Blue Ridge Community College color logo png

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.

2025 Target: All campuses have been evaluated and updated to meet community needs.

Team Chair: Vice President for General Administration

Sub-goal 1:  Create a 5-year Master Facilities Plan for all Blue Ridge locations.

Action Steps:

  1. Conduct a needs assessment.
  2. Review the current Facilities Master Plan.
  3. Prioritize needs based on assessment.
  4. Identify related equipment/technology needed for facilities
  5. Develop a new Facilities Master Plan
  6. Determine KPIs for this goal.
  7. Develop sub-goal 2 based on information obtained in action steps 1-5.

Intended Outcomes:

  1. Needs assessment results are available
  2. Prioritization of needs is complete.
  3. New Facilities Master Plan is complete.
  4. New Facilities Master Plan receives approval of the Board of Trustees
  5. KPIs will be identified and added to SP dashboard.
  6. Sub-goal #2 has been developed

Date for Completion:  July 2021

KPIs:

1. Stakeholder meetings will be held in both counties.
2. Board will approve a new Facilities Master Plan.
3. Facilities Master Plan will be presented to the campus.

Sub-goal 2: Create a plan to seek out funding opportunities to implement the Facilities Master Plan.

Action Steps:

    • Provide Facilities Master Plan document with priorities that can be posted and/or distributed
    • Develop a plan that is focused on the priorities for Year 1
    • Differentiate for stakeholders between the Facilities Master Plan and the FCAP
    • Present to County Commissioners
    • Prepare for possible State construction bond

Intended Outcomes:

    • Priority list from the Facilities Master Plan for construction and/or capital projects will be completed
    • FCAP capital projects and timeline becomes clearer for College stakeholders
    • Increase donors and gifts
    • Identify new community partners by working with other Strategic Goal teams

Date for Completion: July 2022

KPIs:

1. Funds will be raised through donations, gifts, grants, state, and county sources: $1.5 million
2. Partners will be identified and contacted as potential resources for capital projects: 10 partners


Strategic Goal #2:  Grow our community partnerships and outreach in order to broaden our impact on the communities we serve.

2025 Target: 30% increase in community partnerships

Team Chair: Vice President for Workforce Development and Continuing Education

Sub-goal 1:  Create an inventory of existing partners and identify gaps/opportunities.

Action Steps:

  1. Gather partnership data from various departments across the College.
  2. Create a compiled list of all community partners.
  3. Identify gaps in the list.
  4. Create a centralized tracking system for updating and revising the list moving forward.
  5. Determine KPIs for this goal.
  6. Develop sub-goal 2 based on information obtained in action steps 1, 2 and 3.

Intended Outcomes:

  1. Baseline number of partners has been determined.
  2. Gaps have been identified.
  3. Tracking system has been developed.
  4. KPIs will be identified and added to SP dashboard.
  5. Sub-goal 2 has been developed.

Date for Completion:  March 2021

 

Sub-goal 2: Prioritize and develop implementation plans to increase the number of community partners connected to five gaps identified through employment projections/community needs (skilled trades, horticulture/agriculture, information systems security (cyber security), teacher preparation, and reaching adult learners)

Action Steps:

    • Establish a baseline of community partners from data collected in Sub-goal 1 (held over from Year One)
    • Form work groups to address each gap identified through employment projections/community needs (This action step is complete.)
    • Work groups will develop action plans to increase the number of community partners in their gap area.
    • Leverage existing and new community partners to address each gap.

Intended Outcomes:

    • Action Plans to address gaps in each area will be developed and implemented.
    • Community partnerships will increase by 8% over baseline each year (this will get us to our target of 30% increase by 2025).

Date for Completion: December 31, 2021

Team Chair: Vice President for EWD/CE

KPIs:

    1. Number of community partners by program (increase of 8% overall)
    2. Enrollment numbers by program (increase of 2%)
    3. Enrollment numbers specific to adult learners (increase of 2%)

Strategic Goal #3:  In support of myFutureNC, increase the number of post-secondary credentials awarded in furtherance of a strong workforce pipeline.

2025 Target: 30% increase in number of post-secondary credentials awarded

Team Chair: Vice President for Instruction

Sub-goal 1:  Determine the number of post-secondary credentials currently being awarded (3 year trend) and identify areas for growth.

Action Steps:

  1. Gather data from departments across college to get a holistic view of all the post-secondary credentials currently being awarded at the College.
  2. Identify gaps and potential opportunities for increasing the number of credentials awarded.
  3. Develop sub-goal 2 based on information obtained in action steps 1 and 2.

Intended Outcomes:

  1. List of credentials currently being awarded and number awarded of each (3 years).
  2. Gaps and opportunities for increases have been identified.
  3. Sub-goal 2 has been developed.

Target Date for Completion:  March 2021

KPIs:

    1. Course and program retention rate
    2. First Year progression (Performance Measure)
    3. Overall course success rate
    4. Success in College-level math and English (Performance Measure)

Sub-goal 2: Prioritize and develop implementation plans for identified areas of growth.

Areas of Growth and Potential Strategies

1. KPI #1: Student retention and success: Fall to Fall rate for PT students

      1. Implementation of Aviso
      2. identifying supports to help PT students go FT
      3. Emergency funding for students (identify need before student drops)
      4. Recruit faculty from non-majority populations
      5. Career Exploration/Counseling

2. KPI #3: Student completion:

      1. Award credential upon student completion rather than students self-identifying and having to apply for graduation (implementation of finish first or another method)

3. KPI #3: Articulation from CE to CU

      1. Embed credentials and certifications into coursework and market
      2. Competency based instruction
      3. Implementation of more credit for prior learning

4. KPI #2: Course success improvement for Low Success rate courses

      1. Implementation of accelerated courses and degree pathways
      2. Identify better way to record the reason why students are withdrawing from courses

5. KPI #3: Engaging Adult Learners (to increase the total number of credentials awarded)

      1. guided pathways
      2. increased 4, 6 and 8 week courses
      3. marketing accelerated programs and courses
      4. block scheduling

Action Steps and Timeline

    1. Task Force will identify someone to keep up with the credentials from each area – by April 15, 2021
    2. Identify leader of each area of growth – by April 15, 2021
    3. Each leader forms a team – by May 15, 2021
    4. Create a template for teams to use for reporting – by May 15
    5. Each team develop priorities/narrow focus (choose one action step for implementation for year 3) – by Sept. 30, 2021
    6. Each team create an implementation plan for year 3 – by Dec. 31, 2021
    7. Each team create budget requests for priorities and implementation plan identified – by Dec. 31, 2021
    8. Monthly progress report filled out by each team (on template given to leader)
    9. Leaders give a report to the Task Force each month (Sept, Oct. Nov, Dec, Jan, Feb)

Intended Outcomes:

    • Three-year Action Plan will be developed for each area.

Date for Completion: February 2022

KPIs:

    1. Fall to Fall Retention rate for PT Students (Target = 2% increase)
    2. Course success rate for Low Success Rate (Target = 2% increase)
    3. Total number of credentials awarded (Target = 85 increase)

Strategic Goal #4:  Develop a workplace environment that reflects our mission, vision, and values and cultivates highly engaged employees.

2025 Target: Increase employee engagement levels to 100%

Team Chair: Human Resources Director

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:

  1. Register to participate in the survey.
  2. Market the survey to employees.
  3. Offer incentives for participation.
  4. Set a goal of 90% participation and reward employees if we reach that goal.
  5. Review results and develop a plan for increasing employee engagement levels.
  6. Develop sub-goal 2 based on #5.

Outcomes:

  1. Survey implemented
  2. 90% participation rate is achieved
  3. Plan for improvement is developed.
  4. Sub-goal 2 is developed.

Date for Completion: December 2021

KPIs:
Employee retention data
Great Colleges to Work For Survey Results

Sub-goal 2: Implement a new onboarding program to: better ensure cultural fit for new hires and potential employees; better ensure role clarity for newly hired employees; better ensure connection to other team members by assigning tasks to others in the organization to make new hire’s transition easier; ensure compliance with requirements; and schedule regular check-ins/check-backs with new hire regularly throughout their first year of employment.

Action Steps:

    • Request budget for new system, part-time assistant through annual budget process (Human Resources)
    • Purchase system
    • Implement system (build system through Fall 2020 for January 1, 2021, implementation)
    • Measure completion of tasks throughout new employee’s first 30 days, 60 days, 90 days, six months and one year
    • Solicit feedback from users on system improvement

Intended Outcomes:

    • System purchased
    • System implemented
    • Positive feedback from system users
    • Completion of required tasks
    • Higher ratings on employee survey, Great Colleges survey
    • Positive feedback from Exit survey (from exiting employees)

Date for Completion: Full implementation by July 1, 2022; evaluation of new system on regular basis by new hires.

KPIs:

    1. Employee retention data (Target = 2% increase/Baseline is 84%)
    2. Great Colleges to Work For Survey Results (Target = All Results will be in Good – Very Good Range/Baseline 2 areas in average range)
    3. Great Colleges to Work for Participation (Target = 10% Increase in Participation Rate/Baseline is 37.8%)
    4. Survey Question on Satisfaction of New System (90% of employees will state satisfaction with the new system)
    5. Employee Exit Survey (90% of Exiting Employees Would Recommend BRCC as an Employer to Others)

Strategic Goal #5: Improve services and processes to increase operational efficiencies and conserve resources.

2025 Target: Increase operational efficiencies by 30%

Team Chair: Vice President for Student Services

Sub-goal 1: Each department will determine at least one operational process to improve and develop a plan for improvement.

Action Steps:

  1. Departments will meet to brainstorm and identify problem areas.
  2. Departments will develop a plan for improvement for the identified areas.
  3. Departments will identify a metric that will be tracked as evidence for improvement.
  4. VPs will report out a list of planned improvements for their divisions.
  5. Determine KPIs for this goal.
  6. Sub-goal 2 will be developed based on action steps 1-3.

Outcomes:

  1. VPs will have reported planned improvements for their divisions to leadership at June 2020 meeting.
  2. KPIs will be identified and added to SP dashboard.
  3. Sub-goal 2 will be developed.

Date for Completion: December 2020

KPIs:

    1. Percentage of efficiency plans that have been implemented by the end of each academic year.
    2. Number of College processes revised
    3. Estimated percentage of resource conserved (budget, time, etc.) from implemented efficiencies.

Sub-goal 2: Ensure continued commitment to completing efficiencies college-wide.

Action Steps:

    • Create new task force that consists of VPs, AVPs, and Amy Williford
    • Create a process to gauge progress and celebrate successes
    • Determine best way to hold departments accountable
    • Create sub-goal year three

Intended Outcomes:

    • VPs and AVPs will report out what improvements have been made and progress in their areas
    • 50% of efficiencies will have been completed by the end of year two
    • 100% of departments will have identified an efficiency for improvement

Date for Completion: February 2022

KPIs:

    1. Percentage of departments who have identified an efficiency for improvement (target 100%)
    2. Percentage of efficiencies that have been completed (target 50%)
    3. Estimated percentage of resource conserved (budget, time, etc.) from implemented efficiencies (target 30%).

 


Blue Ridge Community College Planning Guide