2010-2011 cctc plan of action · 4 • received sacs approval to implement two new certificate...

Central Carolina

Technical College

2010‐2011

Annual Plan of Action

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Table of Contents

Introduction

Planning at Central Carolina Technical College 3

Institutional Effectiveness Review of Accomplishments of the 2009‐2010 College Goals 3

Areas of Focus Identified for 2010‐2011 6

2010‐2011 Plan of Action

Mission Statement 7

2010‐2015 Strategic Plan 7

College Vision 8

College Values 8

Statement of Role and Scope 8

2010‐2011 College Annual Goals 10

Divisional Plans of Action

President’s Office 11

Academic Affairs 15

Student Affairs 30

Business Affairs 45

Administration and Planning 57

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INTRODUCTION

Planning at Central Carolina Technical College Central Carolina Technical College engages in ongoing, integrated, and institution wide research-based planning and evaluation processes. The elements of Central Carolina Technical College’s planning processes incorporate a systematic review of the institution’s mission, goals, and outcomes; and the result is continuous improvement in the institution’s quality and demonstrates that the institution is accomplishing its mission. Planning for institutional effectiveness involves two processes: 1) annual planning and 2) strategic long-term planning. Both employ assessment for continuous improvement as a parallel process to planning. The College involves multiple stakeholders in its collaborative planning process and maintains a focus on its mission in planning for institutional effectiveness. It is the responsibility of the Executive Leadership Team (ELT) to provide leadership in established procedures to ensure comprehensive and integrated planning and budgeting processes throughout the institution. The procedures employed are designed to empower the organizational units to plan, evaluate, and continuously improve student learning, teaching, and support services through the identification of expected outcomes. The Vice President for Administration and Planning coordinates all planning functions at the College and ensures that the institution is following all Southern Association of Colleges and Schools accreditation standards related to planning and institutional effectiveness. Institutional Effectiveness Review of Accomplishments of the 2009-2010 College Goals Central Carolina Technical College employs the practices of reviewing the previous year’s plans of action throughout the institution as a basis for the formulation of the upcoming year’s plan of action. This is institution-wide and results in an integrated and comprehensive review of the Annual College Goals. While the specific detail level of accomplishments is recorded at the division and departmental level, the College accomplished many major objectives during the 2009-2010 year and provides this roster as evidence of the qualifications and experience of the professionals at Central Carolina Technical College which spans work experience in public education, private sector experience, community involvement, academic preparation, and experience in leadership and management to support the Mission of the College.

• Graduated a record number of students in 2008-2009. The College reported on the Fall 2009 IPEDS Completions Report the following awards: 251 associate degrees, 89 diplomas, and 305 certificates (645 total awards). The College expects to exceed this number in 2009-2010.

• Increased the Graduation Rate: Reported a 10% graduation rate on the Spring 2010 IPEDS Graduation Rate Report for the 2006 cohort. The IPEDS-reported graduation rate for the 2005 cohort the previous year was 8%.

• Maintained a strong Placement Rate. Reported a Placement Rate of 94% in Spring 2010 for the 2008-2009 graduating class. (Last year’s rate was 98%.)

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• Received SACs approval to implement two new certificate programs: The College received SACS approval to implement the Massage Therapy Certificate and the Human Services Certificate for Fall 2010.

• Conducted program reviews in accordance with the College’s Review Cycle: The College reviewed the Associate Degree in Occupational Technology, Diploma in General Technology, and the Certificate in General Education. The program reviews are published in the 2010 Institutional Effectiveness Report. The College also reviewed the General Education curriculum in this report.

• Continued Maymester course offerings. The College offered the four-week, hybrid-course Maymester option again in Summer 2010, having successfully piloted it in Summer 2009. CCTC enrolled 67 students in Maymester (49 in 2009). Courses offered included: ENG 101, HIS 202, MUS 105, PSY 201, PSY 203, and SPC 205.

• Increased online course offerings. Students may now complete the Associate of Arts degree, several certificates, or individual courses in a web-based learning environment, which allows students to balance education, work, and family responsibilities. In Fall 2009, CCTC increased the distance education course offerings to 95 sections from 69 in Fall 2008; the unduplicated headcount rose from 761 to 1102 students.

• Developed the 2010-2015 Strategic Plan. The College hosted a Strategic Planning Forum on April 1, 2010, with participants including community leaders, faculty/staff, and students. The Strategic Planning Team developed the 2010-2015 Strategic Plan based on the Forum’s feedback.

• Implemented the first year of the Retention Plan. The College implemented the Retention Team’s Plan of Action, which included the creation of the Tutoring Center, a New Student Orientation program, and the continued use of the student tracking/advisement system developed the previous year. To date, the tracking/advising system shows the 2008 cohort is currently at an estimated 18% graduation rate, which is on track to exceed the expected 11% benchmark the Retention Team set for the 2012 Spring IPEDS Graduation Rate Report.

• Implemented the Desire2Learn distance education software. As part of the Distance Education Plan of Action, the College purchased and implemented the Desire2Learn software as its course delivery method for distance education. The software was piloted in Summer 2009 and went live in Fall 2009.

• Opened the new Kershaw Campus. The Kershaw Campus along the I-20 corridor in Kershaw County opened in May 2010. The site offered Keyboarding, Biology, Computer Technology, English, Math, and General Psychology courses.

• Initiated construction for the Health Sciences Center. Construction continued on the Health Sciences Center throughout the 2009-2010 academic year. The building will be operational for the Fall 2010 semester. The new building meets the following College objectives: 1) expand the Health Sciences programs to meet the needs of the community, 2) reduce overcrowding in the current Health Sciences classroom building, 3) bring the Health Sciences programs in close physical proximity to Tuomey Hospital, 4) enhance the revitalization of downtown Sumter, and 5) support economic development and workforce readiness.

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• Implemented Facility Renovations. In 2009-2010, The College expanded the Testing Center, renovated Room 102 and Room 585 (the Tutoring Center), replaced roofs on M100 and M400 and started work on the M300’s roof, and performed other renovations on Building M400. The College also planned, bid, and ordered campus-wide signage project (to start and finish in July 2010). Applied for and received an energy grant of $100,206 from the SC Energy Office for lighting upgrades in M200, M300A, M300B, and M600.

• Received the Perkins Campus Impact Award: The Perkins IV Team at State Tech awarded Central Carolina the Perkins Campus Impact Award in reflection of Central Carolina’s work in instituting practices and procedures for managing Perkins Funding and providing support and resources to technical students.

• Piloted new online time-entry/leave system. ILT and the Business Affairs Division successfully piloted an online leave system in Banner, allowing the College to go paperless for leave reporting and giving employees and supervisors more control of the process.

• Piloted and implemented new online SNAP student survey software. The ILT and IE offices collaborated on the implementation of the SNAP online surveying software. IE piloted SNAP in Spring 2010. The software went live for Summer 2010. The new system surveys by email, eliminating the cost of paper surveying and reducing data processing and dissemination time.

• Upgraded computer systems and applications. ILT successfully upgraded the College to Banner 8 and transitioned to a Linux virtualized platform. ILT also upgraded Oracle to the required level for Banner 8. Completed the updated EDSS project for the new extract and reporting requirements for non-credit enrollment and changes in reporting race/ethnicity. The extraction programs were re-written to incorporate the file layout changes.

• Implemented the final year of a five-year Quality Enhancement Plan (QEP) to significantly impact student success. The QEP’s focus was on technology skills and preparing students for the technology needs of college and the workplace as well as preparing faculty for teaching in the ever-changing world of technology. As part of this comprehensive project, all new students took a Basic Technology Competency Placement assessment and were placed in computer courses according to their skill level. Graduating students were asked to complete the Basic Technology Competencies exit examination to measure technology skill level upon program completion. Full-time faculty were offered extensive technology training throughout the year and given an assessment to measure Instructional Technology Competencies advances over five years. Academic departments identified program competencies and subsequently evaluated students through exit exams and capstone courses. Data was collected from all assessments and the results were used to improve college courses and services. The compilation of the final report was begun with an anticipated submission date of September 2011.

• Developed a new procedure for Job Placement data. The new system will track the graduates throughout the year, giving faculty members more time to locate students and refer them to Job Counseling for employment assistance if needed.

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• Formed a Course Success Team. The College formed a team to study the course success rates for both traditional and distance education courses. ILT designed new ARGOS reports to assist in monitoring course success.

Areas of Focus Identified for 2010-2011 While the roster of accomplishments is broad and represents the realization of many objectives, the Executive Leadership Team also recognizes there are many areas for further development within the institution to provide for continuous improvement. Some general content areas for focus in the 2010-2011 year were identified as follows:

• Marketing of the institution to serve the stakeholders • Continuous review of the appropriateness and relevancy of the curriculum • Compliance with all SACS standards • Development of measures for learning outcomes in programs and courses • Implementation of the College’s Master Plan for Facilities • Implementation of the College’s 2010-2015 Strategic Plan • Establishment of an Alumni Affairs Program • Development of measures for student outcomes in Student Affairs • Expansion of the Kershaw County Campus to meet the needs of citizens

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2010-2011 Central Carolina Technical College Plan of Action

Mission Statement Central Carolina Technical College is a comprehensive, public, two-year institution of higher education dedicated to fostering a positive environment of teaching and learning for faculty, staff, and students. The College serves primarily the region of Clarendon, Lee, Kershaw, and Sumter counties in South Carolina and confers associate degrees, diplomas, and certificates. College programs, student support services, and resources provide citizens, businesses, industries, and communities with quality, affordable, accessible, customer-responsive post-secondary education through life-long learning and specialized training opportunities. These are designed to develop the foundation for personal growth, economic development, and an improved quality of life through multiple learning environments including traditional and electronic instructional methods. The College's vast array of associate degree, diploma, and certificate programs prepares students to enter the job market, to transfer to senior colleges and universities, and to achieve their professional and personal goals. Specifically, Central Carolina offers academic programs in business, the health sciences, public service, industrial and engineering technology, and the arts and sciences. Through its comprehensive programs and support services, the College annually serves over 6,000 credit students and 3,000 continuing education students through traditional and non-traditional formats in multiple learning environments including online, electronic, and distance learning. (Revision Approved by the Central Carolina Technical College Area Commission, May 18, 2010, and the South Carolina Commission on Higher Education on May 26, 2010) 2010-2015 Strategic Plan The 2010-2015 Strategic Plan was developed in April of 2010 with the following 7 Goals provided for the areas of focus:

1. The College will expand the training and educational programs’ scope and effectiveness within the community.

2. The College will strengthen its role with K-12 institutions and become a first-choice option for high school students.

3. The College will strengthen students’ pathways to four-year colleges. 4. The College will expand its accessibility and program offerings. 5. The College will foster an environment conducive to student success. 6. The College will attract and retain quality faculty and staff. 7. The College will practice effective stewardship of its resources and seek new avenues of

funding. The 2010-2015 Strategic Plan serves as a comprehensive planning resource to support annual planning along with the College Mission, Vision, Values, Role and Scope.

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College Vision

Central Carolina Technical College will be the first choice for exceptional, quality, affordable technical and comprehensive education, provided in an innovative, student-centered learning environment.

College Values

Central Carolina respects the diversity of its student body and recognizes the worth and potential of each student. The College values an environment that fosters creativity and resourcefulness among its students, faculty, staff, and administrators and encourages teamwork, open communication, and free exchange of ideas. In its attitudes and principles, the College affirms the following values and beliefs in providing its programs and services:

Excellence Integrity Innovation

Statement of Role and Scope

In recognition of the importance of its role in enhancing the economic vitality and quality of life for all citizens, Central Carolina Technical College seeks to fulfill its mission through meeting the needs of its stakeholders as follows:

• GRADUATES: The College is committed to graduating students who will be productive members of society with strong values and ethics; who will have employability skills, including oral and written communication skills, critical thinking, problem solving, analytical, scientific and computational skills; who can utilize and adapt to new technology and accept and initiate change; and who have an appreciation for cultural diversity, are self-directed and self-disciplined, and have the ability to function cooperatively.

• STUDENTS: The College seeks to provide for its students an affordable, quality post-secondary education while maintaining an open door admissions policy. Students will have the opportunity to succeed regardless of educational preparation through developmental programs and services as well as to pursue vocational and personal growth needs in an environment embracing rapidly changing technologies.

• EMPLOYERS: The College is dedicated to providing employers with skilled work-ready employees and to serving as an avenue for on-going specialized training with access to the latest technologies and educational services so that existing and new employers will find the area attractive for their workforce.

• COMMUNITY: The College seeks to serve the community by providing access to education wherever, whenever, and however necessary to meet community and individual needs for affordable education opportunities leading to an improved quality of life

• K-12 STUDENTS: The College will provide opportunities for K-12 students to experience career exploration and planning, have access to a seamless progression toward a career or higher education and have an opportunity to accelerate their learning for employability and/or advanced placement through faculty /staff collaboration.

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• OTHER EDUCATIONAL INSTITUTIONS: The College will endeavor to have a high utilization of resources through partnerships with other institutions who will be collaborative partners working to expand education programs while minimizing duplication.

(Revision Approved by the Central Carolina Technical College Area Commission, July 21, 2005 and the South Carolina Commission on Higher Education on October 6, 2005)

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Central Carolina Technical College

Annual Goals for 2010-2011

1. Provide ongoing marketing and promotion of the College to support a collegiate image generating greater interest and awareness in the public arena that Central Carolina Technical College offers postsecondary educational opportunities.

2. Provide relevant curricula in all academic divisions through the assessment of workforce and economic development needs of the College’s service area.

3. Provide continuing education training opportunities that support the College’s service

area business and industry through a collaborative relationship between credit and noncredit programs.

4. Compile the Fifth-Year Report for continued SACS accreditation and monitoring of the

results of the Quality Enhancement Plan, “Bridging the Digital Divide.”

5. Continue to implement facilities master plan in order to ensure sufficient and improved internal and external space is available to meet the College’s needs.

6. Attract and retain appropriately credentialed, diverse, and talented faculty and staff by

offering competitive salaries and benefits.

7. Continue to address expansion of Kershaw County campus by securing additional funding resources necessary for continued growth of this campus

8. Provide a comprehensive approach for the delivery of quality distance education courses and programs through the integration of academic and student services that facilitates accessibility of institutional resources for student success.

9. Develop and implement learning outcomes for student support services in an effort to provide quality services that support the learning environment and address student concerns such as financial need and personal development.

10. Develop a plan for increased awareness of the College Education Foundation through alumni involvement and scholarship donor activities.

11. Establish an effective and timely approach for collecting and analyzing data which supports decision-making and improves overall institutional effectiveness.

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Central Carolina Technical College

President’s Office POA

AY/FY 2010‐2011

Annual Goal Strategic Plan Division Objective Implementation Tasks Expected Outcomes Person Responsible # Supported Goal/Strategy #

All Annual Goals

1 1. Provide leadership to the Executive Leadership Team in the implementation of the College’s planning process for programs, services, and facilities supporting continuous improvement.

1.1 Communicate the College’s 2010-2015 Strategic Plan to stakeholders.

1.1 College stakeholders will be informed regarding the plans for the College during the 2010-2015 time period.

President and Executive Leadership Team

1.2 Assess the progress of the College in accomplishing the 2010-2011 Annual Goals.

1.2 The ELT will be able to identify accomplishments, assess status, and integrate use of results for continuous improvement resulting in alignment with the Strategic Plan and producing the 2011-2012 College Annual Goals.

Executive Leadership Team

1.3 Assess the progress of the Master Plan for the 2010-2011 year in the area of facilities for delivery of programs and services.

1.3 The Health Sciences programs will be relocated to the Health Sciences Center; Building 600 will be renovated; Building 700 will be repurposed; the utilization of the Shaw Center and the Downtown Federal Building will be assessed; and the Student Services Center project will be implemented.

Executive Leadership Team

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1, 7, 10 2 2. Facilitate ongoing communication with partners to increase the awareness of the role of the College in providing postsecondary educational opportunities.

2.1 Serve as the primary portal of communication to partners in the College’s service area to promote the mission, programs, and services of the institution.

2.1 Partnerships will be initiated and maintained to facilitate the accomplishment of the College’s mission.

President

2.2. Provide oversight leadership for the Public Relations Department to market and promote the College’s programs and services.

2.2 Publications, media promotions, and formal communications will be produced to promote the College’s programs and services.

President and Director of Public Relations

2, 3, 5, 9, 10

3 3. Provide oversight leadership for academic programs and services that provide quality educational programs that support student success and economic development in the College’s service area.

3.1 Collaborate with the Academic Affairs personnel to ensure quality academic programs and services.

3.1 Education programs will be delivered to the College’s service area in a quality manner resulting in graduates of programs of study possessing appropriate learning outcomes.

President and VP for Academic Affairs

3.2 Collaborate with economic development bodies, government agencies, and legislative bodies to identify training and educational programs and services for the College’s service area.

3.2 Training programs will be offered that support economic development initiatives in the College’s service area.

President

9 4 4. Provide oversight leadership for student support programs and

4.1 Collaborate with Student Affairs personnel to ensure quality student support

4.1 Student support services will be delivered to the College’s service area in a quality manner resulting

President and VP for Student Affairs

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services that provide quality services.

programs are available to students.

in satisfied students.

4.2 Collaborate with support agencies to provide student services consistent with the College’s mission and supporting student success.

4.2 Communication will be facilitated between the College and support agencies to identify student services supporting the College’s mission.

President and VP for Student Affairs

3 5 5. Provide oversight leadership for programs and services for the College’s noncredit programs.

5.1 Collaborate with the Career Training and Development personnel to provide appropriate noncredit programs and services to support the College’s mission.

5.1 Offer noncredit programs and services consistent with the College’s mission resulting in a trained workforce for business and industry in the noncredit environment.

President and Director of Career Training and Development

5, 6 6 6. Provide oversight leadership for services that provide quality physical, financial, and human resources.

6.1 Collaborate with the Business Affairs Division personnel to ensure adequate physical, financial, and human resources are employed to accomplish the mission of the College.

6.1 Adequate physical, financial, and human resources will be available to provide the College’s programs and services.

President and VP for Business Affairs

6.2 Collaborate with external partners to acquire physical and financial resources that will support the mission of the College through effective utilization of available resources through state, regional, and national funding sources.

6.2 Partners will be identified that will support the College’s delivery of programs and services that utilize state, regional, and national funding sources.

President and VP for Business Affairs

6.3 Collaborate with federal, regional, state, and local

6.3 Meet with federal, regional, state, local, Chambers of

President and VP for Business

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agencies to identify funding sources to support the College’s mission.

Commerce, economic development bodies, and the local COG to share needs, request funding and support, and provide information to facilitate external funding sources.

Affairs

11 7 7. Provide oversight leadership for the management and utilization of data for decision making, accreditation, and planning purposes to accomplish the mission of the College.

7.1 Collaborate with the Director of Research and Planning to ensure the gathering and reporting of data for sound planning and decision making.

7.1 Data will be provided to users to effectively manage resources.

President and Director of Research and Planning

10 8 8. Provide oversight leadership for the College’s Foundation to facilitate the effective use of resources to support the College’s mission.

8.1 Collaborate with the Foundation Director and the Foundation Board to ensure effective communication between the College and the Foundation and to the expenditure of funds to support student success.

8.1 Communication will be maintained with the CCTC Foundation Director and Board to provide timely information on College initiatives.

President and Foundation Director

1 7 9. Provide effective communication with the College Area Commission to facilitate the accomplishment of the College’s Mission, Strategic Plan, and Annual Goals to serve the citizens of the College’s service area.

9.1 Collaborate with the Area Commission to ensure the accomplishment of the College’s Mission through implementation of the Strategic Plan and the Annual Goals and employing methods of management that support continuous improvement.

9.1 Communication will be maintained with the Area Commission to provide timely information on College initiatives; progress on the operations of the College; and any identified needs for physical, financial, and human resources to support the Strategic Plan and Annual Goals.

President

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Central Carolina Technical College Academic Affairs POA

AY/FY 2010-2011 Annual Goal Strategic Plan Division Objective Implementation Tasks Expected Outcomes Person Responsible # Supported Goal/Strategy #

2 1 Provide quality academic programs through effective planning, evaluation, and use of results.

1.1 Develop annual plan of action for Academic Affairs; review with faculty and staff; distribute to other divisions according to the annual planning timeline; and assess progress periodically

1.1 Conduct annual Planning Forum; solicit input on plan of action; draft plan and review with faculty and staff; submit to other divisions.

1.1 VP AA

1.2 Ensure Academic Affairs’ departments have integrated plans of action reflecting linkages to the division and college objectives and goals

1.2 Prepare departmental plans of actions with linkages to division and college objectives and goals.

1.2 Academic Deans and Directors

1.3 Review results of College surveys to improve academic programs

1.3 Implement improvements by using results from College surveys and assessment tools

1.3 Academic Deans and Directors

1.4 Complete Student Evaluation of Instruction assessment and participate in the transition to administration through electronic assessment

1.4 Improve instruction from results of Student Evaluation of Instruction assessment

1.4 Academic Deans and Department Chairs/Program Managers

1.5 Complete FPMS and EPMS process

1.5 Use EPMS and FPMS process to plan for individual employee plans of work and

1.5 VP AA, Academic Deans and Department

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submit documents to Personnel Office

Chairs/Program Managers

1.6 Analyze State Tech program vitality results and complete program review process for scheduled academic programs

1.6 Submit program vitality data; review report data; and use results from internal program review process to improve programs

1.6 VP AA, Academic Deans and Department Chairs/Program Managers

1.7 Evaluate course offerings for the new site at the Kershaw Campus for 2010-2011 and identify appropriate class schedule format

1.7 Identify appropriate courses; offer courses; and evaluate effectiveness of course offerings

1.7 VP AA, Academic Deans, and Department Chairs/Program Managers

1.8 Identify any issues related to the relocation of the Health Sciences programs to the new downtown facility

1.8 Relocation of programs; expand course offerings and entry into selected Health Sciences programs

1.8 VP AA, Health Sciences Dean, and Department Chairs/Program Managers

1.9 Monitor class size to create an optimum learning environment within budgetary restraints

1.9 Identify measures to provide optimum class size

1.9 VP AA, Academic Deans, and Department Chairs/Program Managers

1.10 Implement a pilot program for assisting faculty in developing appropriate and consistent assessment strategies to support program outcomes

1.10 Identify methodology and practices for assessment and share with faculty in a systematic manner

1.10 Dean of Instruction

1.11 Work with Information and Learning Technologies to identify optimum classroom technology that supports sound pedagogy and instructional

1.11 Identify classroom technology configurations that facilitate and support the learning environment for optimum student success

1.11 Director of Learning Resources, Academic Deans, Department

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design in both the traditional and distance courses

Chairs/Program Managers, and Director of Information and Learning Technologies

1.12 Plan for future programs through collaboration with local economic development boards and personnel

1.12 Participate in meetings and generate opportunities for exchange of ideas to meet workforce needs in College’s service area.

1.12 VP AA and Council of Deans

1.13. Continue to encourage all students to enroll in COL 103 College Skills and AOT 104 Keyboarding and Input Technologies courses

1.13 Communicate to faculty advisors and admissions personnel regarding the importance of the competencies gained in these two courses

1.13 Academic Deans, Department Chairs/Program Managers and Dean of Instruction

1.14 Continue to review the impact of the College Studies Certificate on retention, enrollment, and student success

1.14 Review data on enrollment, attrition, graduation, and student success

1.14 VP AA, Dean of Business and General Education, VP SA, and IE Coordinator

2 2. Provide relevant curricula in academic divisions and related continuing education programs

2.1 Conduct program review process and compare learning outcomes with Course Success Report data for assessment of student learning and program outcomes; and utilize the Course Success Report data to compare course performance for traditional and distance education ensuring consistency

2.1 Review program and course content for relevance and identify appropriate learning outcomes and measures for programs and courses

2.1 Deans and Department Chairs/Program Managers and Dean of Instruction

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2.2 Conduct advisory committee meetings and maintain communication with business and industry; encourage all departments to utilize the advisory committee members as resources to support the learning environment

2.2 Hold meetings; maintain records of meetings; use results from advisory committee input to improve programs and courses; and establish relationships with business and industry


2.3 Maintain postsecondary transfer agreements; and participate in the Academy One project

2.3 Review agreements periodically and identify any changes necessary for relevance

2.3 VP AA

2.4 Maintain record of articulated secondary courses

2.4 Work collaboratively with the Registrar and review record; promote this service to secondary students

2.4 Registrar, Dual Enrollment Coordinator, Department Chairs/Program Managers

2.5 Explore new programs of study and revise existing programs to meet evolving workplace needs; conduct assessment of workforce needs in Culinary Arts, Landscaping, Radiology, Physical Therapy Assistant, Gaming Technology; utilize advisory committee input and labor statistics and trends for program planning; and review changes in technology and implement course offerings to support new and revised

2.5 Make recommendations to the Curriculum Committee for new programs of study and revisions to existing programs; schedule courses to support the new and revised programs of study


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programs of study 2.6 Ensure all course syllabi

have the required content and provide consistent course information; and add Academic Integrity Statement to Part A of course syllabi

2.6 Evaluate current practices related to syllabi structure and distribution and revise corresponding directive


2.7 Examine programs of study to determine feasibility of a capstone course to measure program outcomes and ensure appropriate measures exist for measuring program outcomes

2.7 Review program layout and identify program outcomes and measures

2.7 Academic Deans, Department Chairs/Program Managers, and Dean of Instruction

2.8 Explore a required internship in selected programs of study

2.8 Review program layout and identify program outcomes and measures


2.9 Collaborate with Continuing Education program managers to identify appropriate and timely training opportunities for integrated offerings; and encourage Continuing Education personnel to maximize financial assistance through WIA and other external agencies

2.9 Implement any collaborative programs or initiatives between credit and continuing education and determine effectiveness of offerings

2.9 VP AA

2.10 Identify strategies for communicating workplace standards and soft skills to students throughout the College in all programs of study; and

2.10 Implement content related to workplace standards and soft skills in selected programs or in selected activities

2.10 Deans and Department Chairs/Program Managers

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implement an Academic Integrity Statement to be included in appropriate student publications

8 3. Provide a comprehensive distance education program through an integrated virtual learning community

3.1 Implement the Virtual Learning Environment Plan of Action to ensure quality delivery and the accomplishment of learning outcomes in a consistent learning environment in distance education courses; and ensure the College’s Area Commission is aware of the scope and capacity of the distance education program

3.1 Review plan and identify connections to academic divisions, student services, and related support areas of the College; and share the plan with the College’s Area Commission

3.1 VP AA, Director of Learning Resources, Academic Deans, and Department Chairs/Program Managers

3.2 Ensure integrity of online learning assessment

3.2. Identify the issues related to online learning assessment and prepare a solutions-based approach to ensuring instructional integrity.

3.2 Director of Learning Resources, Academic Deans, and Department Chairs/Program Managers

3.3 Expand the support services for distance education students to support student success

3.3 Provide the services for expanded support of distance learning students


3.4 Increase the number of online programs where feasible

3.4 Request academic departments explore possible online programs

3.4 Director of Learning Resources,

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Academic Deans, and Department Chairs/Program Managers

3.5 Evaluate the accessibility, effectiveness, and quality of distance education courses and programs by utilizing the Course Success Reporting process for validation of data

3.5 Review evaluations of distance education courses, study enrollment patterns, compare effectiveness with face-to-face courses, and provide increased course offerings where appropriate while continuing to expand online programs of study


3.6 Market the availability and benefits of online learning opportunities

3.6 Provide information to promote the availability and benefits of online learning

3.6 Director of Learning Resources and Director of PR

3.7 Provide support to students through integrated user support services including library and learning resources

3.7 Communicate the availability of services through the User Support Center; ensure planning for library and learning resources for distance education students

3.7 VP SA, Director of Learning Resources, Head Librarian, and User Support Services Personnel

3.8 Ensure the organizational structure of the Learning Resources Department appropriately supports the mission of the distance education programs with appropriate human, technological, and financial resources

3.8 Evaluate the human, technological, and financial resources of distance education courses and programs

3.8 VPAA and Director of Learning Resources

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3.9 Ensure the involvement of qualified faculty in the planning, delivery, and evaluation of the distance education courses and program

3.9 Involve faculty in activities that plan, deliver, and evaluate the distance education courses and program

3.9 Director of Learning Resources and Academic Deans

2 4. Support retention activities creating student success through program completion

4.1 Implement the third year of the Retention Plan developed in 2008-2009 by the Retention Team within budgetary constraints

4.1 Review plan and identify connections to academic divisions, student services, and related support areas of the College

4.1 Council of Deans and Department Chairs/Program Managers

4.2 Increase the graduation and success rates by at least 3% annually for the next 3 years

4.2 Implement retention strategies to improve the College’s graduation rate by at least 3% annually and the success rate in excess by at least 3% annually including the continuation of a comprehensive advisement and tracking system of advisees


4.3 Support the continuation of a face-to-face College Orientation program

4.3 Communicate suggested program content through the Retention Team


4.4 Support the expansion of the Tutoring Center to include more courses and services

4.4 Collaborate with academic department chairs/program managers and Student Affairs Division support staff to develop a plan for this service

4.4 VP AA, Council of Deans, and Department Chairs/Program Managers

4.5 Develop additional methods and programs of intervention that will help support student

4.5 Maintain programs such as the Success in Biology, Success in Nursing, and support the

4.5 VP AA, Council of Deans, and Department

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retention and recommend the development of a readmission success program

development of programs for readmitted students who have experienced academic challenges

Chairs/Program Managers

4.6 Provide continued support for growth of programs in the Industrial and Engineering Technology Division through the scholarship initiative

4.6 Request scholarships for the 2010-2011 academic year and create a greater awareness of the career opportunities in these fields of study

4.6 VP AA and Dean of Industrial and Engineering Technology

4.7 Explore the feasibility of an automated tracking system for student program completion

4.7 Identify systems available and determine if benefits and costs merit implementation

4.7 VP AA and Academic Deans

1 and 2 5. Provide a comprehensive dual enrollment program and supporting EEDA activities

5.1 Maintain dual enrollment program offerings in existing secondary schools

5.1 Determine effectiveness of programs and identify areas for continuous improvement

5.1 VP AA and Dual Enrollment Coordinator

5.2 Increase dual enrollment program offerings in technical programs of study

5.2 Identify college programs of study that can be aligned with secondary programs of study and seek to establish and offer dual enrollment courses


5.3 Integrate all EEDA activities into a collaborative approach between related secondary and postsecondary activities

5.3 Identify areas of collaboration namely dual enrollment, career planning and awareness, and articulation and provide connecting activities between secondary and postsecondary programs


5.4 Sponsor summer institute programs to generate interest in Industrial and Engineering Technology programs

5.4 Identify selected programs to pilot the initiative, plan the program of delivery, and promote to the public

5.4 VP AA and Dean of Industrial and Engineering Technology

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5.5 Revise existing secondary articulation agreements and determine if there are additions or deletions to the articulation agreements for the 2010-2013 time period

5.5 Publish secondary articulation agreements for the 2010-2013 time period

5.5 Dual Enrollment Coordinator

10 6 Provide information resources and services to support the curriculum and information needs of the College in the academic environment

6.1 Maintain Library (physical facility), Library staff, and print and electronic resources for all courses regardless of delivery

6.1 Ensure that students, including online students, faculty, and staff have access to exceptional information resources

6.1 Director of Learning Resources and Head Librarian

6.2 Collaborate with faculty and staff to determine the selection of learning resources at all locations

6.2 Identify needs and select resources for all locations based upon budgetary restraints

6.2 Head Librarian

6.3 Ensure the communication to all users regarding the services of the Library and focus on information literacy

6.3 Provide information through electronic delivery, printed materials and web information in a timely and accurate manner

6.3 Head Librarian

6.4 Identify needs to Information Systems regarding student technology requirements and physical environment for traditional and distance education courses

6.4 Identify needs and communicate specific end user support requirements


6 7. Provide faculty and staff with professional development activities

7.1 Assess faculty and staff professional development needs and develop an integrated program of offerings

7.1 Solicit requests for professional development and study the results of the previous year’s evaluations

7.1 VP AA

7.2 Expand the professional development offerings for

7.2 Identify priorities for offerings and schedule within

7.2 VP AA and Director of

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methodology and pedagogy for faculty members and maintain the focus on technology in the learning environment; and develop training opportunities for distance education faculty members

the PDP calendar Learning Resources

7.3 Maintain the delivery of a comprehensive faculty orientation program for new faculty with ongoing opportunities for professional growth including a mentorship program

7.3 Provide new faculty access to an ongoing professional development orientation program with a mentorship component

7.3 VP AA

7.4 Explore an alternative delivery for adjunct faculty training within budgetary restraints while still ensuring quality of content

7.4 Identify alternative delivery methods and determine effectiveness and cost


7.5 Offer professional development offerings for faculty and staff on the challenges of working with the changing student population

7.5 Identify workshop topics and schedule within the PDP calendar of events

7.5 VP AA

7.6 Build a sense of community within the Academic Affairs Division

7.6 Identify ways the faculty and staff in the Academic Affairs Division can create a positive work environment that support the collegiate nature of the institution


9 8. Provide support for all related Student Affairs

8.1 Work collaboratively with Student Affairs personnel and

8.1 Identify methods and techniques for faculty and staff

8.1 Academic Deans and

26

initiatives and services creating student success

the Enrollment Team to support enrollment growth

to promote program vitality and support enrollment initiatives

Department Chairs/Program Managers

8.2 Support the initiatives and activities of the Academic Advisement Center to facilitate sound academic advising; encourage more communication between the Advisement Center personnel and academic advisors

8.2 Identify barriers to enrollment growth and program completion associated with advisement issues and make necessary changes


8.3 Provide input into the expansion of the tutoring initiatives sponsored by Student Affairs through the TRIO program

8.3 Respond to requests for support and identify methods of integration into the Academic Affairs programs

8.3 VP AA and VP SA

8.4 Contribute to a strong working relationship between Student Affairs and Academic Affairs

8.4 Integrate people and resources to better serve the students through shared communication and focus on mutual goals

8.4 VP AA and VP SA

1 and 2 9. Maintain strong viable internal and external partnerships to accomplish the mission of the College

9.1 Maintain the College’s relationships with the secondary schools through dual enrollment, Adult Education, EEDA, and articulation

9.1 Establish methods that will support growth of dual enrollment, Adult Education relationships, EEDA activities, and articulation

9.1 EEDA Coordinator and Dean of Instruction

9.2 Ensure required connectivity with the Perkins grant and EEDA and all areas of Academic Affairs

9.2 Identify programs of study for Perkins compliance and identify expenditure areas for Perkins funds in Academic Affairs

9.2 VP AA and Director of Learning Resources

9.3 Collaborate with WIA and Quick Skills program personnel

9.3 Identify programs appropriate for these initiatives

9.3 VP AA and Dean of Industrial

27

to deliver instruction for short-term training in Continuing Education and credit programs

and respond to the request for training through comprehensive enrollment and training activities

and Engineering Technology

9.4 Consider pursuing Title III funding for the Distance Education plan implementation

9.4 Work with the College’s grant writer and submit proposal by designated deadline

9.4 Director of Learning Resources, VP AA, and VP BA

9.5 Implement Year 5 of the QEP to support the project goals and maintain the technology competency requirements for students

9.5 Identify tasks for Year 5 and assign to appropriate persons and begin compilation of data for report

9.5 Director of Learning Resources Academic Deans, and IE Coordinator

9.6 Maintain all program accreditation standards throughout the Academic Affairs Division

9.6 Review program standards and ensure compliance within each program of study

9.6 Academic Deans

9.7 Explore the expansion of four-year articulation programs such as the USC Bridge program

9.7 Identify potential four-year institutions with which CCTC can facilitate articulation and monitor the effectiveness of the USC Bridge program and report on numbers of participants and transition to USC

9.7 VP AA and VP SA

9.8 Work collaboratively with the local economic development personnel to support the service area in jobs creation and industry recruitment

9.8 Respond when requested to participate in industry recruitment and model programs after industry requirements


9.9 Encourage greater student participation in career planning

9.9 Work with Student Affairs personnel to increase


28

workshops that prepare students for the workplace

participation

10 10. Support effective communication, organizational structure, budgetary, and data management

10.1 Communicate accurate and timely information regarding Academic Affairs initiatives

10.1 Schedule periodic meetings and invite greater participation in internal programs and initiatives for increased communication

10.1 VP AA

10.2 Foster positive internal and external customer service

10.2 Identify areas for improvement in customer service and establish practices to improve

10.2 Academic Affairs personnel

10.3 Hire faculty and staff to reflect a diverse ethnicity and plan for academic structure within a changing employee structure

10.3 Advertise and fill faculty and staff positions with qualified and diverse persons when available; and develop a viable plan for the succession of employees in the Academic Affairs Division

10.3 VP AA; Academic Deans; and Department Chairs/Program Managers

10.4 Communicate the organizational structure and roles of employees to faculty and staff and review all positions to ensure relevance and to support student success

10.4 Conduct review of positions and descriptions for faculty and staff for effectiveness

10.4 VP AA

10.5 Practice sound budgetary practices of allocated resources

10.5 Participate in annual budgetary review process and plan for upcoming year’s budget; submit annual equipment requests; and encourage usage of all external funding sources


10.6 Utilize data to make sound 10.6 Identify data necessary for 10.6 VP AA,

29

decisions regarding curriculum and management or related resources

decision making, make requests, and review for continuous improvement

Academic Deans, IE Coordinator

10.7 Revise existing Academic Affairs directives to reflect current practices

10.7 Identify priority system to review the directives; review on a scheduled basis, and make revisions for publication after approval


30

Central Carolina Technical College Student Affairs POA AY/FY 2010-2011

Annual Goal Strategic Plan Division Objective Implementation Tasks Expected Outcomes Person Responsible # Supported Goal/Strategy # 7 11 1. Engage in effective

planning, evaluation, use of results, and reporting to support the College’s mission and vision.

1.1 Develop annual plan of action for Student Affairs.

1.1 Participate in annual Planning Forum; solicit input on plan of action; draft plan and review with staff; submit to other divisions; assess progress periodically.

1.1 VP for SA

1.2 Ensure Student Affairs departments have integrated plans of action reflecting college and division objectives and goals.

1.2 Prepare departmental plans of actions.

1.2 VP for SA; Directors

1.3 Review results of College surveys and student feedback to improve student services.

1.3 Implement Student Feedback process; use results from College surveys and student feedback to implement changes for continuous improvement.


1.4 Use existing data to develop enrollment trend charts.

1.4 Develop enrollment trend charts to analyze data and make improvements in services.

1.4 VP for SA

1.5 Ensure individual programs have established missions, program outcomes, and

1.5 Develop program-specific mission statements, learning outcomes, and evaluation processes. Develop schedule for

1.5 Directors; Program Coordinators

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assessment processes in place. program reviews.

1.6 Compile Fifth-Year Report for SACS accreditation.

1.6 Contribute to the data collection and reporting process for the Fifth-Year Report for Student Affairs.


6 6 2. Attract and retain diverse and credentialed personnel to provide quality student support services.

2.1 Hire and retain qualified and diverse personnel.

2.1 Hire qualified and diverse staff with expertise in student services and quality customer service skills; identify potential resources such as Shaw AFB; ensure staff salaries are competitive.


2.2 Assess staff professional development needs.

2.2 Solicit requests for professional development being mindful of budgetary constraints; solicit feedback from staff following professional development activities.

2.2 VP for SA

2.3 Complete annual EPMS process.

2.3 Use EPMS process to plan for individual employee plans of work and submit documents to Personnel Office.


2.4 Communicate the organizational structure and roles of employees to staff and review all positions to ensure relevance.

2.4 Conduct review of position descriptions to ensure accurate reflection of job duties and responsibilities.


32

2, 3 1, 3 3.1 Increase awareness of the College through aggressive marketing and recruiting.

3.1 Develop an effective and comprehensive recruitment plan of action.

3.1 Coordinate recruitment activities to increase enrollment by 5% for Fall 2010; promote the College as a first-choice, post-secondary institution of higher education.

3.1 VP for SA; Director of Admissions and Records; Recruiters

3.2 Increase awareness of CCTC programs of study at high schools in four-county area.

3.2 Increase number of CCTC recruiting presentations in high schools by 10% by exploring alternative formats to disseminate information; conduct presentations at alternative high schools and adult education centers.

3.2 Director, Admissions and Records; Recruiters

3.3 Work with secondary schools, adult education centers, and career centers to facilitate a seamless transition to college for students.

3.3 Establish communications and processes which support a cooperative environment and increased enrollment of high school and GED graduates by 2-3%.

3.3 Directors; Recruiters

3.4 Promote at least three Open House events.

3.4 Coordinate Open House events with Student Services staff and Academic Affairs; promote and support Showcase 2011.

3.4 Directors; Student Services Staff

3.5 Utilize data on potential students through Banner Recruit

3.5 Develop semester reports of recruit data by using ARGOS; assess data to identify strengths

3.5 Director of Admissions and

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Module. and weaknesses in recruitment efforts; submit reports and suggestions to VP for SA.

Records

3.6 Market dual enrollment program offerings in existing secondary schools.

3.6 Communicate to secondary counselors, prospective students, and parents the benefits of the dual enrollment program.

3.6 Director of Admissions and Records; Recruiters

3.7 Promote articulation opportunities to facilitate transition to college.

3.7 Discuss the articulation program with guidance counselors, students, and parents during special events; conduct training for staff on articulation process.

3.7 Director of Admissions and Records; Student Affairs Staff

3.8 Market availability of admissions online application and develop a comprehensive plan for web applicants.

3.8 Promote online application during recruitment events; increase percentage of online applicants who become students by 5%.

3.8 Director of Admissions and Records; Recruiters; Web Counselor

3.9 Use Banner Recruit Module to develop communication plans for prospects.

3.9 Develop communication plans for prospects to increase communication and improve admit to enroll rate.

3.9 VP for SA; Director of Admissions and Records

3.10 Increase marketing of the USC Bridge Program.

3.10 Increase marketing through mailings to parents of seniors, increase personal contacts with Bridge students.

3.10 Director, Admissions and Records; Bridge Program Representatives

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3.11Develop integrated recruiting plan for business and industry.

3.11 Collaborate with the Workforce Development Division to develop strategic plan for recruitment in business and industry.

3.11 Director of Admissions and Records; Recruiters

4, 5, 7 7, 8, 9 4. Provide quality student support services regardless of location that promote student success, support the learning environment, and meet financial and personal needs of students.

4.1 Promote availability of financial aid and importance of applying for financial aid early.

4.1 Continue to offer workshops, increase publicity efforts to raise awareness in the community; incorporate financial aid information into recruiting presentations.

4.1 Director of Financial Aid; Recruiters

4.2 Conduct Financial Aid Night presentations in all area high schools.

4.2 Increase number of presentations and public contacts with prospective students and parents by 20%; increase awareness of CCTC as an affordable option for post-secondary education.

4.2 Director of Financial Aid

4.3 Host Sumter County’s College Goal Sunday event in conjunction with national event.

. 4.3 Plan, promote and present College Goal Sunday in conjunction with USC-Sumter and Morris College to promote timely FAFSA filing and increase public awareness of CCTC services; show CCTC as a cost-effective option for higher education.


4.4 Work closely with the IET Division to promote scholarships

4.4 Manage IET scholarship program in an effort to provide

4.4 Director of Financial Aid;

35

to eligible students. assistance to students with unmet need.

IET Scholarship Manager

4.5 Collaborate with Business Office to distribute Educational Fee Waivers for students needing additional financial assistance.

4.5 Promote the availability of fee waivers among Student Affairs staff; enable enrollment for eligible students who would not otherwise be able to attend CCTC.

4.5 Director of Financial Aid; Director of Accounting

4.6 Evaluate the ongoing need of the financial aid management group, adjust meeting frequency, or terminate group.

4.6 Identify processes or issues not yet resolved; seek input from the group regarding continuance.


4.7 Determine the effectiveness of the Passport Program in reducing the percentage of students on financial aid suspension.

4.7 Implement evaluation process for the Passport Program to determine participation and effectiveness; develop program outcomes; complete semester reports and distribute to VP for SA.


4.8 Provide financial aid services at outreach locations.

4.8 Schedule and maintain comparable financial aid services at all outreach locations to improve accessibility for students. Provide training to outreach staff as needed.

4.8 Director, Financial Aid; Financial Aid Liaison

4.9 Ensure adherence to federal financial regulations and monitor effectiveness of financial aid

4.9 Monitor federal regulations; make program adjustments as needed; expand default

4.9 Director, Financial Aid

36

services provided to students. management efforts; submit semester data reports to VP for SA.

4.10 Develop a comprehensive career services program to prepare students for success by providing educational and career development opportunities in collaboration with College divisions and community partners.

4.10 Seek funding to establish a comprehensive Career Services Center; establish partnerships with local businesses and industries to establish internship opportunities for students; host an annual on-campus job fair; develop “Tip of the Month” communications.

4.10 VP for SA; Director, Admissions and Records; Career Services Coordinator

4.11 Continue to enhance New Student Orientation (NSO).

4.11 Develop and implement an online NSO; continue to assess the effectiveness of NSO; develop automated evaluation process.

4.11 Director, Admissions and Records; Student Activities Coordinator; Academic Deans

4.12 Increase student involvement with student activities.

4.12 Coordinate activities for students that provide a wide range of experiences including: service to the community, leadership training, and volunteer work experiences; schedule regular meetings with club advisors to monitor activities; investigate new organization opportunities

4.12 Student Activities Coordinator;

Director, Admissions and Records

37

including Student Government.

4.13 Provide quality academic advisement and registration services to students.

4.13 Advise specific student groups through the Advisement Center; identify barriers to enrollment growth and program completion; manage registration lab; monitor registration process through online Registration Critique; conduct annual advisement and registration training to staff.

4.13 VP for SA; Academic Advisement Specialists, Academic Deans

4.14 Promote the availability of disability services to students and provide services that lead to student success.

4.14 Market disability services; provide reasonable accommodations; conduct workshops specifically designed for students with disabilities; provide semester reports on program participation to VP for SA.

4.14 ADA Coordinator;


4.15 Conduct a program review on the Special Populations program.

4.15 Review eligibility requirements of Special Populations program; review service offerings; implement changes based on findings.

4.15 Special Populations Program Coordinator;


4.16 Evaluate the effectiveness of the TRiO tutoring program.

4.16 Establish procedures to assess the effectiveness of tutoring; submit semester

4.16 Director, TRiO SSS

38

reports to VP for Student Affairs for review; implement necessary changes.

4.17 Ensure adherence to regulations for TRiO program.

4.17 Monitor federal regulations of the TRiO program; make program adjustments as needed; submit annual performance reports.

4.17 Director, TRiO SSS

4.18 Plan and promote workshops on topics relevant to student success which facilitate well-being and academic success.

4.18 Develop annual workshop schedule using evaluations from previous workshop offerings; market two weeks prior to event.

4.18 Directors

4.19 Automate the graduation application process.

4.19 Determine the feasibility of using Banner to automate the graduation application process; implement changes if possible.

4.19 Director, Admissions and Records; Registrar

1, 2, 4, 5, 7

1, 7, 8 5. Market availability of programs and services at outreach locations to contribute to enrollment growth of targeted populations and to support the learning environment.

5.1 Improve access to college resources for students at all locations. Market availability of programs and services at each outreach location.

5.1 Promote accessibility and availability of programs and services through flyers, website, newspaper advertisements, and promotional events; collaborate with appropriate staff to ensure access to TRiO, tutoring, student activities, and career services.

5.1 VP for SA; Outreach Staff; Recruiters

5.2 Provide opportunities for training to business and industry.

5.2 Collaborate with Workforce Development to identify training needs for business and

5.2 Outreach Staff;

39

industry; coordinate use of campus facilities for training.

Workforce Development Director

5.3 Assess the academic needs of students attending outreach locations.

5.3 Survey students annually to identify appropriate course offerings that meet the needs of students; coordinate course offerings with department chairs.

5.3 Outreach Staff; Academic Department Chairs

5.4 Solicit suggestions/feedback from students, faculty, and staff to make improvements at each campus.

5.4 Develop and implement a suggestion/feedback system to make improvements.

5.4 Outreach Staff

5.5 Ensure integrity of Testing Services at outreach locations.

5.5 Maintain accurate records of Testing Services; maintain test security and report all Testing Center incidents immediately; inform outreach faculty of Testing Services.

5.5 Outreach Staff

5.6 Utilize data to identify enrollment trends and make informed decisions.

5.6 Compile reports on enrollment and course offerings and send to VP for SA each semester.

5.6 Outreach Staff

5.7 Continue to expand the Kershaw County Campus.

5.7 Increase enrollment by 15% for 2010-11 academic year; increase new admits by 25%.

5.7 Kershaw Program Manager

5.8 Increase enrollment of active duty military personnel and their

5.8 Increase marketing of the Patriot Scholarship; host Open

5.8 Shaw AFB Program

40

dependents by 5%. House events and participate in base-wide Education Fairs; offer alternative formats for course offerings.

Manager

5.9 Increase scholarship opportunities for Clarendon County students.

5.9 Increase promotion of institutional scholarships to Clarendon County students; increase recipients from Clarendon County by 3%.

5.9 F.E. DuBose Staff

5.10 Aggressively market the Lee County Site to local residents, high schools, and Adult Education.

5.10 Increase enrollment at the Lee County Site by 5% for 2010-11.

5.10 Lee County Staff

3, 4, 5, 7

2, 8 6. Provide support for all related Academic and Business Affairs initiatives and services

6.1 Work collaboratively with Academic Affairs to enhance student success and retention

6.1 Serve on Retention Team and implement initiatives of the Retention Team to increase graduation and success rates by 3% annually.

6.1 VP of SA; Student Affairs Staff

6.2 Support EEDA and dual enrollment activities for secondary schools.

6.2 Provide testing services to secondary schools.

6.2 Testing Coordinator

6.3 Offer comprehensive testing services for all programs and students.

6.3 Administer all placement exams; schedule and proctor specialized Health Sciences exams based on program and student demand; proctor online and makeup exams; provide WorkKeys, CLEP/Dantes

6.3 Testing Coordinator

41

testing.

6.4 Continue to review the impact of the College Studies Certificate on retention, enrollment, and student success.

6.4 Serve on CSCE Committee to review data on enrollment, attrition, graduation, and student success.

6.4 VP for SA; VP for AA

6.5 Train faculty on classroom management and the discipline process.

6.5 Develop and present trainings on classroom management and the discipline referral process. Develop appropriate reference materials.


6.6 Attend advisory committee meetings and provide feedback to admissions staff regarding employer expectations.

6.6 Attend meetings and provide feedback to admissions staff; use input to determine appropriate employment related workshops and career services.

6.6 Career Services Coordinator

6.7 Explore the expansion of four-year articulation programs such as the USC Bridge program.

6.7 Identify potential four-year institutions with which CCTC can facilitate articulation and monitor the effectiveness of the USC Bridge program; report on numbers of participants and transition to USC


6.8 Maintain record of articulated courses.

6.8 Keep accurate semester reports of articulated courses; distribute to VP for SA and VP for AA each semester.

6.8 Registrar

6.9 Communicate availability of academic and technical services

6.9 Inform students of services such as USS, library, distance

6.9 Student

42

to students. education, and tutoring services during the admissions and registration process through handouts, presentations, and personal communications.

Affairs Staff

6.10 Support faculty orientation programs by providing information on Student Affairs.

6.10 Provide information on available student support services to new and adjunct faculty through orientation programs; provide FERPA training.


6.11 Create an FAQ document for faculty advisors.

6.11 Develop an FAQ document for posting in myCCTC for faculty advisors with information related to admissions, financial aid, and support services.

6.11 Directors

7 5, 11 7. Support effective communication, organizational structure, budgetary, and data management

7.1 Operate Call Center and automated call campaigns during times of heightened activity to improve customer service and communication with students, faculty, and staff.

7.1 Provide more timely response to student, faculty, and staff during critical time frame surrounding the beginning of each semester; alleviate increased burden of telephone calls and voice mails for staff members during peak times.

7.1 Directors; Financial Aid Liaison

7.2 Communicate electronically with students when feasible in light of budget constraints.

7.2 Utilize technology to communicate with students in a cost-effective and efficient manner regarding academic and

7.2 Directors

43

financial status.

7.3 Practice sound budgetary practices of allocated resources.

7.3 Participate in annual budget review process and plan for upcoming year’s budget; submit annual equipment requests; review operational budgets monthly.


7.4 Review Student Affairs directives to ensure compliance with regulations and policies.

7.4 Review existing directives and make revisions as needed; ensure compliance with college policies as well as federal and state regulations.


7.5 Review Student Affairs web pages to ensure communication of accurate information and compliance with federal regulations.

7.5 Create student resource page on website; evaluate organization, content, and effectiveness of website and make adjustments as needed.

7.5 VP for SA; Directors; PR Department

7.6 Ensure all departmental policies and procedures manuals are up to date.

7.6 Review existing departmental manuals; edit as necessary; complete Student Records policies and procedures manual.

7.6 Directors; Registrar

7.7 Fully implement Banner Xtender scanning software.

7.7 Provide efficient and accurate recordkeeping of student forms, documentation, etc, while cutting expenses for supplies, duplicating, and maintaining individual files.


44

7.8 Improve communication between all Student Affairs staff on policies and procedures.

7.8 Create a Student Affairs tab in myCCTC to house policies, procedural manuals, and forms to improve communication and increase accuracy.

7.8 VP for SA

7.9 Improve customer satisfaction with various areas within the division.

7.9 Provide customer service training to departments with satisfaction rates on Programs and Services Survey under 91%.

7.9 Directors

7.10 Seek external grant funding with the assistance of a grant writer.

7.10 Identify appropriate grants such as PBI, TRiO, Title III for Career Services Center and other student support programs.

7.10 VP for SA

7.11 Implement Facilities Master Plan.

7.11 Submit capital requests in line with master plan within budget constraints.

7.11VP for SA

45

Central Carolina Technical College Business Affairs POA

AY/FY 2010-2011 Annual Goal Strategic Plan Division Objective Implementation Tasks Expected Outcomes Person Responsible # Supported Goal/Strategy #

-- 7(I) 1. Provide accurate and timely data, information, and reporting to the College community and stakeholders

1.1 Review and revise College policies and procedures related to Business Affairs

1.1.1 Business Affairs related directives and manuals are current and compliant with federal, state, and local laws and regulations

VP BA; BA Directors

1.2 Develop and distribute reports to assist managers and other employees to perform their job duties and make informed decisions

1.2.1 Standard reports are produced automatically on a predetermined schedule

1.2.2 Employees and College leadership have accurate and current reports when needed

VP BA; BA Directors; all BA staff

1.3 Complete accurate internal and external reports and submit on a timely basis

1.3.1 Audit reports are accurate and contain no major findings

1.3.2 Accurate reports and forms are submitted prior to deadlines

VP BA; BA Directors; all BA staff

1.4 Maintain public website and myCCTC with current information for students and employees

1.4.1 Employees and students are able to use website and myCCTC as a source for current and accurate information and forms

VP BA; BA Directors

6 6(A) – (F)

2. Attract and retain appropriately credentialed and talented faculty and staff to support a

2.1 Manage the College’s employment and employee recruiting process

2.1.1 Recruiting and employment files are organized and current, allowing for immediate response to questions or reporting needs

Personnel office

46

multi-cultural campus environment inclusive of the diversity reflected in the College’s service region

2.1.2 Hiring managers have and use electronic access to applications for all open positions and encourage applicants to use NEOGOV

2.2 Process classification

and compensation actions as requested

2.2.1 State delegation audit results in no major problems or findings

2.2.2 College pay plan made more competitive as budget allows in order to increase productivity and retain excellent employees

Personnel; ELT

2.3 Provide professional development and training opportunities for new and current employees

2.3.1 Employees receive required and relevant training in the areas of new employee orientation, budget, Banner, safety and security, personnel, etc.

2.3.2 Employees are familiar with pertinent policies and procedures, and are able to perform job duties with knowledge of resources available to them

Personnel; BA Directors; VP BA

2.4 Complete development of a succession plan for key College positions

2.4.1 The College has a plan for filling vacancies in critical positions and areas

2.4.2 Existing employees are retained and prepared for promotional opportunities

ELT; Director of Personnel

47

2.5 Prepare annual EEO report to SCHAC

2.5.1 Data for EEO reports readily available

2.5.2 EEO reports submitted on a timely basis

2.5.3 EEO reports are reviewed and explained to College leadership in order to make annual improvements

Personnel; all hiring managers

2.6 Analyze results of all student and employee satisfaction surveys

2.6.1 When feasible, improvements to processes and services will be made when surveys indicate discontent

2.6.2 Provide flexibility in work schedules that meet College and employee needs

VP BA; BA Directors; all BA staff ELT

-- 7(C), 7(G), 7(I)

3. Allocate, monitor, and manage College budget and other resources effectively and efficiently and in accordance with all federal, state, and local laws, rules, and regulations

3.1 Prepare and distribute/ review and analyze monthly or periodic financial reports; monitor online reports as necessary

3.1.1 College employees understand how to monitor their budgets, and make transfers and revisions as necessary

3.1.2 College operates within approved budget

3.1.3 Available resources are allocated to support the College’s mission and Annual Plan of Action

VP BA; Accounting

3.2 Monitor energy usage and utilize electronic energy management system to schedule HVAC and lower

3.2.1 College complies with new law and SC Energy office requirements to submit an energy plan and reduce energy consumption

VP BA; Director of Physical Plant; Energy Team

48

energy costs

3.3 Continue to analyze all business processes to identify areas to reduce costs and increase efficiency

3.3.1 Procurement process will continue to be improved by increasing credit card usage and decentralization of small purchases

3.3.1 External and procurement audits will result in no major findings related to procurement or internal controls; the College will adhere to all federal and state regulations

3.3.2 Work with other Technical Colleges and System Office to collaborate purchases or in other areas to reduce costs

3.3.3 Identify and implement other cost savings as feasible

VP BA; Director of Financial Services

3.4 Review the College’s surplus equipment on a regular basis for reallocation or turn-in

3.4.1 Obsolete fixed assets turned in as soon as possible

3.4.2 Useable furniture & equipment reallocated where needed when turned in by a department

Inventory manager; all employees

3.5 The College will employ a grant writer on a contractual basis

3.5.1 Grants will be identified and applied for to provide additional funding for services and programs

3.5.2 Explore Title III and PBI grants for Career Services Center and other possible related needs

VP BA; ELT; other College employees

49

5, 7 4(E), 5(B), 7(F)

4. Provide and maintain College facilities (buildings & grounds) that are safe, sufficient, attractive, and efficiently operated

4.1 Implement and maintain a planned maintenance program that provides for upkeep of facilities and equipment, including vehicles

4.1.1 College facilities and equipment (including vehicles) will be maintained adequately, and deferred maintenance will not increase

4.1.2 Work order and maintenance requests will be completed in a timely manner

Director of Physical Plant; maintenance staff

4.2 Maintain facilities and grounds at a high level of cleanliness and attractiveness

4.2.1 Conduct weekly and monthly inspections—make corrections as needed

4.2.2 Survey of Programs and Services report will indicate that at least 90% of respondents rate the physical facilities as “good” or “excellent”

4.2.3 Improve landscaping and grounds maintenance of all College owned facilities

Director of Physical Plant; maintenance staff

4.3 Provide project management, coordination, and support for all College capital and renovation projects

4.3.1 Progress will be monitored and reviewed on a weekly basis

4.3.2 Projects will stay on schedule and within budget

4.3.3 Health Sciences renovation project—coordinate moves from existing building 600 and finalize project

4.3.4 Renovation of building 600 will be completed by 12/31/10

4.3.5 The majority of the Signage project will be completed in

VP BA; Director of Physical Plant

50

July 2010 (excluding pending items)

4.3.6 Entrance/parking/landscaping project to be completed by June of 2011

4.3.7 M300 roof project to be completed in July 2010

4.3.8 Planning for building 700 to be completed during the fall of 2010

4.3.9 Other Facility master plan projects will be implemented as resources allow

4.4 Work with Safety Team and College Leadership Team to improve safety and security procedures and communications during emergencies

4.4.1 Complete update of Emergency Operations Procedures manual

4.4.2 Improve on documentation of safety and security procedures

4.4.3 Provide college-wide training on safety and security procedures

VP BA; Director of Safety/ Security

-- 7(I) 5. Provide high quality auxiliary and internal services that are competitively priced and enhance the educational programs and services of the College

5.1 Provide high quality, timely print shop and mail room services at the lowest possible cost

5.1.1 Print shop and mail room services are efficient and provided at a lower cost than outsourcing

Director of Auxiliary svcs; print shop/mail room employees

5.2 Maintain a high level of customer service to all students, faculty, and

5.2.1 Student and employee satisfaction rates will increase

5.2.2 Food service will be provided

Director of Auxiliary Services;

51

staff by external vendors on main campus

bookstore staff

5.3 Continue to look for ways to reduce the cost of required materials for students

5.3.1 Increase the use of used books—made possible by ordering as early as possible

Director of Auxiliary Services; bookstore staff

-- 4(B), 4(D), 7(I)

6. Provide academic and administrative systems and infrastructures that are responsive to the operation and management needs of the College and delivered in a timely and effective manner

6.1 Maintain administrative and academic systems at the current level (Banner, Oracle, Luminis)

6.1.1 Banner system will be current with upgrades and patches released by vendor

6.1.2 Upgrade hardware and operating system for virtualized ERP platform by December 2010

6.1.3 Banner channels will be fully implemented College-wide by end of fall 10

6.1.4 College-wide Document imaging system implementation will be completed

Information and Learning Technologies (ILT); personnel; accounting; student services; academics

6.2 Expand use of administrative systems in order to improve efficiency and productivity

6.2.1 Implement decentralized web leave system and web time entry College-wide by December 2010

6.2.2 Increase use of Banner workflow processes

ILT; personnel; accounting

6.3 Work with other Sungard Colleges, SBTCE, and Sungard to collaborate and reduce

6.3.1 Overall costs for managing and maintaining CCTC’s administrative systems will decrease within three years

Director of ILT; VP BA; ELT

52

costs of the Banner administrative system

6.4 Provide a reliable and responsive network and hardware infrastructure such that users are unhampered by bandwidth, application, or location

6.4.1 Maintain and replace equipment on a recurring schedule as resources allow

6.4.2 Monitor and manage the backup and recovery system for major systems, programs, and data

6.4.3 Install and implement upgraded network equipment, including wireless networks College-wide by 8/31/10

ILT

6.5 Identify optimum classroom technology that supports sound pedagogy and instructional design in both the traditional and distance courses

6.5.1 Upgrade classroom technology on a recurring schedule as resources allow

6 6(C), 7(I)

7. Create a support system that trains and assists users in effective use of technology, and provides comprehensive, responsive, and efficient and effective assistance to meet the changing requirements of users

7.1 Continue to improve and expand use of User Support Services (USS)

7.1.1 All requests for support will go through USS and be resolved as quickly as possible

7.1.2 The status of requests will be communicated to users in a timely manner

ILT, USS

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7.2 Provide technology training to employees and students as needed

7.2.1 Design, develop and implement an IT orientation program for new faculty and staff

7.2.2 Provide training when new systems are installed and/or implemented

ILT

5,6,7 7(I) 8. Provide services and support to all other departments of the College and students in the areas of accounting, procurement, personnel, physical plant, auxiliary and internal services (print ship, mail service, shipping/receiving), safety and security, inventory management, and information and learning technologies

8.1 Focus on improving customer service to all internal and external customers

8.1.1 A customer service component will be included on all EPMS documents

8.1.2 Employees will participate in professional development training centered on customer service when offered

8.1.3 Processes will continue to be analyzed for opportunities to streamline and automate

All BA employees

8.2 Accounting services will be provided efficiently and effectively

8.2.1 Accounts payable services will be streamlined and automated as much as possible, including providing ACH payments to vendors

Accounting staff

54

8.2.2 Accounts receivable processes will be streamlined and automated as much as possible, including providing online payment options and automatic drafting of accounts for students on payment plans

8.2.3 Accounting department staff will provide assistance to College faculty and staff as requested

8.3 Procurement services will be provided efficiently and effectively

8.3.1 Processes will be reviewed on an ongoing basis to ensure efficiency

8.3.2 Procurement will be decentralized as allowed by state regulations and required internal controls

8.3.3 Use of credit cards will be expanded with appropriate authorizations

Accounting staff

8.4 Personnel services will be provided efficiently and effectively

8.4.1 Personnel department staff will advise employees on HR issues and manage employee relations issues

8.4.2 Payroll will be processed timely and accurately

8.4.3 Employee recruitment will be processed and managed

8.4.4 EPMS/FPMS, compensation and classification, and other personnel processes will be

Personnel staff

55

coordinated and managed 8.5 Physical plant services

will be provided 8.5.1 See divisional objective #4 Physical Plant

staff 8.6 Auxiliary and internal

Services will be provided

8.6.1 See divisional objective #5 Auxiliary & internal svc staff

8.7 Safety and Security Services will be provided

8.7.1 The College will be a safe and secure campus for faculty, staff, students, and visitors

Safety and Security staff and team

8.8 Inventory management services will be provided

8.8.1 College fixed assets will be secured, maintained, and accounted for

8.8.2 Develop plans to move all fixed asset records and inventory functions to the Banner Fixed Assets module as of 7/1/11

Property control manager; Property control manager, Director of Accounting; ILT

8.9 Coordinate the College Record Retention/Disposal System

8.9.1 Obsolete records are purged annually following state requirements

8.9.2 College uses secure and economical disposal methods

Property control manager; VP BA; all department heads

8.10 Information and Learning Technologies

8.10.1 See divisional objectives #6 & 7

ILT

10 4(E), 5(B), 7(I), 7(J)

9. Facilitate effective planning, evaluation, and use of results for quality support services for continuous improvement

9.1 Develop Annual Plan of Action for Business Affairs

9.1.1 Publish annual divisional plan of action that reflects and supports the College’s strategic plan and annual goals

9.1.2 Publish annual departmental plans of action that reflect and support the divisional POA

9.1.3 Review results from College

BA department heads; all BA employees

56

surveys to improve services 9.1.4 Assess progress of POA

objectives and compile annual report of accomplishments and use of results

9.2 Complete EPMS process

9.2.1 EPMS documents prepared annually for all staff—tied to annual plans of action

BA supervisors; all BA employees

9.3 Implement College Facilities Master Plan

9.3.1 College capital plan and budget reflects priorities of facilities master plan as resources allow

VP BA; Director of Physical Plant; ELT

9.4 Update and monitor Information Security Plan

9.4.1 College complies with Information Security Plan requirements and systems are secure

Director of ILT; Information Security Plan team; all employees

9.5 Update and monitor identity theft program

9.5.1 College complies with “red flag rule” requirements and prevents identity theft

Director of Financial Services; all employees

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Central Carolina Technical College Administration and Planning POA (Updated from Institutional Research and Planning in February 2011)

AY/FY 2010-2011 Annual Goal Strategic Plan Division Objective Implementation Tasks Expected Outcomes Person Responsible # Supported Goal/Strategy # 11 7 1 1. Provide accurate and timely

data to the College’s users for sound decision making and reporting.

1.1 Establish a communication process with Information and Learning Technologies.

1.1 Effective processes and procedures will be identified to facilitate communication with Information and Learning Technologies.

Director of I & R

1.2 Schedule a session with the Deans Council to identify data needs and areas of concern for access to data.

1.2 Data needs will be identified and areas of concern addressed for continuous improvement.

Director of I & R

1.3 Schedule a session with the I & LT personnel to share data needs and to better identify effective access to data.

1.3 Methodologies for accessing data effectively and streamlining the process will be identified.

Director of I & R

1.4 Follow up with Deans Council with recommendations from I & LT personnel

1.4 Procedures will be identified to assist with data access to support decision making.

Director of I & R

11 1 2 2. Facilitate effective, integrated, ongoing planning and institutional effectiveness to support the mission of the College.

2.1 Review planning and reporting forms for processes.

2.1 Planning and reporting forms will be revised where appropriate.

VP A & P

2.2 Communicate changes in the planning

2.2 Conduct planning and budgeting

VP A & P

58

process to the College through workshops and sharing sessions on planning and budgeting.

workshops for College personnel.

2.3 Collaborate with the ELT to develop 2011-2012 Annual Goals and aligned with 2010-2015 Strategic Plan and Mission.

2.3 Annual goals drafted and provided to the College faculty and staff for input.

VP A & P

4 7 3 3. Provide leadership for the compilation of the SACS Fifth-Year Report and submit in a timely manner.

3.1 Review the standards included in the SACS Fifth-Year Report and develop a plan for completion.

3.1 Timeline developed; report compiled and submitted.

VP A & P

3.2 Identify any gaps in compliance with SACS standards and make recommendations to ELT regarding adherence to standards.

3.2 Gaps for noncompliance identified and continuous improvement facilitated through addressing the gap.

VP A & P

3.3 Participate in SACS workshops and Annual Conference.

3.3 Knowledge gained will be applied to continuous improvement and adherence to the SACS standards.

VP A & P

11 7 4 4. Submit timely reports to State Tech, CHE, and IPEDS in a timely accurate manner.

4.1 Submit Program Evaluation data, IPEDS, and CHE data

4.1 The College will submit required data in a timely manner.

Director of I & R Research Analyst

59

according to reporting requirements.

4.2 Identify methods for accessing and reporting data to improve the reporting process.

4.2 Effective methods of accessing and reporting data will be in place for the College.

Director of I & R

11 7 5 5. Conduct College-wide surveys to determine student satisfaction and engagement.

5.1 Conduct the Program and Services, Alumni, and Student Evaluation of Instruction surveys.

5.1 Information gathered will be compiled and distributed for continuous improvement.


5.2 Conduct new program surveys to determine needs for new programs.

5.2 Distribute new program surveys to designated audiences and provide feedback to Academic Affairs.


2010-2011 cctc plan of action · 4 • received sacs approval to implement two new certificate...

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