2020-2025 Strategic Plan
Strategic Goal 1: Create a long-term vision for campus facilities that supports our mission, advances our vision, and responds to community needs.
Sub-goal 1: Create a 5-year Master Facilities Plan for all Blue Ridge locations.
Action Steps:
- Conduct a needs assessment.
- Review the current Facilities Master Plan.
- Prioritize needs based on assessment.
- Identify related equipment/technology needed for facilities
- Develop a new Facilities Master Plan
- Determine KPIs for this goal.
- Develop sub-goal 2 based on information obtained in action steps 1-5.
Intended Outcomes:
- Needs assessment results are available
- Prioritization of needs is complete.
- New Facilities Master Plan is complete.
- New Facilities Master Plan receives approval of the Board of Trustees
- KPIs will be identified and added to SP dashboard.
- Sub-goal #2 has been developed
Date for Completion: July 2021
Team Members: Vice President for General Administration (Chair) and team TBD
2025 Target: All campuses have been evaluated and updated to meet community needs.
KPIs: Will be determined by task force.
Strategic Goal #2: Grow our community partnerships and outreach in order to broaden our impact on the communities we serve.
Sub-goal 1: Create an inventory of existing partners and identify gaps/opportunities.
Action Steps:
- Gather partnership data from various departments across the College.
- Create a compiled list of all community partners.
- Identify gaps in the list.
- Create a centralized tracking system for updating and revising the list moving forward.
- Determine KPIs for this goal.
- Develop sub-goal 2 based on information obtained in action steps 1, 2 and 3.
Intended Outcomes:
- Baseline number of partners has been determined.
- Gaps have been identified.
- Tracking system has been developed.
- KPIs will be identified and added to SP dashboard.
- Sub-goal 2 has been developed.
Date for Completion: December 2020
Team Members: Vice President for Workforce Development (Chair) and team TBD.
2025 Target: 30% increase in community partnerships
KPIs: Will be determined by task force.
Strategic Goal #3: In support of myFutureNC, increase the number of post-secondary credentials awarded in furtherance of a strong workforce pipeline.
Sub-goal 1: Determine the number of post-secondary credentials currently being awarded (3 year trend) and identify areas for growth.
Action Steps:
- Gather data from departments across college to get a holistic view of all the post-secondary credentials currently being awarded at the College.
- Identify gaps and potential opportunities for increasing the number of credentials awarded.Develop sub-goal 2 based on information obtained in action steps 1 and 2.
Intended Outcomes:
- List of credentials currently being awarded and number awarded of each (3 years).
- Gaps and opportunities for increases have been identified.
- Sub-goal 2 has been developed.
Target Date for Completion: December 2020
Team Members: Vice President for Instruction (Chair) and team TBD.
2025 Target: 30% increase in number of post-secondary credentials awarded
KPIs:
Number of curriculum credentials awarded
Number of continuing education credentials awarded
Strategic Goal #4: Develop a workplace environment that reflects our mission, vision, and values and cultivates highly engaged employees.
Sub-goal 1: Participate in the Great College to Work For Survey and develop a plan to improve employee engagement based on survey results.
Action Steps:
- Register to participate in the survey.
- Market the survey to employees.
- Offer incentives for participation.
- Set a goal of 90% participation and reward employees if we reach that goal.
- Review results and develop a plan for increasing employee engagement levels.
- Develop sub-goal 2 based on #5.
Outcomes:
- Survey implemented
- 90% participation rate is achieved
- Plan for improvement is developed.
- Sub-goal 2 is developed.
Date for Completion: December 2021
Team Members: Human Resources Director (Chair) and team TBD.
2025 Target: Increase employee engagement levels to 100%
KPIs:
Employee retention data
Great Colleges to Work For Survey Results
Strategic Goal #5: Improve services and processes to increase operational efficiencies and conserve resources.
Sub-goal 1: Each department will determine at least one operational process to improve and develop a plan for improvement.
Action Steps:
- Departments will meet to brainstorm and identify problem areas.
- Departments will develop a plan for improvement for the identified areas.
- Departments will identify a metric that will be tracked as evidence for improvement.
- VPs will report out a list of planned improvements for their divisions.
- Determine KPIs for this goal.
- Sub-goal 2 will be developed based on action steps 1-3.
Outcomes:
- VPs will have reported planned improvements for their divisions to leadership at June 2020 meeting.
- KPIs will be identified and added to SP dashboard.
- Sub-goal 2 will be developed.
Date for Completion: June 2020
Team Members: Vice President for Student Services (Chair) and team TBD.
2025 Target: Increase operational efficiencies by 30%
KPIs: Will be determined by task force.
Blue Ridge Community College Planning Guide