Strategic Planning Committee
- Charter
- Minutes
- Draft Plan
- Members
Charter
Purpose
The purpose of the Strategic Planning Committee (SPC) is to facilitate the strategic planning process and serve as the primary body responsible for external environmental scanning.
Does
| Task | Action |
|---|---|
| Participates in an annual fall strategic planning retreat to synthesize scanning data and identify annual college–wide initiatives to modify the strategic plan. | Analyze data, conduct gap analysis, modify strategic plan. |
| Serve as stewards of the college in the identification of priorities to enhance the college’s vitality | Recommend priorities. |
| Engage faculty, staff and students in the planning process. | Engage the College. |
| Facilitate processes and develop recommendations for updating the Vision, Mission, and Values statements at the College. | Facilitate and recommend updates. |
| Ensure that appropriate communication processes are in place to keep the internal community informed of progress. | Communicate. |
| Ensure that appropriate mechanisms are in place to link planning, assessment and budgeting and report successes annually. | Examine and evaluate progress on implementation. |
| Serve as an advocate and champion for the college’s strategic plan. | Advocate and champion. |
Does Not
Focus on individual departments, operational issues, or specific resource allocation.
Guiding Points
- Keep the whole College in mind
- Focus on the future
- Simplify processes
- Constantly strive to more closely align the College with community needs
- Consider conducting student focus groups to obtain student input
- Use the STEEP Model for environmental scanning to analyze social, technology, education, economic and political sectors
Minutes
2008
2007
2008-2013 Strategic Plan
Priorities/Directions
- Directions:
- Enhance the overall student intake system
- Strengthen the overall student support system
- Review and refine systems to increase support for under-prepared students
- Directions:
- Develop a culture common to students, faculty and staff that values learning
- Strengthen academic programs
- Diversify learning opportunities for students
- Directions:
- Increase educational partnerships
- Expand workforce development efforts
- Directions:
- Strengthen faculty and staff communication
- Enhance the overall working environment for faculty and staff
- Directions:
- Expand resources that support learning
- Create a more learner-centered physical environment
- Enhance the overall student intake system
- Evaluate and implement design team recommendations to the student intake system.
- Review systems servicing non-traditional students.
- Strengthen the overall student support system
- Create and implement a comprehensive student retention plan that includes recommendations to academic advising from the design team and Middle States.
- Create and implement a strategy to communicate the availability of student support services.
- Review and refine systems to increase support for under-prepared students
- Conduct a developmental curriculum review and make necessary adjustments to increase student success in the transition to college coursework .
- Review student placement processes.
- Develop a culture common to students, faculty and staff that values learning
- Clearly identify and communicate effectiveness priorities in each area in support of student learning and the College mission and utilize assessment results.
- Identify and implement methods to assess student engagement in their learning.
- Strengthen academic programs.
- Create and implement a new process for reviewing existing academic programs.
- Create and implement a formal comprehensive needs assessment process for considering new programs.
- Create and implement marketing strategies to identify and support signature programs.
- Diversify learning opportunities for students.
- Develop the necessary courses to offer a minimum of 3 degrees and 4 certificates in a blended instructional delivery of online and hybrid courses.
- Create and implement a comprehensive internship and job placement service.
- Create systems and support structures that increase interdisciplinary and collaborative learning efforts.
- Implement strategies that support diversity and global view efforts.
- Increase educational partnerships
- Secure national accreditation and evaluate the effectiveness of dual-credit and educational partnerships with local school districts.
- Centralize the coordination of academic transfer agreements to expand partnerships with four-year colleges and universities.
- Expand workforce development efforts
- Implement a workplace success credit program.
- Implement online registration for open enrollment programs for community education.
- Implement summer career camps for youth in MVCC program-related areas.
- Strengthen faculty and staff communication.
- Review overall committee structures and make necessary changes.
- Identify a set of core institutional effectiveness indicators and define associated measurements.
- Enhance the overall working environment for faculty and staff.
- Clarify and revise the hiring system for new faculty and staff based on design team recommendations.
- Revise the employee recognition system based on design team recommendations.
- Create and implement a comprehensive staff development system based on design team recommendations.
- Create and implement a comprehensive support system for adjunct faculty based on design team recommendations.
- Expand resources that support learning.
- Evaluate and implement updated learning management software for online programs.
- Increase the currency of instructional equipment.
- Pursue alternative funding sources through expanded MVCC Foundation and grant proposal efforts to support strategic priorities and directions.
- Create a more learner-centered physical environment
- Update the campus master plan.
- Assess the classroom environment and prioritize necessary changes.
- Initiate the design phase for the expansion of the Jorgensen athletic complex.
- Implement additional comprehensive emergency response plan components.
- Develop and implement a comprehensive sustainability plan for the College.
Student Success (Priority)
Academic Excellence (Priority)
Creative Partnerships (Priority)
Vibrant Culture (Priority)
Leveraged Resources (Priority)
2008-09 Annual Plan
Initiatives
Student Success
Academic Excellence
Creative Partnerships
Vibrant Culture
Leveraged Resources
| I. Student Success | |||
|---|---|---|---|
| I.A. Enhance the overall student intake system | Responsibility | Support | Measures |
| I.A.1 Evaluate and implement design team recommendations to the student intake system. | Student Intake | VP Students | Documentation of changes |
| I.A.2 Review systems servicing non-traditional students. | Student Intake | VP Students | Review complete |
| I.B. Strengthen the overall student support system | |||
| I.B.1 Create and implement a comprehensive student retention plan that includes recommendations to academic advising from the design team and Middle States. | Student Success | VPLAA | Plan implemented |
| I.B.2 Create and implement a strategy to communicate the availability of student support services. | Student Success | VPLAA | Strategy implemented |
| I.C. Review and refine systems to increase support for under-prepared students | |||
| I.C.1 Conduct a developmental curriculum review and make necessary adjustments to increase student success in the transition to college coursework. | New | VPLAA | Review and adjustments made with data identified, collected, and analyzed |
| I.C.2 Review student placement processes. | New | VPLAA/VP Students | Review complete |
| II. Academic Excellence | |||
| II.A. Develop a culture common to students, faculty, and staff that values learning | |||
| II.A.1 Clearly identify and communicate effectiveness priorities in each area in support of student learning and the College mission, and utilize assessment results. | IEC | VP Admin/VP Students | Effectiveness priorities are identified, communicated and use of results documented |
| II.A.2 Identify and implement methods to assess student engagement in their learning. | IEC | VPLAA | Methods are implemented |
| II.B.1 Create and implement a new process for reviewing existing academic programs. | Prog Review Comm | VPLAA/Dir IA | New process implemented |
| II.B.2 Create and implement a formal comprehensive needs assessment process for considering new programs. | Prog Review Comm | VPLAA/Dir IA | New process implemented |
| II.B.3 Create and implement marketing strategies to identify and support signature programs. | Marketing | VPLAA/VPStudents | Strategies implemented to identify signature programs, strategies implemented to support signature programs |
| II.C Diversify learning opportunities for students. | |||
| II.C.1 Develop the necessary courses to offer a minimum of 3 degrees and 4 certificates in a blended instructional delivery of online and hybrid courses. | DDL | VPLAA | Programs offered |
| II.C.2 Create and implement a comprehensive internship and job placement service. | New | VPStudents/VPLAA/ Rome Dean | Service implemented |
| II.C.3 Create systems and support structures that increase interdisciplinary and collaborative learning efforts. | New | VPLAA | Systems and structures in place, increased efforts documented |
| II.C.4 Implement strategies that support diversity and global view efforts. | DGV Committee | VPLAA | Strategies implemented |
| III. Creative Partnerships | |||
| III.A. Increase educational partnerships. | |||
| III.A.1 Secure national accreditation and evaluate the effectiveness of dual credit and educational partnerships with local school districts. | College Outreach | VP Students/VPLAA | Accreditation secured, effectiveness evaluated |
| III.A.2 Centralize the coordination of academic transfer agreements to expand partnerships with four-year colleges and universities. | New | VPLAA | Coordination centralized, partnerships expanded |
| III.B. Expand workforce development efforts. | |||
| III.B.1 Implement the workplace success credit program | CCED/Acad Aff. | Rome Dean/VPLAA | Program implemented, students enrolled |
| III.B. 2 Implement online registration for open enrollment programs for community education | DDl/Registration | VPLAA/VPAdmin | Registration implemented |
| III.B.3 Implement summer career camps for youth in MVCC program-related areas | CCED | Rome Dean | Camps offered, students enrolled |
| V. Vibrant Culture | |||
| IV.A. Strengthen faculty and staff communication. | |||
| IV.A.1 Review overall committee structures and make necessary changes. | Exec/Senate | President | Review complete, structure modified |
| IV.A.2 Identify a set of core institutional effectiveness indicators and define associated measurements. | IEC | President | Core indicators identified, measurements defined |
| IV.B. Enhance the overall working environment for faculty and staff. | |||
| IV.B.1 Clarify and revise the hiring system for new faculty and staff based on design team recommendations. | HR office | Exec | Hiring system revised |
| IV.B.2 Revise the employee recognition system based on design team recommendations. | Awards Comm. | Exec | Employee recognition system revised |
| IV.B.3 Create and implement a comprehensive staff development system based on design team recommendations. | Staff Development Comm | Exec | Staff development system implemented |
| IV.B.4 Create and implement a comprehensive support system for adjunct faculty based on design team recommendations. | Department Heads | VPLAA | Adjunct faculty support system implemented |
| V. Leveraged Resources | |||
| V.A. Expand resources that support learning. | |||
| V.A.1 Evaluate and implement updated learning management software for online programs. | DDL | VPLAA/IT | LMS system updated |
| V.A.2 Increase the currency of instructional equipment. | Department Heads | VPLAA/IT | Equipment updated |
| V.A.3 Pursue alternative funding sources through expanded MVCC Foundation and grant proposal efforts to support strategic priorities and directions. | Foundation Grants Office | President | MVCC Foundation and grant proposals expanded |
| V.B. Create a more learner-centered physical environment | |||
| V.B.1 Update the Campus Master Plan. | Exec | President | Campus Master Plan updated |
| V.B.2 Assess the classroom environment and prioritize necessary changes. | Academic Standards | VPLAA/IT | Assessment conducted, priorities identified |
| V.B.3 Initiate the design phase for the expansion of the Jorgensen athletic complex. | Athletic Dept. | Exec | Design phase implemented |
| V.B.4 Implement additional comprehensive emergency response plan components. | Crisis Team | President/Board | Components implemented |
| V.B.5 Develop and implement a comprehensive sustainability plan for the College. | Sustainability Comm. | Senate/Exec | Plan implemented |
Members
SPC members are appointed by the College President to provide a diverse representation of College departments and employees. All non–standing appointments serve alternating two–year terms (starting in September) with potential renewal as follows:
| Standing | 2007–2008 | 2008–2009 |
|---|---|---|
| President (Sponsor) | ||
| VP for Learning Academic Affairs | Dept Head – Jubenville | Department Head |
| VP for Administrative Services | Classified–Noti | Classified–Kohl |
| VP for Student Services | IEC–Rosero | NTPA–Halko |
| Director of HR | NTP–Sawyer–White | Rome–Badolato |
| Director of IT | Student Services–Ianno | Facilities–McHarris |
| Assistant Dean for Enrollment Management | Faculty–Vacant | Faculty–Ramos |
| Dean of Rome Campus | Faculty – Quist | Faculty – Kahler |
| Director of Marketing | Faculty – Kelly (Recorder) | Faculty – Judycki |
| Executive Assistant to President (Chair) | At–Large | CCED–Armstrong |
| Director of Institute Assessment (Vice Chair) | Special Appointments as Necessary | At–Large |
Open Tab: Charter | Minutes | Draft Plan | Members
