff and community to be contributors to a healthy planet. Expand credit and non credit programs, courses and activities that promote an understanding of natural systems as the basis for changing departmental, discipline and personal practices. Expand professional development opportunities that promote an understanding of environmental sustainability so that this concept can be incorporated into existing credit and non credit courses, programs and credentials as well as the development of new ones. Resource development and operational efficiencies that ensure effective support for the College s long term efforts to provide an innovative and exemplary learning environment. Goal 17: Maximize federal, state, local, and internally developed resources Promote legislative advocacy efforts via the Board of Trustees, staff, faculty, student, alumni, and community efforts to support funding and substantive legislation supporting the College s Mission and Vision Pursue and secure partnerships with individuals, corporations, foundations, governmental agencies and other entities to significantly increase philanthropic and other revenues in support of the College s goals Analyze resources to ensure appropriate allocation to support the College s mission and vision Goal 18: Optimize use of valuable resources by fostering a culture focused on continuously enhancing operational efficiency and effectiveness. Develop measurements and benchmarks to evaluate efficiencies across all departments and programs. Empower and create incentives for College faculty, staff and students to develop, implement and continuously improve processes and programs. Goal 19: Innovate and invest in educational programs and technologies that foster competitive advantages that benefit our students and the community. Ensure rapid turnaround in implementing new high quality technologies. Create an environment where innovation is encouraged and rewarded. Global reach and awareness that enrich the curriculum and provide a truly international perspective to students. Goal 20: Develop learning experiences that prepare students to be global citizens. Increase learning experiences to engage student interest, appreciation and participation in diverse cultures. Expand academic and co curricular programming to encompass diverse cultures. Goal 21: Enrich the learning experiences of students and the academic community through strong global connections. Create and implement a systematic plan for recruitment of international students. Expand exchange and study abroad programs with international institutions. Develop international sister institutions. Goal 22: Promote the rich diversity and inclusive nature of our multi cultural institution. Implement a plan to strategically share information internally and externally about the College s global reach and diversity. 36

37 North Florida Community College Strategic Plan North Florida Community College is committed to excellence in teaching and learning and has identified the following institutional values upon which to base these efforts: Positive Attitude approach situations in an optimistic manner. Accountability demonstration that quality standards are being upheld. Commitment promise to provide the best service to our students and community. Excellence adherence to the highest standards of teaching, learning, and professionalism. Respect treat all individuals fairly and with dignity. Goal #1: Improve performance accountability: Create and maintain a sustainable and data-driven decision-making campus environment. Objective 1. Complete comprehensive program reviews. (Comprehensive Program Reviews) a) Conduct comprehensive program reviews for all academic and non-academic departments. b) Analyze student learning outcome assessment data and document continual improvement of instruction. c) Conduct market surveys to ensure program offerings meet the educational needs of our students and district. Objective 2. Strengthen employee development. (Employee Development) a) Provide leadership, development opportunities and resources for staff and faculty to work effectively. b) Align campus committee and work team assignments with identified employee interests and strengths. c) Analyze predicted employment changes and develop a succession plan. d) Develop an alluring employee recruitment package. e) Create and implement a comprehensive employee orientation. Goal #2: Strengthen communication: Strengthen information sharing procedures at North Florida Community College. Objective 1. Design and implement a plan to ensure information is effectively shared. (Campus Communication) a) Create and implement a protocol to ensure internal and external communication occurs. b) Identify and improve procedures and/or process to address employee concerns. Objective 2. Align institutional policies with comprehensive procedures. (Policies and Procedures) a) Review all existing institutional policies for consistency. b) Identify and develop procedures for each policy. c) Develop operations manuals for department activities. 37

38 Objective 3. Ensure students, faculty, and staff are knowledgeable about safety procedures on campus. (Safety) a) Provide training to share the safety procedures and available resources. b) Conduct drills to practice the safety procedures. Objective 4. Create a comprehensive campaign to brand the NFCC image. (Image) a) Capture and publish stories about the impact of NFCC on students, alumni, employees, and the district. b) Evaluate the mission and vision to ensure it reflects institutional values. Goal #3: Increase resource acquisition and allocation: Ensure campus funding acquisition, expenditures and resource allocation are aligned with strategic plan. Objective 1. Increase funding and implement transparency related to financial resources. (Financial Resources) a) Increase external funding through grants, donors, endowments, alumni, and other resources. b) Implement a transparent process for budget planning and disbursement of funds. c) Review foundation policies and procedures to best provide financial support to the widest range of students. d) Promote self-sufficiency for auxiliary enterprises on campus. 1. Objective 2. Create and implement a comprehensive technology plan. (Technology) a) Evaluate the technology needs of students and employees. b) Analyze and plan for the future technology needs of students and employees. c) Align technology purchase decisions with identifiable needs of students and employees. Objective 3. Create and implement a campus efficiency plan. (Sustainability) a) Increase awareness of sustainability through professional development workshops. b) Ensure each department on campus includes a sustainability goal into their institutional effectiveness plan. Goal #4: Provide a holistic campus experience: Provide a holistic campus experience for students, faculty, and staff. Objective 1. Develop an intentional and seamless recruitment, advising, and retention system. (Advising and Retention) a) Analyze the existing advising, recruitment, and retention activities on campus and align them into a seamless delivery of services. b) Create a one-stop center for advising, recruitment, and retention. c) Analyze the scheduling needs of students, including time and location based on all student types. d) Increase graduation rates. Objective 2. Assess campus enrichment and support resources. (Resources) a) Conduct satisfaction, usage, and needs surveys. b) Integrate services to reflect optimal utilization and creativity. 38

39 Northwest Florida State College Mission Statement: Northwest Florida State College improves lives. We deliver outstanding educational programs that are relevant, accessible, and engaging for students of all ages and provide exceptional cultural, athletic, and economic development activities for the communities served. We commit to excellence, creativity, integrity, and service. Values: Opportunity - meeting each student's educational need at his or her level of ability Excellence - achieving the highest standards Learning - acquiring new skills, insights, and ideas Success - preparing students for the future Creativity - finding innovative ways to accomplish our objectives Community - listening and responding to community needs Teamwork - supporting and respecting each other and those we serve 2020 Vision: Vision One: A Learning-Centered Community Northwest Florida State College will be a college that places the teaching-learning process at the core of our existence and seeks to improve student success. We will assess student learning, hold ourselves accountable for learning outcomes, and invest in resources to improve student learning outcomes. We will use learning-focused methods that actively engage students and will seek to help students understand that they are an integral part of the teaching-learning process. We will provide learning environments, both in and out of the classroom, that meet student learning needs and encourage student success. Vision Two: Access to Opportunity Northwest Florida State College will be the gateway to higher education opportunity for students in areas we serve. We will provide educational opportunities at multiple sites and varying times and through alternative delivery methods that maximize the opportunity to earn an education. We will seek efficiency and quality while maintaining an affordable tuition level. Vision Three: Community Engagement Northwest Florida State College will be recognized as a critical community resource and a valuable partner in advancing cultural, economic, and educational aspirations. We will develop partnerships with community organizations to promote educational opportunity. We will provide a rich inventory of cultural, athletic, life-long learning, and academic experiences that engage community members in the life of the college. We will offer cultural and educational opportunities to the many constituencies we serve in a deliberate effort to broaden and enrich the lives we touch. 39

40 Vision Four: Institutional Growth Northwest Florida State College will seek to grow strategically in areas that increase our impact on the communities we serve. We will increase program offerings and enrollments in baccalaureate and career/technical programs. We will increase the proportion of students we enroll from the communities we serve. Vision Five: Financial Stewardship Northwest Florida State College will be financially secure and will practice wise financial stewardship. We will grow the College Foundation's asset base and increase its annual impact on the college. We will maintain sufficient financial reserves to provide security, flexibility, and institutional innovation and development. Vision Six: A Great Place to Work Northwest Florida State College will be one of the leading employers in our service area by offering competitive compensation packages and investments in personal and professional development programs and will place an emphasis on job security. We will offer a combination of salary and benefits that allows us to recruit and retain the best possible employees. We will invest in the personal and professional development of our workforce and provide employees with the tools they need to do their jobs well and prepare them for future career opportunities. 40

41 Palm Beach State College Strategic Plan Mission Palm Beach Community College s mission is to create and sustain a dynamic teaching and learning environment that provides a high-quality, accessible, affordable education, preparing students to contribute and compete ethically and successfully in a diverse global community. Vision We envision a College of diverse, active learners engaged in intellectual, social and personal growth that enriches and transforms our community. Beliefs We believe Student success is our first priority, and all students can succeed. Ethical standards are integral to the educational experience. Faculty and instructors should use instructional methods and technology that meet the diverse learning styles of students. The College curriculum and its operations should demonstrate a commitment to ecological sustainability. The College must anticipate and respond to evolving community needs by reaching out to all potential partners and establishing programs and courses that will meet those needs. Quality education is a worthwhile investment. An educated workforce has a positive impact on our community and economic health. Faculty/staff development is integral to quality education. A safe, secure and supportive College climate is essential. Diversity reflects society and enhances the educational process. Equity and equality of opportunity are essential. Lifelong learning enhances the quality of life. Collaboration enhances the quality of decision-making. Goals 1. The College will advance a constant commitment to excellence in teaching and learning. Objectives By 2012, faculty will continuously assess and align teaching methodologies to achieve optimal program learning outcomes. By 2012, the number of faculty who are equipped to instruct in the newest and most advanced technology will be increased by 25%. 2. The College will respond to the current and emerging educational needs of the community with innovative educational opportunities. Objectives 41

42 By 2012, the College will identify and implement six degrees or certificates to address emerging needs of the community. By 2012, the College will develop, implement and assess a business partnership council model. 3. The College will foster ethical standards and practices within the College and the community it serves. Objectives By 2012, all faculty will include ethics in their classroom instruction. By 2012,The College will incorporate ethical standards and practices College-wide. 4. The College will promote and practice sustainability in all areas. Objectives By 2012, the College will develop and implement a framework for sustainability awareness. By 2012, the College will establish an energy institute responsive to emerging green force industries and supportive of retrofitting existing programs. 5. The College will practice effective enrollment management to ensure optimal access, retention, program completion and student success. Objectives By 2012, the College will increase retention and completion rates by 10%. The College will improve classroom space utilization by 3% a year for the next three years. 42

43 Pasco-Hernando Community College Vision Pasco-Hernando Community College (PHCC) is a dynamic, learning-centered educational institution, with a faculty and staff who are dedicated to student success, teaching excellence, and community service. Mission Statement Pasco-Hernando Community College (PHCC) serves the educational needs and interests of our community. As a comprehensive, multi-campus community college, PHCC provides an accessible, diverse teaching and learning environment rich with opportunities for students to attain academic success and cultural growth. PHCC assists students in enhancing their knowledge, skills, abilities, and attitudes, and in developing as individuals and as citizens of a global society. PHCC will provide: A. Associate Degrees that will enable its students to continue their postsecondary education and earn a baccalaureate degree; B. Associate in Science Degrees, Associate in Applied Science Degrees, technical certificates and diplomas in programs that will prepare its students to enter and advance in the workforce; C. college-preparatory instruction, adult education/general Educational Development (GED) Test preparation and testing, and continuing education that enhance and update the knowledge, skills, abilities, and attitudes of individuals; D. services for students that enhance their opportunities for learning and success; E. educational training, enhanced by the development of partnerships, that promotes and supports economic development and serves the community; F. learning opportunities for cultural enrichment and personal development; and G. an environment that fosters high ethical standards, openness, trust, respect, and fairness among all members of the College community. College-wide Goals Goal I. To develop and maintain state-of-the-art academic programs and support services and to provide effective instruction in a variety of modalities that enhance student learning and success. Goal II. To foster an exemplary student development program that augments learning, empowers students, embraces diversity, and addresses the various needs of students. Goal III. To provide professional development opportunities that will enhance the knowledge, skills, abilities, and attitudes of the College s employees. Goal IV. To provide and maintain appropriate facilities that support an environment conducive to learning. Goal V. To provide information, publications and related materials to students and the public to position the College as a premier academic institution for college transfer, workforce and economic development, lifelong learning and community initiatives. Goal VI. To evaluate organizational needs and implement policies and procedures that promote learning through excellence in teaching, support services and instructional delivery systems. 43

44 Goal VII. Goal VIII. Goal IX. To develop and implement a comprehensive enrollment management plan that will increase the College s enrollment, retain students, encourage program completion and focus on the values of learning and service. To maximize the efficient development, management and utilization of the College s fiscal, human, physical and technological resources. To develop and execute appropriate institutional policies, procedures and practices that promote a healthy, safe and secure environment for students, employees, and guests of the College. 44

45 Pensacola State College Mission Statement Pensacola State College, under the governance of a local Board of Trustees, is one of 28 public colleges in the Florida College System committed to affordable, open access to educational opportunities. The college offers associate and baccalaureate degrees, career oriented certificates, college prep, adult education, GED prep, and standard high school diplomas. In addition, the college provides specialized business and industry training, recreation and leisure courses, and community outreach and services. Pensacola State College is dedicated to maximizing educational opportunities, through a variety of delivery methods that develop the academic, career, personal, and aesthetic capabilities of individuals for the benefit of themselves and the global community. Vision Statement The vision of Pensacola State College is to be the premier state college in the region. Transitioning to state college status in the Florida College System is essential to responding effectively to local, regional, state, national, and global educational and employment opportunities and demands. We will strategically contribute to the region s long-term intellectual and economic potential through innovative and affordable means to maximize student success and workforce productivity. As a state college, we will further enhance our reputation and image as an institution of higher education that promotes and develops all students intellectually, socially and culturally, propelling them to succeed within the global community. College Institutional Priorities 1. Enhance internal and external partnerships to further develop capabilities to better serve students and the community. 2. Invest in people by: a. Improving evaluation processes and professional development opportunities b. Improving reward and recognition systems c. Formally celebrate achievement and productivity 3. Enhance the quality of instructional programs and services by: a. Improving student learning; b. Improving student retention; c. Improving student completion of educational career goals; and d. Improving satisfaction in all aspects of the student experience at Pensacola State College. 4. Develop systems and processes for continuous improvement and quality enhancement. 5. Assure that existing and developing technologies are fully and effectively applied to the advancement of the instructional, student support, and administrative functions of the college. 6. Seek new financial resources for the college and college foundations to maximize financial assistance for students and also assure the long-term health of Pensacola State College. 7. Ensure that existing resources are effectively utilized through improved efficiencies. 8. Redesign existing facilities and acquire resources to construct new facilities to better support learning and to better meet the changing demographics of the college service area. 45

46 9. Seek increased diversity and promote a campus climate where the principles of affirmative action, equal opportunity, and multiculturalism are truly valued. 10. Enhance and develop continuing Workforce Education (CWE) programs, continuing education, and other non-credit programs. 11. Increase student and client satisfaction by focusing on customer service, campus safety, campus beautification, use of technology, program evaluation, program development, and institutional effectiveness processes. 12. Market the college and programs of the college through current and emerging media conduits. 13. Increase access of services and programs to residents of the college service area. 14. Improve communication and information sharing between faculty, staff, students, and the general public. 15. Continue and enhance the college s commitment of creating opportunity for success in an atmosphere of concern, respect, integrity, and responsibility for students, clients, and employees. 46

47 Polk State College Strategic Plan Mission, Vision, and Core Values A systematic approach to continuously improving student learning outcomes and all aspects of institutional effectiveness requires linking strategic planning objectives to the mission, vision, and core values of the College. Thus, a strategic plan must be able to adjust to the changing circumstances of the College and its community, and has to firmly address the goals associated with the mission, vision, and core values of PSC, as stated below: Our Mission: Polk State College is a quality-driven educational institution, providing access to affordable associate and baccalaureate degrees, career certificates, and workforce development programs, delivered by diverse, qualified faculty and staff who are committed to student learning and achievement through the consistent practice of collaboration and focus on excellence. Our Vision: Polk State College will be a world class college and Florida s leader in workforce development. Our Core Values: Collaboration is the pursuit of shared goals with a sense of urgency and commitment, open communication, mutual trust and respect, and accountability to others and oneself. Commitment is demonstrating in words and actions a strong belief in and acceptance of the organizational vision, mission, core values, and strategic goals. Diversity is respecting and appreciating the many distinct characteristics people bring to the organization and creating an environment that honors those differences. Excellence is working to our full potential, aligning our words and actions, and striving for continuous improvement. Integrity is the adherence to a code of high moral values and ethical conduct. Leadership is a dynamic relationship based on shared purpose between leaders and collaborators in which both are moved to higher levels of motivation as they effect real, intended change. Service is the daily work we perform on behalf of students, employees, and the community. It serves as a fundamental part of the College s culture and drives our quest for excellence Strategic Goals and Objectives As mentioned earlier, PSC engaged throughout the academic year 2006/07 in a college-wide process of soliciting broad-based input from faculty and staff to develop strategic goals and objectives for a rolling 5-year strategic plan. Within this framework, an overarching Strategic Imperative was defined that expressed the spirit and practices through which goals and objectives will be implemented: All administrative and educational decisions will be learning-centered and student-centered and will be guided by our Core Values. 47

48 1. Enhance the College s contributions to Polk County through quality programs and services that ensure the highest level of student achievement Improve student access by adding new PSC campus locations Increase student retention and annual FTE enrollment across credit and non-credit courses Enhance student success, particularly across all levels of remedial education Improve quality and effectiveness of internal business processes and support services Increase proportion of underserved and underrepresented populations enrolling at PSC Provide affordable and accessible associate degrees and baccalaureate degrees. 2. Expand and create partnerships with business, industry, and education that enhance the College s mission and vision Increase number of business partners and college/foundation sponsors Expand cooperation between PSC and the Polk County School District Increase and leverage strategic collaboration between consortium schools. 3. Recruit and retain a diverse faculty and staff that reflect the community through a hiring, compensation, and professional development system that values all employees Increase success of diversity-centered hiring and retention practices Advance organizational climate, teamwork, and trust among college employees Increase leadership across all areas to continuously improve college environment. 4. Develop and execute a comprehensive branding and marketing plan to enhance the College s image as a world-class provider of education Enhance PSC s image as the top choice for Polk County high school students/graduates Enhance PSC s image as the Number-1 post-secondary education source for the community Enhance PSC s image as the most prominent workforce education provider in Polk County. 48

49 Santa Fe College Strategic Plan Motto: Adding value to the lives of our students and enriching our community Mission Statement In keeping with our values and goals, Santa Fe College, a comprehensive public institution of higher education serving North Central Florida and beyond, adds value to the lives of our students and enriches our community through excellence in teaching and learning, innovative educational programs and student services, and community leadership and service. Values Santa Fe College is a dynamic, innovative learning community committed to Academic excellence, academic freedom, and intellectual pursuit Individual, social, and global responsibility Honesty, integrity, and civility Cultural diversity and equity Collaboration with our community Open access Lifelong learning Assessment, accountability, and improvement Sustainable use of environmental, social, and economic resources Goals Outreach and Access Identify, assess, and meet community needs to promote open access to the College. Delivery Alternatives Assess student needs and outcomes as well as create innovative and flexible learning opportunities. Educational Programs Provide learning opportunities and academic support to ensure the highest levels of academic performance. Student Affairs Provide research-based, learner-centered program of services that supports access and student engagement from matriculation to goal attainment. Workforce Development Provide student-centered workforce programs in collaboration with local employers and economic development agencies. Human Resources Recruit, develop, assess, and retain quality full- and part-time faculty and staff. Technology Provide information and communications technology infrastructure and services to support the College s mission. Resources Develop, obtain, and allocate the necessary resources to implement the College s mission. Sustainability Education and Operations Create, develop, and enhance programs to reduce waste, conserve energy and green space, protect water resources, and promote wellness of students, faculty, and staff. Santa Fe College Strategic Initiatives 49

50 Alignment of Goals to achieve institutional excellence in operations (Run), improved focus and capabilities (Grow), and continued innovation as a charter member of the League for Innovation in the Community College (Transform)! Excellence in Teaching and Learning (ETL): Santa Fe will provide an academically challenging environment in support of the College s mission and goals and will strive to enhance our educational excellence by encouraging, engaging in, and developing best and promising practices in support of intellectual, social and personal development. Examples of opportunities for improvement include an increased utilization of technology in teaching, redesigning curriculum for STEM, increasing interdisciplinary offerings, documenting student attainment of general education learning outcomes, engaging students at outlying centers using i-link courses, verifying identification of students enrolled in courses, providing training to increase effectiveness of faculty and staff, establishing a career ladder for faculty and staff (e.g. Master Instructor Certification). Constituent Relationship Management (CRM): Santa Fe will pursue Constituent Relationship Management to recognize this widely-implemented strategy for managing and nurturing Santa Fe s interactions with its constituents (potential and current students, faculty, staff, community at large). CRM involves using technology to organize, automate, and synchronize College processes principally services including marketing, customer service, and technical support. The overall goals are to find, attract, and win new students, nurture and retain those the College already has, entice former students back, and reduce the costs of marketing and services. CRM generally denotes a College-wide strategic initiative embracing all constituent-facing departments and even beyond. When Santa Fe s implementation is effective, people, processes, and technology work in synergy to increase efficiencies and effectiveness while reducing operational costs. Organization Development (OD): Santa Fe will pursue Organization Development (OD) as a planned, organization-wide internal review to increase Santa Fe's effectiveness and viability. OD is neither "anything done to better an organization" nor is it "the training function of the organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in Santa Fe's "processes," as well as organizational reflection, system improvement, planning, and self-analysis. Santa Fe will respond to change with this strategic initiative intended to change the beliefs, attitudes, values, and structure of organization so that the College can better adapt to new technologies, marketing and challenges, and the dixxying rate of change itself. In doing so, it will promote a strategic mindset that relies on a culture of evidence and promotes human capital. 50

51 Seminole State College of Florida Strategic Plan/Vision Vision Advance our region s educational and economic vitality by promoting academic excellence, encouraging student success, and changing lives. The College s Strategic Goals and Associated Strategic Actions STRATEGIC GOAL 1: For Our Students... Advance student-centered teaching and learning with innovative programs and services designed to increase student success and degree completion, better preparing students to participate in the global marketplace. a) Improve student success as measured by College Preparatory Success, Program Completion Rates, Job Placement Rates, and Success in Higher Education. b) Invest in and improve our use of instructional technology to enhance student learning, by promoting innovation and facilitating student engagement. c) Continuously improve our methods for assessing and using results from student learning outcomes. STRATEGIC GOAL 2: For Our Partners... Advance educational, business, and community partnerships that foster academic excellence, student achievement, and economic vitality. a) Partner with K-12 and higher education institutions to increase the proportion of our regional population earning diplomas, certificates, and college degrees. b) Partner with other educational institutions to increase the percentage of entering students who are college ready. c) Strengthen Seminole State s academic programs to ensure alignment with community and workforce needs. STRATEGIC GOAL 3: For Our Employees... Advance our employees opportunities for growth and development. a) Ensure that the diversity of Seminole State employees mirrors the evolving demographics of our community and region. b) Encourage Seminole State employees to demonstrate our Core Values in all interactions. c) Create and implement development programs that enhance the skills, credentials, and growth of Seminole State employees. STRATEGIC GOAL 4: For Our College... Advance the effectiveness of Seminole State operating systems and college processes to increase efficiency and institutional productivity. a) Continually evaluate, upgrade, and streamline Seminole State s operating support systems to increase efficiency and institutional productivity. 51

52 b) Ensure that Seminole State s organizational structure, governance, policies, and procedures promote and support a dynamic, diverse, multi-campus environment. c) Strengthen our processes and capabilities to successfully complete all ongoing accreditation reviews. STRATEGIC GOAL 5: For Our Region... Advance our region as a leader in higher education, workforce development, and community enrichment. a) Enhance Seminole State College s position and perception as a first-choice educational destination throughout our region. b) Align programs and resources toward current and evolving educational and workforce opportunities in high-demand areas targeted at regional, state, and national levels. c) Promote the positive quality of life in our region through educational attainment, opportunities for lifelong education, economic development, cultural offerings, and community service. 52

53 South Florida Community College Strategic Plan Institutional Core Values Integrity We encourage the free exchange of ideas in an environment that embraces honesty, fairness, personal responsibility, and ethical leadership. Service Community Learning Excellence We actively seek opportunities to enhance achievement and success in our local and world communities. We embrace cultural diversity, inclusiveness, collaboration, mutual respect, responsive and productive partnerships, and the sharing of resources. We are committed to providing opportunities for students and staff to succeed in a highly competitive environment so that they can become effective lifelong learners. We seek to provide high-quality, innovative, and flexible teaching and learning opportunities in a learning-centered environment. Accountability We value personal and institutional ownership through integrated planning and assessment of all programs. Responsibility We honor our commitments in all initiatives and leadership endeavors. We promote environmental stewardship. Vision Statement Enriching our communities through education one life at a time. Mission Statement South Florida Community College is an open-access, higher education institution dedicated to providing a learning-centered environment through quality programs, training, and services. Working in partnership with organizations and communities, the college provides leadership and a comprehensive range of opportunities for the educational, cultural, and economic development of the service district. The college assists the people of its service district (Highlands, Hardee, and DeSoto counties) regardless of economic, social, or educational background to achieve success in: Completing an associate s degree in preparation for pursuing a baccalaureate or other professional degree or credential Completing career and technical training to enter the workforce or to improve career circumstances Completing college preparatory programs of study including those leading to the high school diploma Obtaining basic skills in literacy, numeracy, and citizenship to prosper as a contributing member of society 53

54 Promoting personal, cultural, and global awareness, appreciation, and understanding needed in a complex contemporary society. Pursuing advanced academic preparation and credentials available through partnerships with colleges and universities Participating in the social, cultural, environmental, and economic development of the communities served by the college We believe in the worth of each of our students and, through all of our educational programs and services, we seek to develop human potential and to create brighter futures. Planning Assumptions The South Florida Community College district, comprised of DeSoto, Hardee, and Highlands counties, has unique demographics, resources, and needs. The planning assumptions listed below generally pertain to the college service area as a whole. 1. The demand for higher education will increase as individuals seek to improve their circumstances in an ever-changing world. a. Community college enrollments respond inversely to economic cycles people tend to work more when the economy is good and continue their education more when work is less available. The economic forecast for the next five years remains uncertain, but most economists forecast an improving economy in the next 12 to 18 months with Florida lagging the nation in the recovery. b. State universities are limiting first-time college student enrollment and giving preference to transfer students who have completed their associate s degrees. Steady enrollment demand for college transfer programs is anticipated. c. The demand for job retraining, upgrading employability skills, and lifelong learning will increase in the highly competitive global economy. d. Education and training beyond high school will increase in importance for individuals seeking high-demand and fast-growing jobs in our economy. Demand for employment will increase in careers related to science, health care, information technology, teaching, skilled trades, and business. e. The college will remain the primary gateway institution in providing career and higher education opportunities to people in this mostly rural area of the state. f. The college will continue to partner with public and private baccalaureate degree-granting institutions to bring additional higher education opportunities to its region. g. The college will explore the demand and cost-effectiveness of offering baccalaureate programs of study that are allowed under new laws providing community colleges the opportunity to become regional state colleges. 2. Political, environmental, educational, economic, and demographic characteristics of each of the three counties in our rural service district are diverse and unique. a. Average per capita income of the service district is much lower than state or national averages. This is due in some part to large numbers of retirees in Highlands County and depressed economic circumstances with low wage and low skill jobs throughout the district. b. With the bubble of baby-boomer retirees impacting the national and local economy, a significant and increasing proportion of an older age and retiree population demands a more service-related economy with a high demand for medical, retail, and age-appropriate recreational and leisure opportunities. 54

55 c. The percentage of minorities, and in particular non-english speakers, is increasing in the region at a faster rate than the majority population. d. Florida s growth rate is currently decelerating. State and regional population growth during the next five years will be slower than in the past decade and may actually decline. e. Enrollments in public and private schools are projected to remain stable or slightly decrease in the next three to five years. f. The average age of SFCC associate s degree-seeking students has trended younger than state and national averages for community colleges. g. Qualified adjunct faculty in many disciplines in our rural service district and particularly in DeSoto and Hardee counties are scarce. 3. Future students will be increasingly diverse in background, academic preparations, and demand for educational services. a. Increasing numbers of underprepared students, including older adults, minorities, and non- English speakers needing academic intervention and remediation, are expected. b. The proportion of first generation college students (41 percent) will remain high. c. Statewide and local initiatives will continue to focus on decreasing the number of high school students entering college with developmental education needs. 4. Workforce education and training as well as the demand for lifelong learning will continue to be a major focus of the college. a. New economic initiatives may generate changes in programmatic and training needs. b. Agriculture service-related industries and phosphate mining, with limited manufacturing and other industries, will continue to be the economic mainstay of the three counties. c. Because of the central location and due to the abundance of available land, water, and natural resources, the area should remain an opportunity for emerging industries such as alternative energy and bio-fuels, aviation technology, medical services, and tourism. d. The demand for high-skills, high-wage jobs in the region is growing. e. Employees will need to continue their career and professional development to keep pace with and anticipate emerging technologies and employability skills. 5. New technology increasingly influences working, learning, and daily living. a. Generational influences on learning with technology differ and will require changes in the delivery of educational and training services. b. The demand for asynchronous and online learning opportunities for students will increase. c. Familiarity, acceptance, and understanding of technology are required in virtually all workplaces. d. Rising fuel costs and time limitations will influence students to enroll in classes at the sites closest to their homes and workplaces. e. The use of asynchronous and distance learning instructional modalities will increase as their educational viability improves and becomes more common and accepted. 6. Funding of higher education will remain limited from traditional state and federal sources until the economy improves. a. Pressure will continue to increase tuition and fees to offset reduced state funding. b. The aggressive pursuit of public and private grants will be necessary to supplement traditional funding of the college. c. Private fundraising efforts of the SFCC Foundation will grow in importance to assist students by removing financial barriers and to supplement funding for various college initiatives and operations. 55

56 d. Strong private and public partnerships to share and conserve limited resources while limiting wasteful competition will be a continuing necessity. 7. Public demands for institutional accountability and effectiveness will continue to increase. a. The college will need to embrace innovation and continuous quality improvement efforts in academic and administrative support programs and services. b. Information gathering and reporting will continue to be a major requirement of the college to monitor continuous improvement and cost-effectiveness. c. Accrediting agency expectations will require more documented evidence of performance. d. Accountability measures will focus on student learning, outcomes, program completion, and cost-effectiveness. 56

57 St. Johns River State College Strategic Plan Mission Statement St. Johns River Community College provides students with equal access to a broad spectrum of educational and cultural opportunities while encouraging the pursuit of academic excellence and scholarly achievement through high quality instruction. The College creates and continuously improves affordable, accessible and effective learning opportunities, support services, and resources for the educational needs of the diverse population it serves. The College fulfills its mission through offering: 1. Transferable freshman and sophomore courses in the arts and sciences, as well as other disciplines, leading to the Associate in Arts degree; 2. Career and technical programs leading to the Associate in Science degree, the Associate in Applied Science degree, or college credit (technical) certificates; 3. Intensive training and course work in the visual and performing arts for students of exceptional talent or promise; 4. Vocational programs for students who seek skilled or semi-skilled employment; 5. Programs for students who need to improve their basic academic skills or prepare for the General Educational Development examination; 6. Delivery of educational services in innovative and efficient ways to assist students whose opportunity for educational attainment is limited by place or time; 7. Support services which assist students in achieving academic success; 8. Partnerships with four-year institutions enabling students to earn baccalaureate degrees while remaining within the service district; 9. Assistance with economic development efforts by offering workforce development programs designed to meet local, regional, and statewide needs; 10. Continuing workforce education and training for business and industry; 11. Community enrichment and lifelong learning opportunities for the residents of the service district. College Vision St. Johns River Community College will provide accessible educational and cultural opportunities of the highest quality and will embrace the lifelong pursuit of knowledge and enrichment of the diverse communities it serves. College Goals Goal 1: Provide High Quality Academic Programs and Services 57

58 Provide high quality academic programs and services designed to meet the needs of students and the community. Goal 2: Promote Student Success Promote student success through excellence in teaching and appropriate support and instructional delivery systems. Goal 3: Contribute to Economic Development Contribute to economic development in the College s service area by addressing workforce and continuing education needs throughout the tri-county area. Goal 4: Enhance Access and Articulation Enhance access and articulation efforts to meet the changing educational needs of students and the community. Goal 5: Ensure Efficient and Effective Resource Management Enhance institutional effectiveness by continuously improving human, fiscal, physical and technological resources. 58

59 St. Petersburg College Goals Mission Statement SPC s mission is to provide accessible, learner-centered instruction for students pursuing associate degrees, four-year degrees, and technical and continuing education. As a comprehensive multicampus state college, SPC seeks to be a creative leader and partner with students, communities and other educational institutions to deliver enriched learning experiences and to promote economic development. The college boasts an outstanding, diverse faculty and staff; advanced technology; distance learning; innovative teaching techniques; outstanding library and information resources; a climate for student success; and an enduring commitment to excellence. St. Petersburg College Goals The following St. Petersburg College goals were approved by the Board of Trustees in February 2010 during Tom Furlong s interim presidency. These goals were supplemented with detailed guidance from the 7/24 Plan developed by Bill Law during the presidential transition. Recent initiatives include the Collegiate Experience and the Life Plan project as described below Goals: I. Expand student access to baccalaureate programs, bachelor s degrees, graduate degrees, and careers; as well as prepare lower division students for successful transfer into baccalaureate programs through the associate in arts and articulated associate in science degree programs; II. Maintain the open door by providing opportunities for under-prepared students to achieve college entry-level skills through college preparatory programs and services; III. Promote the community s economic and cultural development with noncredit programs, continuing education life long learning, and targeted partnerships and leadership initiatives; IV. Contribute to the international education of students by providing opportunities that encourage global awareness and perspectives; V. Provide challenging educational opportunities for area high school students through dual enrollment, charter school and similar programs; VI. Promote student learning and maximize opportunities for student success by enhancing services delivered by student affairs staff; VII. Provide a diverse student body with innovative teaching and learning technologies in various instructional modalities; VIII. Build/acquire and maintain a high-quality infrastructure, including technology, facilities, and equipment, to meet student and community needs; IX. Recruit and develop an outstanding, diverse faculty and staff; X. Perform continuous institutional self-evaluation and efficient and effective operations to assure a culture of excellence in student services and academic success. 59

60 State College of Florida, Manatee-Sarasota Strategic Plan, Our Strategic Priorities 1. Student Learning and Development: Provide student-centered curricular and co-curricular learning experiences and support services that promote student success and goal achievement 2. Institutional Effectiveness: Ensure a data-informed, performance-based culture of assessment and improvement to enhance institutional excellence 3. Partnership: Provide the catalyst for the establishment, maintenance, expansion and improvement of synergistic programs and services with entities outside of the College 4. Technology: Leverage technology to promote student learning, faculty and staff development, operational excellence, and global outreach 5. Fiscal Responsibility: Embrace fiscal models and practices that attract new sources of revenue and expand existing resources that are compatible with the College s mission, values and vision 6. Quality Workforce: Provide professional development for SCF employees, promoting skills and degree attainment that will enrich the employees career paths and support the sustainable quality of programs and services at SCF 7. Pluralistic Focus: Encourage and expect cultural diversity, sensitivity and healthy habits of living in service to a sustainable environment Our Goals Strategic Priority #1 Student Learning and Development Goals Increase the scope, capability and capacity of advising services and programs for our students Develop the capability to teach our students life and social skills Identify and develop the capability to teach our students next generation workforce skills Develop and implement the appropriate strategies to provide our students with a safe and engaging college community Develop and implement a broad strategy that includes the establishment of a collegiate school, to positively affect area students preparation for college level learning Develop and provide services and programs using multiple types of delivery systems to serve diverse student learning needs Strategic Priority #2 Institutional Effectiveness Goals Update the comprehensive outcome measures used by the College to measure trends, effectiveness and efficiencies Develop data warehousing capability and analytics expertise to create and benchmark key performance measurements 60

61 Develop the capability to use data mining to create or enhance programs and services Develop the capability to provide critical support services 24/7 Conduct an on-going analysis of personnel workload, productivity, and responsibilities Strategic Priority #3 Partnership Goals Explore and expand inter-institutional articulation agreements with diverse learning organizations Explore a wide variety of community based partnerships that are mutually beneficial Develop and implement the appropriate strategies to meet the workforce needs of individuals and employers in our region Position the College as a valuable community asset by providing more curricular and cocurricular activities with a community service component and increase the use of volunteers on our campuses Expand and enhance social and cultural programs the College offers to the community Strategic Priority #4 Technology Goals Establish definitions, standards, guidelines and policies for technology infrastructure and hardware and software usage Provide comprehensive training, resources, and technical support to encompass the latest technological industry innovations Design and implement an ecampus capability that is responsive to the needs of all College stakeholders Develop a unified and integrated plan for communications technology Strategic Priority #5 Fiscal Responsibility Goals Develop external funding to support new program development and implementation to reduce dependence on College reserves Increase generation of net revenues from auxiliary enterprises Pursue operational efficiencies that increase productivity and cost effectiveness Endow positions and recurring activities to liberate operating funds Strategic Priority #6 Quality Workforce Goals Provide a competitive compensation package to all College employees Develop standardization of practices, policies, and procedures among all College personnel Promote communication and collaboration within and between functional areas of the College Expand and improve our approach to employee training, advancement and performance feedback Improve our ability to recruit, select and orient faculty and staff Strategic Priority #7 Pluralistic Focus Goals Expand the College s commitment to health and wellness initiatives Increase and support the diversity of the College community Implement practical sustainable living practices 61

62 Tallahassee Community College Strategic Plan Our Mission Tallahassee Community College is an open-admission comprehensive community college committed to preparing students for university transfer and to meeting economic and workforce needs. Its mission is to attract and support an outstanding faculty and staff that pursue excellence in teaching and learning through educational programs and services that promote the intellectual, social, and personal development of students; to assist students in developing the ability to think critically, creatively and reflectively; and to prepare students for productive and satisfying lives. Our Vision Tallahassee Community College exists to transform lives and communities by providing access to affordable, high quality instruction in a supportive environment that embraces the diverse needs of its students. Our Goals Priority 1: Student Success Provide programs and services to students that increase the opportunity for students to define and reach their educational and career goals by connecting them to the appropriate college resources and empowering them to take responsibility for their education. Priority 2: Enhanced Learning Deliver academic programs and learning support services that provide students with the appropriate resources for learning the knowledge and skills needed for the workplace or for transfer to baccalaureate programs in state universities. This priority requires exceptional levels of performance and achievement by all faculty and staff and therefore includes campus support and resources to meet professional growth expectations for all employees. Priority 3: Community Provide innovative solutions that strengthen our region s economy and workforce competitiveness. Priority 4:Alternative Delivery Systems Deliver curriculum and learning support resources at appropriate times and in appropriate formats to meet student needs. Priority 5: Technology and Out of Class Support Implement the appropriate technology and services to facilitate the learning environment for every Tallahassee Community College student. Priority 6: Finance Provide effective stewardship to enhance new and existing revenues and resources to promote growth and increase cost effectiveness. 62

63 Priority 7: Facilities Develop and construct capital projects that enhance the learning centered environment, improve physical facilities and ensure physical safety. Priority 8: Foundation Develop and implement systems for attracting financial resources to enhance student access and promote excellence in teaching and learning. Our guiding principles The Strategic Plan is guided by a number of principles. These principles are centered in governing the institution with integrity and in an ongoing commitment to enhance the quality of the institution s programs and services. I nnovation: The College fosters innovation and creativity in educational programs, instructional methods and services. D iversity: The College promotes a climate that values and celebrates diversity and an academic culture that recognizes the strengths and talents of all members of the community. E xcellence: The College strives to develop and maintain high academic and professional standards with an emphasis on excellence in all areas of the College. A ccess: The College serves students with diverse backgrounds and provides equal access to educational and professional programs that further the students varied interests and goals. S uccess: The College promotes student success by enabling students to develop the skills and knowledge needed to achieve their individual goals. Underlying the Strategic Plan are four assumptions that relate to resources, institutional research, the use and availability of appropriate technologies and communication. 1. Resources: The Strategic Plan assumes that the College will explore and actively seek additional funding sources to adequately support the initiatives in the Plan. 2. Institutional Research: The Strategic Plan assumes that the College will support the institutional research functions necessary to develop and assess the initiatives in the Plan. 3. Technology: The Strategic Plan assumes that the College will acquire and utilize appropriate technologies to support and advance the initiatives in the Plan. 4. Communication: The Strategic Plan assumes that the College will develop and disseminate information necessary to implement, support and advance the initiatives in the Plan. 63

64 Valencia College Strategic Plan Mission: Valencia provides opportunities for academic, technical, and life-long learning in a collaborative culture dedicated to inquiry, results, and excellence. Vision: Valencia is a premier learning college that transforms lives, strengthens community,and inspires individuals to excellence. Values: We value: Learning by committing to Valencia s core competencies Think, Value, Communicate, and Act and the potential of each person to learn at the highest levels of achievement for personal and professional success. People by creating a caring, inclusive, and safe environment that inspires all people to achieve their goals, share their successes, and encourage others. Diversity by fostering the understanding it builds in learning relationships and appreciating the dimensions it adds to our quality of life. Access by reaching out to our communities, inviting and supporting all learners and partners to achieve their goals. Integrity by respecting the ideals of freedom, civic responsibility, academic honesty,personal ethics, and the courage to act. Big Hairy Audacious Goals Envisioned for Every student develops high aspirations and the tools to achieve them. 2. Each student is treated as a person to be respected, challenged and served, and not as a problem to be solved. 3. Valencia s students can begin to pursue any higher educational goal by starting at Valencia. 4. Valencia creates learning experiences designed to support each student s needs and aspirations. 5. Valencia s graduating class demographic characteristics mirror those of the entering class. 6. The level of college-educated adults in Orange and Osceola counties is significantly higher than the national average Goal One: Build Pathways A. Design effective and efficient pathways to learning and educational progress for students. B. Create opportunities for students to develop and achieve their personal aspirations. C. Develop program options for students that enable them to compete successfully in the Central Florida economy. Objective 1.1 Transition to College 64

65 Partner with others to increase the college going rate of students from every high school and the percentage of those graduates who apply and enroll at Valencia. Objective 1.2 Persistence Increase the percentage of students who persist at Valencia through key academic thresholds. Objective 1.3 Goal Achievement Increase the course and program completion rate of Valencia students by decreasing the withdrawal rate. Objective 1.4 Economic Development Align plans for the Associate in Arts and Associate in Science degree programs, and the resources to support them, with the economic development needs of the region. Objective 1.5 Access Increase access to associate degree and higher programs through university partnerships, scholarships and financial support, and through the addition of Valencia campuses and locations in growing service district areas that are relatively distant from existing campuses. Goal Two: Learning Assured A. Implement optimal learning environments for students. B. Integrate individual student effort with the learning process. C. Establish learning and learning support systems and techniques designed to reduce achievement gaps among groups of learners from diverse backgrounds. Objective 2.1 Learning Outcomes Develop, align, and review program learning outcomes to assure a cohesive curricular and cocurricular experience that enhances student learning. Objective 2.2 College-level Writing Increase the percentage of students writing at the college level. Objective 2.3 Completion of Mathematics Increase the percentage of students who complete the math sequence within two years. (Completion is defined as successfully completing the highest level math course required for a program of study. The two-year measurement period begins upon entrance to the College.) Objective 2.4 Completion of 15 college credits Increase the percentage of students mandated into developmental courses who complete within three years the first 15 college level hours of their programs of study. (Developmental courses are defined to include MAT1033C.) Objective 2.5 Close achievement gaps Close achievement gaps among students from diverse backgrounds in completing six key courses, leading to increased persistence and program completion rates. Note: The six courses are: College Prep mathematics Pre-Algebra (MAT0012C) and Beginning Algebra (MAT 0024C), Intermediate Algebra (MAT1033), and gateway courses, Communications (ENC1101), Political Science (POS2041), and College Algebra (MAC1105). Goal 3. Invest in Each Other A. Establish operational systems based on collaboration and deep stewardship of our work. B. Demonstrate support for employee professional development, career growth and healthy living. Objective 3.1 Collaboration 65

66 Strengthen Valencia s collaborative culture through learning and leadership development opportunities in the effective use of collaborative approaches, and through regular review and evolution of our shared governance system. Objective 3.2 Career Growth By 2013, Valencia will have a robust system of career growth and planning in which all Valencia employees will participate. (Note: This does not include faculty, who have a separate faculty development program.) Objective 3.3 Employee Wellness Increase the percentage of employees engaged in self-reported wellness practices. Goal Four: Partner with the Community A. Coordinate student needs and College goals with community partners. B. Actively respond to community needs and goals. Objective 4.1 Community Investment By 2013, Valencia will emerge as a first-tier investment for the philanthropic community, supporting the missions of the Valencia Foundation and the College. Objective 4.2 Alumni Involvement By 2013, significantly increase the membership and the active involvement of alumni in giving of their time and resources to support Valencia. Objective 4.3 Community Engagement Significantly increase documented college engagement with community organizations and businesses, contributing to meeting community needs and increasing community awareness of the College s mission and services, authentically raising our profile in the community and leading to Valencia becoming an investment of choice. Objective 4.4 Workforce Development Increase reported satisfaction by Valencia graduates with their preparedness for upper division studies and the workforce, and increase the numbers of companies and individuals served by Valencia Enterprises, contributing to meeting key workforce needs of the community. 66

67 Access, 12, 14, 28, 39, 53, 57, 65, 66, 72, 73, 75 Accountability, 5, 11, 17, 34, 40, 44, 55, 57, 61, 64 Advising, 2, 13, 15, 24, 27, 33, 40, 46, 69 Advocacy, 6 Affordability, 7, 10, 16, 19, 21, 39, 47, 49, 53, 55, 56, 65, 72 Alumni, 76 Assessment, 5, 11, 12, 13, 15, 16, 18, 20, 22, 23, 24, 27, 33, 35, 37, 40, 44, 46, 47, 49, 57, 58, 59, 61, 68, 69, 70, 73 Baccalaureate, 7, 18, 28, 33, 39, 51, 53, 55, 56, 62, 63, 67, 72 Centers of Excellence, 23 Certificates, 2, 7, 8, 10, 13, 19, 22, 23, 24, 39, 50, 51, 53, 55, 59 Civic Responsibility, 17, 19, 22, 57 Classes Alternative Formats, 4, 15, 39, 69, 72 College of Choice, 11 Communication, 11, 15, 22, 29, 30, 31, 34, 35, 37, 44, 54, 55, 71, 73 Community Role, 4, 5, 6, 8, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 21, 22, 23, 24, 27, 28, 30, 33, 35, 36, 37, 39, 41, 42, 47, 48, 49, 51, 52, 53, 55, 57, 59, 60, 68, 70, 72, 76 Regional Strategic Plan, 16 Continuing Education, 8, 17, 18, 23, 33, 36, 51, 54, 67 Continuous Improvement, 5, 10, 11, 17, 18, 21, 27, 30, 43, 53, 55, 57, 59, 64, 65, 66 Cross-Referencing Index Degrees, 2, 7, 8, 10, 11, 12, 13, 18, 19, 22, 23, 24, 26, 28, 31, 33, 36, 39, 48, 50, 51, 53, 55, 56, 59, 62, 63, 65, 67, 75 Distance Learning, 4, 12, 16, 17, 21, 27, 29, 35, 37, 39, 58, 64, 67, 70 Diversity, 2, 3, 7, 11, 12, 14, 17, 19, 21, 23, 27, 28, 33, 35, 36, 40, 41, 42, 43, 49, 51, 54, 55, 56, 57, 59, 61, 63, 65, 68, 69, 71, 73, 75 Dual Enrollment, 33, 67 Economic Development, 2, 8, 10, 13, 14, 16, 17, 19, 21, 22, 23, 24, 25, 27, 28, 29, 33, 35, 36, 39, 47, 48, 49, 51, 52, 53, 59, 60, 61, 62, 63, 65, 66, 67, 72, 75 Education, 66 Quality, 7, 10, 11, 17, 18, 26, 49, 57 Remediation, 14, 33, 39, 51, 59, 62 Teaching, 3, 4, 11, 12, 13, 18, 21, 22, 23, 26, 35, 37, 39, 44, 47, 49, 51, 52, 58, 59, 61, 65, 67, 72, 73 Employer of Choice, 40 Enrollment, 4, 7, 8, 13, 23, 24, 35, 36, 37, 38, 43, 50, 52, 56, 62 ERP, 12, 13, 37, 58 Ethics, 50, 51 Facilities, 4, 8, 12, 13, 14, 16, 18, 25, 27, 29, 30, 37, 38, 40, 42, 50, 51, 52, 54, 60, 68, 73, 75 Master Plan, 3, 4, 37 Faculty & Staff, 3, 5, 8, 10, 12, 13, 14, 15, 17, 18, 22, 23, 27, 29, 30, 36, 40, 41, 44, 48, 49, 51, 52, 53, 55, 56, 57, 58, 59, 67, 68, 69, 70, 71, 72, 76 Financial Aid, 13, 15, 19, 22, 27, 33, 40, 54, 75 Financial Reserves, 48 Fiscal Resource Management, 8, 13, 16, 26, 29, 36, 43, 45, 47, 48, 52, 60, 66, 69, 70, 73 Foundation, 11, 24, 36, 41, 45, 48, 56, 64, 73 Global, 11, 14, 17, 18, 22, 23, 26, 32, 39, 43, 49, 51, 53, 57, 59, 62, 67, 69 Innovation, 11, 12, 16, 17, 18, 21, 28, 30, 39, 43, 48, 57, 59, 64, 73 Integrity, 8, 10, 11, 14, 18, 21, 30, 33, 34, 47, 54, 55, 61, 73 Leadership Development, 3, 12, 15, 29, 76 Learning Outcomes, 3, 5, 12, 15, 26, 31, 35, 40, 42, 44, 47, 49, 53, 55, 58, 59, 72, 75 Legislature, 5, 36, 42 Lifelong Learning, 2, 10, 13, 19, 26, 27, 28, 30, 31, 39, 48, 49, 52, 57, 61, 62, 63, 65, 67, 74 Marketing, 5, 8, 16, 18, 24, 44, 45, 54, 56 Brand, 8, 14, 45, 52, 53, 56, 60 Military, 18, 23 Mission Statement, 2, 7, 10, 11, 14, 17, 19, 26, 28, 33, 39, 47, 49, 51, 53, 57, 61, 65, 67 Beliefs, 49 Core Principles, 34, 35 Guiding Principles, 10, 29, 73 Priorities, 12, 14, 34, 53, 69 Values, 11, 14, 17, 19, 21, 30, 34, 44, 47, 55, 57, 59, 61, 74 67

68 Revenue, 4, 14, 18, 22, 42, 45, 54, 64, 69, 70, 73 Contracts, 5 Fundraising, 13, 24, 36, 64, 76 Gifts, 5, 16, 24, 45 Grants, 5, 13, 16, 24, 36, 41, 45, 64 Safety, 4, 5, 12, 18, 29, 45, 49, 52, 54, 69, 73 Small Business, 23 STEM, 28, 39, 58 Student Services, 7, 12, 13, 14, 15, 22, 27, 28, 33, 35, 40, 41, 68 Student Success, 3, 7, 10, 11, 12, 14, 15, 17, 18, 21, 26, 28, 31, 32, 33, 34, 35, 37, 39, 41, 47, 49, 50, 51, 53, 55, 56, 59, 65, 66, 67, 69, 72, 73, 74 Retention, 8, 22, 24, 26, 28, 35, 39, 40, 46, 50, 52, 53, 56 Students Services, 65 Sustainability, 4, 10, 16, 17, 18, 23, 37, 42, 49, 50, 57, 69, 71 Technology, 4, 8, 12, 13, 14, 15, 19, 21, 22, 23, 24, 27, 28, 29, 30, 32, 33, 37, 39, 40, 43, 45, 49, 50, 54, 57, 58, 59, 64, 67, 68, 69, 70, 72, 73 Transportation, 42 Vision, 7, 10, 11, 14, 17, 21, 26, 33, 42, 47, 48, 49, 51, 53, 55, 59, 61, 72, 74 Workforce Development, 2, 4, 7, 8, 13, 15, 17, 18, 19, 22, 23, 26, 27, 29, 33, 36, 39, 41, 48, 49, 51, 52, 53, 54, 55, 56, 57, 59, 60, 62, 63, 65, 69, 70, 72, 76 68