Strategic Plan

INTRODUCTION

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 August 2017, the President’s Advisory Council (PAC) began development of a new five-year strategic plan to bring into focus and balance the many goals for which the college is striving, including the VCCS Chancellor’s Complete 2021 strategic plan and related initiatives, a new Quality Enhancement Plan (QEP), and a new Master Facilities Plan. A leader was chosen and a timeline established with specific goals as follows:

The first order of business was to review the Vision, Mission, and Values statements, which was achieved through a small group consisting of the Strategic Planning Leader (Teresa Harrison), the Classified Staff Leader (Amy Baird), the Faculty Senate Leader (David Lorenz), and the President of the Student Government Association (Ruth Kent). The group chose to revise these statements, in order to make them more concrete and measurable in terms of where we see ourselves now, where we want to be, and where our commitments are to our students and community. The final draft of these statements was approved by PAC and the Local Board in November 2017.

Meanwhile, throughout October and November, a series of Strategic Planning sessions were held for stakeholders, both internal and external. These sessions included a directed SCOT analysis (Strengths, Challenges, Opportunities, and Threats) for local business leaders, board members, local government officials, student government, the faculty senate, and classified staff. An open session was held at the end of November for all internal and external stakeholders to gather and provide feedback. Surveys for SCOT analysis were also disseminated by the Institutional Research Coordinator (Damay Bullock) to gather responses from individuals who could not attend an in-person session.

In December, the Strategic Planning Leader provided the SCOT results (in-person as well as surveys) to PAC, and four main themes that emerged from the stakeholders’ feedback were identified. A workgroup was convened to revisit the prior Strategic Plan and identify items which are still needed; these were prioritized for inclusion in the new plan under the four main themes, along with new initiatives. In February 2018, the workgroup presented a draft of their findings to PAC for review. The VCCS Chancellor approved the Vision, Mission, and Values statements in March 2018. PAC and the Local Board approved the final version of the Strategic Plan in April 2018.

The resulting plan contains broad goals, associated objectives, and strategic actions in alignment with the four identified Institutional Priories: Community, Enrollment, Resources, and Branding. 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.

VISION STATEMENT

Paul D. Camp Community College will be our region’s first choice for postsecondary education, workforce development, and community partnerships.

MISSION STATEMENT

Paul D. Camp Community College provides accessible, quality higher education, workforce training, and community development in our service region, while supporting success for a diverse student population, and fulfilling the needs of our employers.

CORE VALUES

At Paul D. Camp Community College, we are committed …

  • To Diversity – Each person is important. We appreciate the diversity of our student body and college employees. We seek to understand and respect one another.
  • To Teaching and Learning – Faculty, staff and students bring knowledge, skills and abilities to the institution. We encourage everyone to develop to their full potential in order to live responsible and productive lives.
  • To Teamwork– We accomplish more by working together. Collaboration is an organizational priority for faculty and staff and a learning expectation for students.
  • To Access and Service – We strive to remove obstacles that threaten student success. We challenge students to do the same in their communities through service to others.
  • To Excellence and Continuous Improvement – We expect each student and college employee to uphold the standards of quality identified for their academic plan or administrative unit with integrity. We evaluate student outcomes and other measures of institutional and individual effectiveness to continuously improve performance, programs and services.
  • To Innovation– We encourage each other to try new ways to address challenges and fulfill the college’s mission.
  • To Community – We work with our community to achieve common goals related to education, economic development, and civic engagement.

After reviewing the Strengths/Challenges/Opportunities/Threats (SCOT) Analysis, Community Leaders Survey results, input from Faculty and Staff, Virginia Community College System (VCCS) initiatives, enrollment and retention data, and other documentation pertinent to the environmental scan, it was agreed that Paul D. Camp Community College’s (PDCCC’s) plan would be crafted around four Institutional Priorities:
Community, Enrollment, Resources, and Branding.


Institutional Priorities

  1. Community refers to the extent to which we are responsive to the needs of the community and the students we serve, ensuring we are the first choice for postsecondary education and partnerships for stakeholders in our service region.
  2. Enrollment refers to both student enrollment and its counterparts – progression, retention, and completion – all of which are central to PDCCC’s Mission. Strategic Success around this theme was identified by the President who established a strategic vision that includes growing enrollment so that by 2022 the college will have 925 annual full-time equivalent (FTE), fall-to-spring and fall-to-fall retention rates of 80% and 60% respectively for program-seeking students, and 500 completers of degrees, certificates, career-studies certificates, and industry-recognized credentials.
  3. Resources refers to the College’s actions and impact relative to providing a healthy, safe, secure, and collegiate environment for teaching and learning.
  4. Branding refers to the ability of the public to know where the College is, the value the College offers and to recognize it as equivalent to other institutions. A recognizable brand and positive image will create additional opportunities for student recruitment and community partnerships.

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, and Strategic Actions 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

Goal I: Enhance and improve PDCCC’s involvement in the community.

  • Objective 1: Increase PDCCC engagement and relationships with the community so that we become the region’s first choice for post-secondary education and partnerships.
    • SA1: Hold annual public forums (State of the College) in Franklin, Suffolk, and Smithfield to engage community in PDCCC plans and receive feedback.
    • SA2: Convene community stakeholders to discuss needs and community college actions.
    • SA3: Increase PDCCC faculty and staff presence, participation and involvement in the community.
    • SA4: Connect with alumni and leverage alumni relationships to help promote the vision and mission of the college.
  • Objective 2: Establish relevant programs.
    • SA1: Engage advisory committee and other community stakeholders to assess program needs.
    • SA2: Conduct annual program assessments of credit and non-credit programs for relevance and viability.

Goal II: Improve and increase recruitment and onboarding opportunities.

  • Objective 1: Increase application yield, i.e., the percentage of program-seeking students moving from “connection” to “entry” from 32% to 50% by FY22.
    • SA1: Develop and implement a comprehensive outreach and recruitment plan.
    • SA2: Implement and fully utilize Customer Relationship Management (CRM) in the new Online Admissions Application (OAA) to drive prospective students from interest to entry.
    • SA3: Incorporate job growth, position openings, and wage/salary data into website and recruitment materials based on program descriptions and objectives.
    • SA4: Pilot and assess effectiveness of initiatives to support recruitment and retention.
  • Objective 2: Grow PDCCC’s Athletics Programs to 100 student athletes by FY22.
    • SA1: Add softball to PDCCC’s Athletics Program.
    • SA2: Identify and secure resources for implementation of additional athletics programs.
  • Objective 3: Increase enrollment at PDCCC Center at Smithfield to 45 FTE by FY22.
    • SA1: Increase use of synchronous instruction.
    • SA2: Identify and implement whole-program scheduling at the Center.
    • SA3: Update Smithfield Center facilities and furnishings to reflect a collegiate environment.

Goal III: Integrate Pathways into PDCCC programs and services.

  • Objective 1: Attain National Alliance for Concurrent Enrollment Partnerships (NACEP) accreditation for the Dual Enrollment (DE) program by FY21.
    • SA1: Form a NACEP accreditation workgroup tasked with development of policy, processes, timelines, partnerships, etc., toward NACEP accreditation.
    • SA2: Fully implement the principles detailed in the revised Governing Principles for Dual Enrollment between Virginia’s Public Schools and the Virginia Community College System and VCCS DE Financial Model and policy.
    • SA3: Conduct feasibility study/analysis for establishment of an early college academy at one of PDCCC’s campuses or Center at Smithfield.
  • Objective 2: By FY22, 50% of first-time program-seeking students will be enrolled in 15 or more credits per semester, or 30 credits for the year.
    • SA1: Implement Quality Enhancement Plan (QEP) with “15 to Finish” framework.
    • SA2: Improve course scheduling to incorporate block and weekend schedules, and provide ability for students to schedule two years at a time.
    • SA3: Implement mid-term grades in Student Information System (SIS).
    • SA4: Enhance student services and resources, including tutoring.
  • Objective 3: Use Pathways to achieve 925 FTEs enrolled in credit programs by FY22 and 400 students in non-credit programs.
    • SA1: Identify and implement pathways for non-credit to credit.
    • SA2: Increase the number and type of program-embedded internship opportunities for credit and non-credit students.
    • SA3: Pilot default scheduling for credit-bearing programs.
    • SA4: Implement student onboarding initiative, i.e. Education Advisory Board (EAB) Navigate.
    • SA5: Explore development and growth of programs in Agribusiness, Cybersecurity, and trades.
    • SA6: Identify and implement opportunities to provide teacher recertification (CEUs and credits).
    • SA7: Identify and implement additional program and course-embedded industry credentials in degree, certificate, and Career Studies Certificate (CSC) programs.
    • SA8: Identify and implement additional non-credit/workforce development programs leading to attainment of industry-recognized credentials.

Goal IV: Increase Student Engagement.

  • Objective 1: Increase faculty and staff effectiveness in advising, customer service, and student engagement.
    • SA1: Provide professional development for advisors to support QEP implementation, according to the QEP metrics.
    • SA2: Provide professional development to faculty and student services staff on engaging students with OAA, CRM and EAB Navigate.
    • SA3: Provide professional development in customer service.
  • Objective 2: Grow participation in student clubs and organizations to 150 students by 2022.
    • SA1: Develop and implement a comprehensive plan for engagement through Student Activities.
    • SA2: Implement additional student life/engagement offerings for students.
  • Objective 3: Improve continuity in online and hybrid courses.
    • SA1: Implement a Learning Management System (LMS) policy and template for faculty.

Goal V: Enhance and maintain educational environments that promote learning, engagement, innovation, creativity, and safety.

  • Objective 1: Improve College facilities and grounds through the development and implementation of a facilities master plan and maintenance plan.
    • SA1: Develop and implement a college ten year Master Facilities Plan by FY19.
    • SA2: Develop and implement an annual maintenance plan.
    • SA3: Conduct annual space needs analysis to improve space utilization.
  • Objective 2: Improve technology infrastructure by FY22.
    • SA1: Replace the College’s wireless system to allow improved accessibility for students.
    • SA2: Replace and upgrade network infrastructure.
    • SA3: Add hardware and software that promotes synchronous learning at all College locations.
  • Objective 3: Improve safety, security, and readiness for emergency situations at all College locations to ensure student and employee safety.
    • SA1: Develop, plan, and implement the Crisis Emergency Management Plan (CEMP) annually.
    • SA2: Conduct emergency incident events to provide specific training for staff and students.
    • SA3: Utilize college safety committee to provide safety inspections and evaluations.
    • SA4: Replace camera system and expand at each campus and Smithfield Center by FY20.
  • Objective 4: Explore funding opportunities that align with programmatic priorities.
    • SA1: Continually assess programmatic needs and seek donors to fund.
  • Objective 5: Increase funding for faculty and staff professional development, scholarships and grants.
    • SA1: Work with the Foundation to develop goals that align funding priorities.
    • SA2: Continually seek new grant opportunities.

Goal VI: Enhance and improve PDCCC’s name and brand recognition in the community.

  • Objective 1: Promote consistent image and brand messaging.
    • SA1: By FY20, develop a new tagline for PDCCC.
    • SA2: By FY21 review/refresh/relaunch PDCCC logo.
    • SA3: Redesign website, to be launched by FY19.
    • SA4: Leverage PDCCC’s status as only public higher education provider located in service region.
  • Objective 2: Strengthen PDCCC’s presence in the service region.
    • SA1: Explore opportunities for shared services to leverage marketing resources.
    • SA2: Create a Marketing Plan by FY19 to include digital media and marketing venues that best fit PDCCC’s service region.
    • SA3: Conduct a thorough review/revision of marketing materials by FY20 to ensure consistency.
    • SA4: Continue to grow student success story initiative.