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:
- 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
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:
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- 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 Facilities Condition Assessment Program (FCAP)
- Present to County Commissioners
- Prepare for possible State construction bond
Intended Outcomes:
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- 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:
- 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: 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:
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- 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:
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- 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:
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- Number of community partners by program (increase of 8% overall)
- Enrollment numbers by program (increase of 2%)
- 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:
- 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: March 2021
KPIs:
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- Course and program retention rate
- First Year progression (Performance Measure)
- Overall course success rate
- 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
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- Implementation of Aviso
- identifying supports to help PT students go FT
- Emergency funding for students (identify need before student drops)
- Recruit faculty from non-majority populations
- Career Exploration/Counseling
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2. KPI #3: Student completion:
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- Award credential upon student completion rather than students self-identifying and having to apply for graduation (implementation of finish first or another method)
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3. KPI #3: Articulation from CE to CU
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- Embed credentials and certifications into coursework and market
- Competency based instruction
- Implementation of more credit for prior learning
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4. KPI #2: Course success improvement for Low Success rate courses
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- Implementation of accelerated courses and degree pathways
- Identify better way to record the reason why students are withdrawing from courses
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5. KPI #3: Engaging Adult Learners (to increase the total number of credentials awarded)
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- guided pathways
- increased 4, 6 and 8 week courses
- marketing accelerated programs and courses
- block scheduling
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Action Steps and Timeline
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- Task Force will identify someone to keep up with the credentials from each area – by April 15, 2021
- Identify leader of each area of growth – by April 15, 2021
- Each leader forms a team – by May 15, 2021
- Create a template for teams to use for reporting – by May 15
- Each team develop priorities/narrow focus (choose one action step for implementation for year 3) – by Sept. 30, 2021
- Each team create an implementation plan for year 3 – by Dec. 31, 2021
- Each team create budget requests for priorities and implementation plan identified – by Dec. 31, 2021
- Monthly progress report filled out by each team (on template given to leader)
- Leaders give a report to the Task Force each month (Sept, Oct. Nov, Dec, Jan, Feb)
Intended Outcomes:
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- Three-year Action Plan will be developed for each area.
Date for Completion: February 2022
KPIs:
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- Fall to Fall Retention rate for PT Students (Target = 2% increase)
- Course success rate for Low Success Rate (Target = 2% increase)
- 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:
- 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
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:
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- 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:
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- 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:
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- Employee retention data (Target = 2% increase/Baseline is 84%)
- Great Colleges to Work For Survey Results (Target = All Results will be in Good – Very Good Range/Baseline 2 areas in average range)
- Great Colleges to Work for Participation (Target = 10% Increase in Participation Rate/Baseline is 37.8%)
- Survey Question on Satisfaction of New System (90% of employees will state satisfaction with the new system)
- 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:
- 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: December 2020
KPIs:
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- Percentage of efficiency plans that have been implemented by the end of each academic year.
- Number of College processes revised
- Estimated percentage of resource conserved (budget, time, etc.) from implemented efficiencies.
Sub-goal 2: Ensure continued commitment to completing efficiencies college-wide.
Action Steps:
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- 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:
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- 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:
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- Percentage of departments who have identified an efficiency for improvement (target 100%)
- Percentage of efficiencies that have been completed (target 50%)
- Estimated percentage of resource conserved (budget, time, etc.) from implemented efficiencies (target 30%).
Blue Ridge Community College Planning Guide