“Renewing The Promise”

2015 – 2020GCSC STRATEGIC PLAN

GCSC STRATEGIC PLAN

TABLE OF CONTENTS

Page OVERVIEW Letter from the President ..................................................................................................4About Gulf Coast State College ........................................................................................5Introduction........................................................................................................................6

LEADERSHIP District Board of Trustees .................................................................................................8Executive Council...............................................................................................................9Strategic Planning Committee..........................................................................................9

STRATEGIC PLAN Planning Process.............................................................................................................. 10Strategic Planning............................................................................................................ 11Vision, Mission and Values ............................................................................................ 12Summary of Strategic Directions .................................................................................. 13Strategic Directions, Goals and Key Performance Indicators ................................... 14

RESEARCH AND DATA COLLECTION Current and Emerging Trends and Themes................................................................. 19

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GCSC STRATEGIC PLAN

OVERVIEW

Letter from the President

In 1957, community leaders had a vision – one that would improve the lives of everyone in this area, and potentially, the quality of life for every generation thereafter. That vision, to create a college to serve residents of Northwest Florida, led to thoughtful and strategic planning, and combined with the hard work and dedicated efforts of many individuals,

became Gulf Coast Community College. Over half a century later, we, the current stewards of Gulf Coast State College, believe that this Strategic Plan, titled “Renewing the Promise,” continues that spirit of hard work and purpose for our common mission and purpose.

GCSC is an exceptional college and this plan, over one year in the making, is the culmination of the efforts of many people throughout the College and community. It is based on direct input from students, employees, business leaders and residents of Bay, Gulf and Franklin counties. The plan will be a road map for the organization, a guide for faculty, staff and administrators to continue the tradition of relating to students one-on-one and engaging with the community in a meaningful way.

It will also incorporate today’s realities, which include the Legislature’s new performance-based funding model. This model breaks the traditional college funding formula and adds

accountability and outcome metrics that allow Gulf Coast to measure our success in areas such as enrollment, retention, completion and graduates’ wages in their fields of study. We have been anticipating this recently established new model and are pleased to note that the criteria for success aligns with areas in which the College has focused on for many years.

In this era of increased accountability, we will continue to hold ourselves to a higher standard, especially when it comes to another important but seldom discussed topic – fiscal responsibility. One of the ways that a well-researched, data-driven strategic plan can affect decision-making in a practical way is how we allocate our limited resources. A good plan helps all of us make informed decisions and ensures that decisions are made for the right reasons that benefit the entire college, and thereby the entire community.

It is my hope that you take a few moments to review our five-year plan. It is our promise to uphold the culture of academic success and community engagement, and remain a strong partner within the community in which we humbly serve.

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About Gulf Coast State College

Gulf Coast State College is one of the twenty-eight public colleges in the Florida College System and serves a three-county district in the panhandle of Florida: Bay, Franklin, and Gulf counties. The district stretches over a distance of 73 miles along the Gulf Coast, covering 1,857 miles. Educational program offerings include associate in arts and associate in science degrees, applied technology diplomas, nationally recognized certificate programs, and non­credit workforce courses.

In 2010, Gulf Coast State College was approved to offer its first baccalaureate degree – the Bachelor of Applied Science in Technology Management. The college offers classes throughout our district in both traditional classroom, online, and hybrid formats. The low student-to-teacher ratio provides students with the opportunity for one-on-one interaction with faculty.

GCSC STRATEGIC PLAN

Introduction

Gulf Coast State College (GCSC) has a rich history of tradition and delivering exceptional educational programs and services to students on its three campus locations throughout Bay, Franklin and Gulf counties. This has been achieved despite an often-challenging educational, financial, and political landscape. We live in a rapidly changing environment where these challenges will likely continue to influence and impact funding, educational delivery and operational processes.

GCSC’s Strategic Plan is driven by the College’s District Board of Trustees’ vision for the College’s future. This vision is guided by the identification of trends and themes impacting higher education. It also anticipates the traits, characteristics, and needs of the local community and stakeholders GCSC currently serves and may serve in the future. The identified initiatives establish the direction for all departments and each employee to work in unison.

The College’s leadership is committed to advance the progress of GCSC by exploring future opportunities and innovative methods to deliver education. The plan is dynamic, vigorous, comprehensive and continuous so as to ensure our future directions are built on providing quality educational opportunities for the students, stakeholders and community-at-large for Bay, Franklin and Gulf counties. We are expanding our efforts and outreach to impact the areas of returning students, active duty military, veterans, minority students, workforce employee training and mature adults.

Student success is the end goal that echoes throughout all planning efforts and is unmistakably evident in the Strategic Plan. Deeply rooted in GCSC is the concept that student success defines our direction for the future and is tied to the Strategic Plan.

As a forward thinking college, we are invested in: • Providing additional support for learning so that students will succeed.• Reducing barriers for all who desire to engage in postsecondary education.• Providing professional development for faculty and staff to enable them to develop

innovative strategies and processes that will facilitate student success.• Aligning programs and resources to the economic development needs of the region.• Providing additional distance learning opportunities so that students will be able

to access our curricula in flexible ways that encourage student success.• Keeping abreast of emerging technologies that will facilitate student success.• Strengthening industry, business and community relationships.• Exploring Competency-based Learning and credit for on-the-job and military

training.

Simply stated, the Strategic Plan is designed and intended to help students reach their academic goals. This plan is a commitment to connecting with students, challenging them to

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succeed and challenging the college to provide them with the tools they need to succeed.

GCSC STRATEGIC PLAN

LEADERSHIP

Gulf Coast State College Leadership

Looking into the future and anticipating the needs of Gulf Coast State College is a daunting task. However, it is a task that the Board of Trustees, faculty, staff, students, administrators and community stakeholders embarked on during 2014-2015.

The Strategic Planning committee was charged with researching trends and themes, examining ideas, soliciting suggestions, reviewing the history of the college, seeking input of focus groups and requesting input through surveys and face-to-face interviews. Through introspection, review of data and discussions, a Strategic Plan for Gulf Coast State College was developed.

District Board of Trustees Ralph C. Roberson, Chair Katie L. Patronis, Vice Chair Don R. Crisp Leah O. Dunn Elizabeth M. Kirvin Jim W. McKnight Steve D. Millaway Joe K. Tannehill, Jr. David P. Warriner

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Strategic Planning Committee Dr. Cheryl Flax-Hyman, Chair Dr. George Bishop Amber Coker Dr. Steve Dunnivant Connie Head Dr. Melissa Lavender Al McCambry John Mercer Sabara Quinn Ben Schmidt Chris Thomes Douglas Wells

Executive Council Dr. John Holdnak, President Rhonda Barker Dr. George Bishop Melissa Bois Loretta Costin Dr. Steve Dunnivant Dr. Cheryl Flax-Hyman Leslie Hapner Dr. Melissa Lavender Roberta Mackey Margie Mazur Al McCambry

John Mercer Joe Mills Ben Schmidt Dennis Storck David Thomasee Chris Thomes Sharon Todd Douglas Wells Chris Westlake Eileen Wilkes

GCSC STRATEGIC PLAN

STRATEGIC PLAN

Planning Process

Gulf Coast State College continues to experience significant change in terms of technology, pedagogy, student needs, community expectations and community employment needs. During the 2014-2015 academic year, GCSC initiated a planning process focused on addressing these changes. The Strategic Planning Process is a projection of the most important directions in which GCSC must move during the next five years (2015 – 2020).

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Strategic Planning

1. Statement of Values: This is a list ofthe values that we consider essential toeverything we do in the name of GulfCoast State College.

2. Vision: The vision is a reflectionof institutional direction. A visionstatement describes a future that isnoticeably different from and betterthan the present. It is a reflection—suggests a visual image—of what theinstitution is striving to become.

3. Mission: The mission is a descriptionof institutional purpose. A missionstatement reflects core principles andanswers the question, “Why are wehere?”

4. Strategic Directions: These are the broad, general formatting categories of the StrategicPlan, which help organize a variety of goals under common headings. These importantcategories become institutional priorities for use of resources.

5. Goals: Statements of what the college wants and expects to accomplish in the next three tofive years. They are organized under the major initiatives.

6. Key Measurements of Success: These are the metrics the college will use to determinewhether each goal is achieved. They are specific in terms of stating the desired objective,and they include the level of performance that must be reached in order to claim success.

GCSC STRATEGIC PLAN

Vision, Mission and Values

Vision Gulf Coast State College will deliver life-changing learning opportunities and will join as a full partner in dynamic cultural and economic development of the region.

Mission Gulf Coast State College holds students and community of central importance. The college provides many opportunities for learning and offers a range of programs and services to help students become well-educated, productive citizens. The college is equally dedicated to collaborating with the community to help create or improve economic well-being and to offer the space of the college for social dialog, events of art and culture, and other moments that enhance our quality of life.

Values Holding true to its vision and working continuously on mission, Gulf Coast State College affirms these values as essential to all the college is and does: • Boldness of vision• Responsiveness to the community• Culture of honesty and trust• Open expression of ideas• Diversity of thought and

culture • Flexibility and agility• Ease of access and

affordability • Outstanding teaching

and service • Creativity and

innovation • Purposeful work

Vision: Gulf Coast State College will deliver life-changing learning

opportunities and will join as a full partner in dynamic cultural

and economic development of the region.

Direction One:Learning First

Direction Two:Community

Partnerships & Cultural

Development

Direction Three:Career Pathways

Direction Four:Promoting Access &

Completion

Direction Five:Effectiveness, Efficiency &

Accountability

deliver responsive and flexible curricula that meet evolving workforce and employer needs.

Summary of Strategic Directions

Direction One: Learning First Create a culture that focuses on student success by promoting academic excellence and continued improvement in the teaching and learning process.

Direction Two: Community Partnerships & Cultural Development Partner with all constituents to align programs to strengthen the educational, social and economic vitality of the community.

Direction Three: Career Pathways Collaborate with business and industry to

Direction Four: Promoting Access & Completion Continuously develop new and innovative approaches to recruit, retain and graduate students.

Direction Five: Effectiveness, Efficiency & Accountability Protect the fiscal health of the college to ensure its continued ability to serve and enhance the community.

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GCSC STRATEGIC PLAN

Direction One: Learning First

Create a culture that focuses on student success by promoting academic excellence and continued improvement in the teaching and learning process.

Strategic Goals: • Increase the percentage of students who persist at GCSC through key academic

thresholds (certificate and degree completion) without compromising academic rigor and integrity

• Encourage progressive and innovative methods of instruction (to include the use oftechnology) and delivery of content

• Develop, align and review program learning outcomes to assure a cohesive curricular experience that enhances student learning while meeting or exceeding statewide performance metrics

• Empower faculty to assess their own performance and that of their colleagues

• Expand student learning opportunities beyond the classroom

Key Performance Indicators: • Maintain a high level of success for

AA students who continue theireducation

• Increase the number of degrees/ certificates awarded within three years of a degree-seeking student enrolling at GCSC

• Experiment with course redesign

strategies and pedagogies)

• Increase success rates in traditional, on-line and hybrid courses

• Improve retention rates among students who persist to the next academic year

(pilot and document the use/effectiveness of different teaching

Direction Two: Community Partnerships & Cultural Development

Partner with all constituents to align programs to strengthen the educational, social and economic vitality of the community.

Strategic Goals: • Promote college engagement with community organizations and businesses to increase

the region’s awareness of the College’s mission and services

• Demonstrate leadership in community, cultural, artistic and intellectual development

• Increase public awareness of college programs such as guest lectures, forums,theatre events, visual arts displays, concerts, military events, etc. that are open to thecommunity

• Be a recognized leader in the community for social change and civic engagement

Key Performance Indicators: • Build relationships that increase awareness of the college’s programs and services

• Increase enrollment in Corporate College initiatives

• Increase the number of service opportunities for faculty and staff to make adifference in the surrounding communities and counties

• Develop a plan to encourage and recognize faculty and staff that serve oncommunity boards and committees

• Expand service learning programs and internship or volunteerism in the community

• Increase number/attendance at community events hosted by GCSC

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GCSC STRATEGIC PLAN

Direction Three: Career Pathways

Collaborate with business and industry to deliver responsive and flexible curricula that meet evolving workforce and employer needs.

Strategic Goals: • Create career maps for all degree programs and align with the economic development

needs of the state, emphasizing unique characteristics of our region

• Expand educational offerings, certificate programs, and other technical training to meetbusiness and industry needs

• Develop flexible programs and delivery options that allow graduates to compete successfully in the state, regional and local economy

• Expand professional continuing education offerings, certificate programs, and other technical training to meet business and industry needs

• Extend high school to college curriculum alignment and transfer articulations to includetargeted cohorts of students based on their unique talents and abilities

Key Performance Indicators: • Increase the number of students enrolling at

GCSC following high school graduation

• Increase the job placement rate of completers

• Increase employer satisfaction ratings ofGCSC completers (former students asemployees)

• Increase the number of returning studentspursuing additional workforce/continuingeducation

• Increase the number of “stackable” careerand academic pathways that incorporateindustry-relevant and postsecondarycredentials which lead to a sustainable wage

Strengthen alumni involvement and resources to support GCSC and increase

Direction Four: Promoting Access & Completion

Continuously develop new and innovative approaches to recruit, retain, and graduate students.

Strategic Goals: •

opportunities for students

• Utilize a robust, comprehensive academic early-warning system

• Create more safety nets/support systems for students who perform marginally in sequential math/science/ writing classes

• Explore nontraditional course scheduling options to increase access

• Create a unique climate and culture of student advocacy in which all students feel welcome, safe, and secure

• Aggressively seek funding sources that will assist students in financial distress—alternative routes to financial-aid quagmires

• Target marketing campaigns to reach diverse and underserved populations

Key Performance Indicators: • Increase membership of alumni and active

involvement

• Increase completion and achievement of all students with a focus on underservedand underperforming students

• Increase the number of students choosing Gulf Coast as their pathway foracademic, economic, and life success (enrollment)

• Improve graduation rates

• Expand the resource base to assist students in financial need

• Create degree maps that provide class schedules several semesters in advance

• Develop road maps to align curriculum with senior institutions

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GCSC STRATEGIC PLAN

Direction Five: Effectiveness, Efficiency & Accountability

Protect the fiscal health of the college to ensure its continued ability to serve and enhance the community.

Strategic Goals: • Create a culture of innovation, accountability and transparency at Gulf Coast

• Develop a culture of fiscal awareness – better understanding of financial situation

• Aggressively pursue nontraditional sources of revenue

• Attract and retain talented faculty and staff with competitive compensation andprofessional development opportunities

Key Performance Indicators: • Consistently evaluate and communicate student achievement results and fiscal accountability

• Create incentive plan for faculty and staff to seekexternal funding and/or new revenue streams

• Reallocate resources on a regular basis to matchcurrent priorities/realities and increaseprofessional development opportunities

• Conduct a systematic review of the college’spolicies and procedures to promote effectiveness,efficiency and accountability

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RESEARCH & DATA

Current and Emerging Trends and Themes

As society evolves, state/community colleges must accommodate change or risk becoming obsolete. We must become responsive to local community needs while staying in tune with state and national developments. The continuation of declining public funding, changing demographics, advancing technology and a tough job market must be addressed. When identifying current and emerging trends and themes, it is important to look in the technological, economic, environmental, political and social sectors.

The Strategic Planning committee reviewed and compiled a wide array of information to help establish the overarching initiatives that were recommended for the Strategic Plan. As the committee reviewed the research and gathered input from all stakeholders, there were current and emerging trends and themes that surfaced. The following trends and themes were used to develop the overarching initiatives and focus for the Strategic Plan.

1. Economic Development• Align programs and the resources to the

economic development needs of the region. • Strengthen local and regional partnerships to

advance workforce development initiatives. • Forecast workforce needs and develop new

programs that supply trained people. • Develop a coordinated system-wide approach to

supporting specific economic sectors identified as important for the economic vitality of the area.

• Promote off-campus extended learning opportunities to develop practical workplaceskills (i.e. community service learning, internships, co-ops).

• Develop an entrepreneurial environment that encourages design processes built oncreativity, risk taking and collaboration in an atmosphere of mutual respect and support.

• Increase dialogue with local employers to prepare graduates for the workforce.• Maximize employer engagement in the development of programs that will lead to

sustainable wages.• Increase technical training (and retraining) for students.• Explore the German Apprenticeship Model.

GCSC STRATEGIC PLAN

• Identify the fastest growing areas (i.e., STEM, cybersecurity, UVS, high-techmanufacturing and healthcare).

• Develop workforce-oriented bachelor’s degrees that are focused on the community’sneeds.

2. Strengthen Student Recruitment andRetention

• Focus on reducing barriers to enrollment (50% of our students are projected to be first generation and 80% will need to work 20+ hours per week in the next 5-10 years). • Provide a complete array of academic

support services, regardless of students’locations and schedules.

• Create clear, coherent academic/careerpathways.

• Achieve an increase in course completion,retention and degree completion rates (lesstime and resources to combat a greater riskprofile—expected to have a surge in high­

risk students). • Make the transition from the community college to the four-year institution easier (add

additional 2+2 programs as needed).• Confront growing public pressure to improve the perception that students spend too

much time and money to finish.• Manage enrollment to maximize student access via alternate delivery methods and time

frames.• Emphasize the excellent teaching and supportive environment available at the state

college.• Promote instructional quality and return-on-degree as well as affordability.• Review the financial aid application process as it relates to a barrier to college

affordability. (A decade of evolving funding—tougher financial aid guidelines enactedand more phasing in of state performance-based funding.)

• Improve students’ awareness and access to available financial aid programs.• Recognize and identify for-profit colleges and their ability to provide convenience (i.e.,

begin new classes every 4 to 6 weeks).• Advertise assistance in career and academic planning.

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• Promote stackable certificates.• Establish learning support systems and

techniques designed to reduce achievement gaps among learners from diverse backgrounds.

• Address the rising costs of pursuing a higher education (to include textbooks).

• Provide programs and services for the returning veteran student population.

• Strengthen academic advising especially as it relates to career mapping.

• Target at-risk student populations and assess whether programs designed to improve retention have been effective and should be sustained.

• Maximize student engagement with the college community.

• Promote student success by creating a culture of equity and inclusion.

• Offer a greater number of bachelor’s degrees and explore unmet needs in partnershipwith local and regional universities.

• Create an advising task force to help guide students who come in without a declaredmajor.

3. Keeping Abreast of Changes in Technology• Recognize that students are leveraging mobile devices both to be more efficient in their

day-to-day activities and to transform their own learning process.• Ensure that faculty and staff have the appropriate communication skills and effective

instructional delivery skills to meet the needs and learning styles of the current collegestudent using the most effective teaching strategies.

• Consider connecting to students via social media and integrate social media intoinstructional design models.

• Understand the role MOOC’s (Massive Open Online Courses) may play.• Utilize predictive analytics—enter the era of big data.• Explore on-demand services and real time interventions.• Recognize other social and technological disruptions.• Address the lack of digital fluency among faculty.

GCSC STRATEGIC PLAN

4. Greater Recruiting of Baby Boomers• Address the continuing demographic change at state/community colleges (i.e., greying of

the population in Florida-growth of 50+ population). • Focus on learning, training and service for baby boomers intending to work past the

traditional retirement age. • Provide assistance for people wanting to change careers (late career goals).

• Understand the demand for social services, gerontologyprograms, wellness activities, patient advocacy and homemodifications.

• Emphasize the quality and affordability of programs andservices.

• Provide opportunities for lifelong learning by offeringmore high-interest courses.

• Support and value employees.• Recruit, develop and retain an exceptional and diverse

group of employees.• Promote health and well-being.• Provide comprehensive professional development and

career growth.• Provide a positive environment for employees.• Review salary schedules.• Use shared governance to drive the campus forward.• Support innovative faculty work.• Consider the role of adjunct faculty in institutional

governance.• Recognize that training on various technologies is essential to successful teaching,

learning and professional skills.

5. Earning College Credit for What You Know• Explore “competency-based learning” so that students move through course

material at their own pace resulting in early graduation.• Understand how Direct-to-Credential Career Academies work.• Offer credit for on-the job and military training through placement tests and

assessments of student portfolios.

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6. Partner and Respond to ChangingCommunity Needs

• Maximize community access to campus facilities and services.

• Develop effective community relations andevent coordination.

• Identify potential events that would affect theperception of the college.

• Develop programs attractive to students thatalso meet the needs of the changingcommunity.

• Raise the college profile in the community.• Magnify the importance of the state college to

the community and how it makes a differenceto our community.

• Actively respond to community needs and goals.• Increase the active involvement of alumni in giving of their time to support the college.• Strengthen K-12 partnerships and assist with college readiness.

7. The Political Climate• Prepare for flat or declining state funding.• Respond to increased transparency and accountability.• Understand and be prepared to respond to

performance-based funding. • Address the demands for information about

student success and other measurable outcomes. • Respond to an economic recession.• Create and advance the culture of innovation and

entrepreneurism. • Address public mistrust and fear of instability that

could affect community/state colleges. • Provide the opportunity for all who desire to

engage in postsecondary education to do so (open access).

2015 – 2020GCSC STRATEGIC PLAN

PANAMA CITY CAMPUS

GULF/FRANKLIN CAMPUS

NORTH BAY CAMPUS

TYNDALL EDUCATION CENTER

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