Paul D. Camp Community College Strategic Plan 2015-16 to 2017-18
Now is the ideal time for Paul D. Camp Community College (PDCCC) to embark on a new strategic plan. With the conclusion of Achieve 2015 and establishment of a new Virginia Community College System (VCCS) plan, Complete 2021, and transition in leadership at the College, PDCCC has planned for the future in alignment with VCCS goals and service region needs.
This strategic plan serves as a guiding document for decision-making about programs and services, new initiatives, and allocation of resources. As new opportunities and challenges are identified they will be reviewed and prioritized in light of the College’s Vision, Mission and Values, and the Institutional Priorities around which this plan is structured.
THE PLANNING PROCESS
In April 2015, the Chancellor of the Virginia Community College System appointed Dr. William C. Aiken Interim President of PDCCC. In light of enrollment and retention challenges faced by the college, Dr. Aiken authorized the development of a new strategic plan that would address these challenges and embrace opportunities for growth and continuous improvement of mission-focused programs and services.
The process began in April 2015 with the convening of the President’s Advisory Council (PAC), a group comprised of the College’s Vice Presidents, Deans, and representatives of Faculty Senate and College Staff. At this initial meeting, PAC reviewed and reaffirmed the College’s Vision, Mission, and Values statements and approved a general process and timeline for development of the Strategic Plan. This process included the following steps:
- Conducting an internal SCOT (Strengths, Challenges, Opportunities and Threats assessment)
- Conducting stakeholder information sessions with Faculty and Staff and the Local College Board
- Conducting a Community Leaders Survey
- Environmental Scanning and reviewing of relevant documents/plans pertaining to critical issues and priorities in community college education, the Virginia Community College System, and the region served by PDCCC. These included previous plans for Achieve 2015; the Strategic Plan for the State Council for Higher Education in Virginia; the new VCCS Strategic Plan, Complete 2021; the VCCS Performance Funding Model; Chancellor’s direction related to enrollment, finances, service to veterans, and textbook costs; the VCCS Worksmart and Shared Services initiatives; accreditation and legislative obligations; remarks made at the Chancellor’s Workforce Town Hall Meeting (April 2015); other VCCS initiatives such as coaching, credentialing, and the Rural Virginia Horseshoe Initiative; and productivity and demographic data pertaining to the College and its service region.
- Holding a Strategic Planning Work Session with the Local College Board
- Identifying Institutional Priorities and associated rationale based on stakeholder input and environmental scan. Institutional Priorities are those “big areas” in which the College commits to invest resources and see results.
- Identifying Broad Goals and Expected Outcomes (Objectives) with baseline and targets so that we will know “what success looks like” and Strategic Actions to address those Objectives. Strategic Actions are to be further refined in the college’s annual planning and assessment process and annual budgeting process. In the annual planning and assessment process, administrative units and academic programs identify and assess achievement of functional unit objectives related to programs and services. In the annual budgeting cycle, funding of actions associated with Institutional Priorities receive priority and ideas/requests for funds will be considered in light of Mission and Institutional Priorities.
- Draft of Plan developed (July-August 2015)
- Plan reviewed by PAC and Committees in August 2015
- Plan revised and approved by College Leadership in September 2015.
- Plan reviewed/approved by the Local College Board in October 2015.
PDCCC’S VISION, MISSION, AND VALUES
Paul D. Camp Community College will be our region’s ﬁrst choice for high-quality transfer and technical programs, workforce services and training, postsecondary education and community partnerships.
Paul D. Camp Community College provides diverse learning opportunities to enhance the quality of life for students and the community.
The College operationalizes this mission by providing…
- Access to higher education for students and promotes their success and goal attainment.
- Curricula in university parallel programs that facilitate transfer to senior institutions.
- Career and technical programs that are responsive to the needs of students and employers.
- A developmental studies program to help students meet college-level learning expectations.
- Workforce training, services and life-long learning opportunities.
- Students with the skills and values needed to function effectively in their world.
- Support for partnerships for the development, growth and renewal of the service region.
- Adequate personnel, financial resources, facilities and technology to support its programs and services.
- Emergency preparedness planning, training and promotion.
PDCCC is committed to…
- The Value of Each Individual – Each person is important. We appreciate the diversity of our student body and college employees. We seek to understand and respect one another.
- The Development of Talent – Faculty, staff and students bring knowledge, skills and abilities to the institution. We encourage them to develop their full potential in order to live responsible and productive lives.
- Teamwork and Community – We accomplish more by working together. Collaboration is an organizational priority for faculty and staff and a learning expectation for students.
- Access and Service – We serve students and each other by working to remove obstacles that threaten success. We challenge students to do the same in their communities.
- Standards of Excellence – We expect each student and college employee to achieve the standards of quality identified for their academic plan or administrative unit.
- Innovation and Risk-taking – We encourage each other to try new ways to address challenges and fulfill the college’s mission.
- Accountability and Improvement – We expect individual students and college employees to fulfill their responsibilities. Meaningful evaluation of student outcomes and other measures of institutional and individual effectiveness are used to improve performance, programs and services.
After reviewing the SCOT Analysis, Community Leaders Survey results, input from Faculty and Staff, enrollment and retention data, and other documentation pertinent to the environmental scan, it was agreed that PDCCC’s plan would be crafted around three Institutional Priorities: Programs, Partnerships, and Productivity.
- Programs encompasses both credit and non-credit programs that meet the needs of students, employers, and the community; and the services and resources provided by the college to help to recruit, enroll, retain, and graduate students in those programs.
- Partnerships encompasses those formal and informal agreements and shared activities, within the scope of the College’s Mission, that promote efficiency, effectiveness, growth and improvement of the College’s programs and services, and the quality of life for students and the community served by the College.
- Productivity refers to the College’s actions and impact relative to the metrics by which the College’s success is measured and, to some extent, by which the College is funded. Productivity includes enrollment, retention, completion (graduation and credentials), grants and fundraising, and other indicators of vitality, growth, and improvement.
Undoubtedly, there is overlap in these priorities and the strategic actions that address them. The plan that follows identifies the broad Goals and specific Objectives, Strategic Actions, and responsible Leadership, associated with these priorities. We will monitor our success annually relative to established objectives. This Strategic Plan is not “set in stone” but can be updated as needed by the President and the College’s leadership team in order to maximize progress, improvement, and success for the College and the students we serve.
Goals, Objectives, and Strategic Actions
New and revised academic programs, including “signature” programs, producing graduates/completers who are prepared for in-demand careers in the regional workforce or successful transfer to other two-year or four-year institutions.
By June 2018, PDCCC will have implemented at least six (6) new degrees, certificates, career studies certificates, or non-credit workforce/industry trainings leading to a credential.
Obtain VCCS and SCHEV approval for Mechatronics degree. [Dean of CTE Programs, VP A&SD]
Obtain SCHEV approval for PDCCC’s General Studies degree as a Transfer Degree. [Dean, Transfer Programs; VP A&SD]
Gain approval for implementation of EMS-Paramedic program. [Dean, Nursing & Allied Health]
Explore and pursue development/expansion of credit and non-credit programs in the following disciplines: Agriculture/Agribusiness, Customer Service (addressing business, job readiness and employability skills), Manufacturing Technician 1, Machining, Instrumentation, Industrial Systems/Maintenance, Information Technology, Expanded Truck Driver Training, Green Energy/Sustainability, Cybersecurity, Culinary, Physical Therapy Assistant, Carpentry, Masonry, Plumbing, Construction Trades, Sales/Retail and Hospitality, and other programs as recommended by the Regional Workforce Development Council, Program Advisory Committees, Educational Programs Committee, and President’s Advisory Council. [Deans, VP Workforce Development, VP A&SD]
As programs are developed, explore transferability, partnerships, and new or revised articulation and transfer agreements with four-year institutions that will enhance and increase the transfer options available to PDCCC students. [Deans, VP A&SD]
Identify at least one program to develop as a “signature” program, and associated marketing and recruitment strategies. [VP A&SD, Deans, VP IA]
Refine PDCCC’s program offerings such that its Degrees, Certificates, and Career Studies Certificates meet PDCCC projections (for new and revitalized programs) and VCCS and SCHEV expectations for productivity.
Discontinue programs that no longer meet productivity criteria and regional workforce needs. Programs for consideration include American Sign Language, Religious Studies, Legal Office, Warehouse and Distribution and other programs as determined by the Educational Programs Committee, A&SD Leadership Team, and Presidents Advisory Council. [VP A&SD]
Revitalize “young” programs that are struggling to meet enrollment and completion targets, including trades, logistics management, robotics, electronic health records, and warehouse and distribution. [Lead Faculty, Deans]
Implement at least 2 additional ‘1+1’ programs.
Work with other VCCS community colleges to develop agreements similar to the agreement with TCC for Studio Arts. [Deans, VP A&SD]
Implement a Zx23 Certificate and Zx23 Degree by Spring 2018, utilizing Open Educational Resources, in order to provide two programs with classes for which there are no associated textbook costs.
Participate in the VCCS Zx23 project in 2015-16 to develop PDCCC’s General Education Certificate as a “Z_Degree” to be implemented in Spring 2016. [Project Lead, VP A&SD]
Identify an associate degree program to develop as a Z_Degree and secure funding for development. [Deans, Lead Faculty, VP A&SD, Grants Coordinator]
Pilot integration of “employability skills” development into all CTE programs developed over the next three years.
Develop and pilot a plan based on findings and recommendations of VCCS workgroup. [TBD]
Increased enrollment, retention, and completion rates.
Increase PDCCC’s credit application yield for program-seeking students from 41% to the VCCS target of 60% by 2017-18.
Employ a Full Time Recruitment and Admissions Specialist [Dean, Student Services]
Develop, implement, and manage a system of proactive follow-up with prospective students from point of interest, through application, to registration. [Recruitment and Admissions Specialist]
Aggressively market and promote new programs, programs targeted with Perkins funding, and programs targeted for revitalization. [VP IA, Lead Faculty]
Increase PDCCC’s total annual headcount from 1813 (2014-15 baseline) to 1995 by the end of the 2017-18 academic year.
Increase PDCCC’s total annual FTE from 780 (2014-15 baseline) to 858 by the end of the 2017-2018 academic year.
Increase PDCCC’s total fall to spring retention rate for program-placed students from 72.8% (2014-15 baseline) to 75% or greater by Spring 2018.
Increase PDCCC’s total fall to fall retention rate for program-placed students from 31% (F13 to F14 baseline) to 43% (F16 to F17).
Increase the number of credit degrees, certificates, and career studies certificates awarded from 296 (2014-15 baseline) to 340 (2017-18).
Increase the number of annual graduates from 217 in 2014-15 to 262 in 2017-18.
Fully implement High School Career Coach and GED strategies and meet all obligations under the MOU as a pilot college for the Rural Virginia Horseshoe Initiative. [VP A&SD, VP IA, VP Workforce Development, Admissions and Recruitment Specialist, HS Career Coach Supervisor]
Seek a Title III Strengthening Institutions grant in the 2016 submission cycle for retention-focused initiatives that include scaling up the effective strategies implemented by the College Success Coaches program and the Student Support Services Program [VP A&SD, Grants Coordinator]
Continue to provide intensive services to at-risk students through the Success Coach Program; the Student Support Services Program (tutoring, academic counseling, career counseling, financial aid counseling, cultural enrichment, and transfer counseling; and expansion of SAILS (early alert) implementation to all courses. [Dean, Student Services; Director, SSS Program; SAILS Implementation Liaison]
Implement processes to confer degrees and certificates at the conclusion of each summer, fall, and spring term (rather than in May only). [Dean, Student Services}
Fully implement participation in the federal loan program in 2015-16. [Director, Financial Aid, VP A&T]
Grow the number of scholarships available to students from 40 in 2014-15 to 45 in 2017-18
Increase the funds available for scholarships from $50,000 to in 2014-15 to $60,000 in 2017-18.
Secure $16,000 per year for endowed scholarships.
Seek additional unrestricted funds for scholarships from individual and business donors. [VP IA]
Pilot a childcare partnership
Identify a business or community organization willing to partner with PDCCC in providing childcare to students, and develop an agreement to pilot a childcare opportunity with a specific group of students. [VP A&T]
Identify a business or community organization(s) willing to partner with PDCCC to create additional educational opportunities for PDCCC students studying early childhood education. [Dean, Occupational and Technical Programs]
Pilot a weekend program in which students can earn a career studies certificate, certificate, or degree by taking classes taking classes on a compressed weekend schedule.
Identify an academic program to pilot on a weekend schedule. [Deans, VP A&SD].
Develop schedule and implementation plan. [Dean and Lead Faculty]
Pilot a partnership to provide transportation between campuses.
Explore options for providing affordable transportation between campuses, including partnering with regional transportation providers for reduced rate or voucher for PDCCC students. [VP A&T]
Thriving Dual Enrollment Program in partnership with regional public and private schools, and the homeschool community.
Increase dual enrollment headcount from 437 in 2014-15 to 538 in 2017-18.
Increase dual enrollment FTE from 149 in 2014-15 to 170 in 2017-18.
Increase the number of degrees and certificates awarded to DE students from 18 in 2014-15 to 36 in 2017-18.
Establish dual enrollment agreements with two additional schools/academies. [VP A&SD, Dual Enrollment Coordinator]
In partnership with Isle of Wight County Public Schools, establish dual enrollment offerings for their proposed STEM Early College initiative. [Deans, Dual Enrollment Coordinator]
Fully implement the principles detailed in the Governing Principles for Dual Enrollment between Virginia’s Public Schools and the Virginia Community College System. [VP, A&SD; Deans, Dual Enrollment Coordinator]
Implement additional programs in 3 public or private schools/school systems in which students can earn a degree, certificate, career studies certificate or industry certification concurrent with high school graduation. [Deans, DE Coordinator, VP Workforce, VP A&SD]
A successful Compliance Certification and QEP submitted to SACSCOC in March 2018.
PDCCC’s Compliance Certification will be submitted complete and on-time, and in compliance with all standards.
Conduct an internal compliance audit in FY 2016. [Compliance Certification Coordinator, VPs, President]
Review and revise shared services MOUs as needed to delineate the expectations for assessment/institutional effectiveness and other reporting that will be needed for SACSCOC reporting. [VP Administration and Technology]
Implement complete cycles of assessment of all units and all academic programs. [Unit Supervisors, Academic Program Lead Faculty, Coordinator of Institutional Research and Assessment]
Implement complete cycles of assessment of general education. [Dean, Transfer Programs; General Education Faculty, Coordinator of Institutional Research and Assessment]
PDCCC’s Quality Enhancement Plan (QEP) will be of high-quality, submitted complete, on-time, and in accordance with SACSCOC requirements.
Develop and implement an inclusive process and timeline for QEP development in accordance with SACSCOC guidelines in Fall 2015. [VP A&SD and SACSCOC Compliance Certification Coordinator]
Budgetary and staffing stability and growth.
Reduce the number of currently grant-funded full-time positions from 13 to 6 by FY 2018.
Increase tuition revenue, unrestricted gifts, and productivity relative to the objectives based funding formula. (See Goals I, II, and III)
Secure $ 50,000 per year in unrestricted funding for new program startup.
Secure $3000 in unrestricted funding for faculty and staff professional development
Secure $25,000 per year of the RVHI to support GED Scholarships
Secure $125,000 per year of the RVHI to support RVHI Coaches
Employ a FT grants professional. [VP IA]
Review and revise, as needed, all policies and procedures pertaining to faculty and staff professional development to identify sources of funding, amount of funds, opportunities routinely supported by the college and at what level, etc. [VP Administration and Technology]
College is involved in local and regional economic development initiatives to recruit, retain, and expand local businesses and industries.
Increase the number of employers served through customized courses, open enrollment, and consulting services from 38 in 2014-15 to 60 in 2017-18.
Support local, regional, and state economic development partners by presenting at business recruitment session presentations and follow-up meetings. [VP Workforce Development]
Collaborate with regional workforce partners to design a “training to job” format to ensure high quality job candidates, a program that can be replicated and customized throughout multiple business sectors. [VP Workforce Development]
Collaborate with regional workforce partners to implement an Employability Skills program throughout the PDCCC Service Region. [VP Workforce Development]
Increase the number of non-credit credentials earned from 208 in 2014-15 to 230 in 2017-18.
Based on input from the Regional Workforce Development Council, regional and local economic development leaders, and the region’s Workforce Investment Board, identify, design, and provide training that leads directly to enhanced employment opportunities through graduates’ success in acquiring industry-recognized credentials. [VP Workforce Development, VP A&SD]
Efficient and effective services and facilities that support enrollment, retention, and completion.
Fully participate in shared services per the VCCS timeline for implementation.
Upgrade facilities to enhance programs and services.
Pursue facilities upgrades to Franklin Campus. [VP A&T]
Pursue facilities upgrades to Suffolk Campus to enhance CTE programs. [VP A&T]