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Strategic Plan 2020-2025


STRATEGIC GOAL 1 
Create a long-term vision for campus facilities that supports our mission, advances our vision, and responds to community needs.

Year One Sub-Goal
Create a Facilities Master Plan for all Blue Ridge locations

Year Two Sub-Goal
Create a plan to seek out funding opportunities to implement the Facilities Master Plan.

Year Three Sub-Goal
Utilize approved funding to implement construction projects at HCC and TCC

Action Steps
Facilities Building and Student Center

  1. Advanced Planning with Architect
  2. Stakeholder meetings
  3. H Co Commissioners meeting – request

Greenhouse

  1. Advanced Planning with Architect
  2. Stakeholder meetings

TCC New Campus

  1. T Co Commissioners meeting
  2. T Co Strategic Capital Planning Committee
  3. Monthly Committee meetings

Intended Outcomes

  • Develop a design and layout for a Facilities Building and Student Center from the Facilities Master Plan
  • Include Trustees, Leadership, and Faculty & Staff stakeholder input
  • Present budget request to H Co Commissioners – get direction and funding
  • Develop a design and layout for a Greenhouse, funded through grant funds
  • Include Trustees, Leadership, and Faculty & Staff stakeholder input
  • Provide Transylvania County Strategic Capital Planning Committee with data and details about a new campus so they can make a recommendation to T Co Commissioners – get direction and funding

Date for Completion
Fall 2023

KPIs

  1. Funds received for Facilities Building and Student Center
  2. Contractor selected for Greenhouse
  3. Direction from T Co Commissioners about new TCC campus

STRATEGIC GOAL 2
Grow our community partnerships and outreach in order to broaden our impact on the communities we serve.

Year One Sub-Goal
Create an inventory of existing partners and identify gaps/opportunities.

Year Two Sub-Goal
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.

Year Three Sub-Goal
Explore the possibility of utilizing Fireworks CRM to track community partnerships with more detail.

Develop a plan/materials to market the Patton Industry Flex Space (to increase partnerships).


STRATEGIC GOAL 3
In support of myFutureNC, increase the number of post-secondary credentials awarded in the furtherance of a strong workforce pipeline.

Year One Sub-Goal
Determine the number of post-secondary credentials currently being awarded (three-year trend) and identify growth areas.

Year Two Sub-Goal
Prioritize and develop implementation plans for identified areas of growth.

Year Three Sub-Goal
Begin implementation plans for the identified areas of growth. Identified areas of growth are as follows:

1. Strategies for Fall to Fall Retention rate for part-time students (Target = 2% increase each year)

      1. Strengthen Academic Advising: We provide comprehensive and ongoing academic advising to help students choose appropriate courses, set realistic academic goals, and develop personalized educational plans. Advisers also offer guidance on course selection and career pathways. We have hired our first full time advisor for Pre-Nursing students taking their college transfer courses in hopes of entering the Nursing program.
      2. Implement Early Intervention Systems: We identify struggling students early on through data analysis, such as monitoring attendance, grades, and course completion rates. Implement prompt interventions, such as tutoring, counseling, or academic support programs, to address potential challenges and provide the necessary resources for students to succeed. We have hired two student-success coaches to proactively help adult learner students who are struggling.
      3. Enhance Orientation Programs: We provide engaging and informative orientation programs to familiarize students with college resources, support services, and academic expectations. These programs are offered in person and online.
      4. Foster Student Engagement: We create a positive campus environment that cultivates student engagement through clubs, organizations, and extracurricular activities. We encourage students to participate in social and academic events, promoting a sense of belonging and connection within the college community.
      5. Promote Peer Tutor Programs: We have a peer tutor program where experienced students can provide guidance and support to new students. Peer tutors can serve as role models, offering advice on navigating college life, study strategies, and accessing campus resources. Our Student Success Center also offers workshops on study skills, time management, and goal setting, ensuring that students understand the tools and techniques necessary for success.
      6. Integrate Technology: We utilize educational technology to enhance learning experiences, provide interactive resources, and support online collaboration. We offer online tutorials, digital learning platforms, and virtual resources to facilitate student progress and engagement through our online tutoring platform, ThinkingStorm.
      7. Financial Aid and Scholarships: We have increased awareness of available financial aid and scholarship opportunities, providing support for students with financial constraints. We connect students with resources to alleviate financial barriers, enabling them to focus on their studies.
      8. Strengthen Student Support Services: We provide comprehensive student support services, including counseling, career guidance, tutoring, disability services, veteran services and connections to community resources. We ensure that students have access to resources that address their social, emotional, and academic needs.
      9. Enhance Faculty-Student Interaction: Through our SACSCOC- QEP (Quality Enhancement Plan) we encourage faculty to establish meaningful relationships with students by being approachable, holding regular office hours, and promoting open communication. We foster a supportive learning environment that encourages students to seek guidance from their instructors.

2. Strategies for course success rate for low success rate courses (Target – 2% increase each year)

FVP 111
CHM 092
EDU 144
WLD 141

Each course has a separate success plan for improvement based on a variety of factors.

3. Continue to embed third-party credentials into the curriculum in CE and CU courses. (Target already met although we continue to add credentials) Strategy is to continue to identify industry credentials in each area and embed them into course work in both CE and CU.


STRATEGIC GOAL 4
Develop a workplace environment that reflects our mission, vision, values, and cultivates highly engaged employees.

Year One Sub-Goal
Participate in the Great College to Work For Survey and develop a plan to improve employee engagement based on survey results.

Year Two Sub-Goal
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.

Year Three Sub-Goal
Develop engagement strategies that retain talent, improve the relationship between employees and the College, create an energized, thriving workforce, and develop strategies to address appropriate performance expectations from employees at all levels.

Year Three Action Steps

1) Supervisor onboarding process

a) KPI

i) Completed tasks
ii) Employee satisfaction as part of process

2) Improve employee retention rate by 2 percent

a) Comparison to other cc’s
b) Evaluate exit surveys
c) Include “Stay” survey as part of annual eval).
d) Conduct campus-wide culture survey

3) Develop new recognition programs

a) KPI

i) Participation rates
ii) Satisfaction survey

4) Relaunch campus-wide rewards/recognition programs

5) Implement new performance management system, tying professional and personal development expectations to performance rating


STRATEGIC GOAL 5
In support of myFutureNC and NC Reconnect, support adult learners to increase the number of credentialed adults age range 25-44.

Year One Sub-Goal
Establish baseline data to develop reasonable goals for future work. NC Reconnect work began Fall 2021

1. Action Steps

    • Leverage NC Works services
    • Expand success coaches
    • Create efficient advising process for adult learners
    • Create a financial aid support team for adult learners
    • Seek corporate financial support for adult learners
    • Create intake model for adult learners
    • Expand credit for prior learning model and educate campus
    • Create video of wrap around services to give to faculty to share on first day of courses
    • Create social network for adult learners
    • Educate campus on types of credentials available-lunch and learn opportunity

2. Intended Outcomes

    • Increase # of credentials awarded to adult learners in support of myfutureNC educational attainment goal

3. KPIs

    • Set target goal for # of credentials awarded to curriculum and workforce students
    • Set % goal of adult learners that enroll and graduate with a credential in curriculum and workforce

 

Blue Ridge Community College Planning Guide