2005-2006 Accomplishments

2 0 0 5 – 2 0 0 6 College Accomplishments


Student Success
Goal: Ensure student success by all employees assuming collective responsibility for placing the needs of learners first.

  • CPCC has certified 1,158 degree and diploma graduates, 780 student recipients of certificates, and 227 Adult High School graduates.
  • Information Technology Services supported student success by completing the second phase application for the Title III Project.
  • Information Technology Services automated management of faculty and staff desktop machines by creating a single base image with Win XP and Office 03.
  • Facilities Services conducted the planning, programming, construction, and renovation of facilities to provide a safe and adequate learning environment within established time frames.
  • Facilities Services targeted budgeting to high priority activities that directly support student success.
  • Facilities Services conducted a study on a secondary data center site to evaluate and alleviate structural issues related to college servers.
  • Library Services completed a physical inventory of the print and media collection to assure the accuracy of the catalog and improve student access to the collection.
  • Library Services supported students by providing more than two hundred library instruction classes involving 4,273 students and produced bilingual library materials.
  • Library Services in partnership with Disability Services obtained equipment to assist visually and hearing impaired students and students with reading disabilities.
  • CPCC Television revamped the weekly programming schedule to reflect more than seventy hours of CPCC-related material.
  • The CPCC Foundation coordinated fundraising efforts to address instructional priorities established by College leadership.
  • Academic Learning Center provided 37,962 hours of service to students.
  • Enrollment and Student Services installed software in the Academic Learning Center to support the success of students with disabilities.
  • Enrollment and Student Services redesigned the Financial Aid and Graduation Office websites to make them more learning-centered.
  • Enrollment and Student Services and Instruction established a counselor liaison system to enhance communication and improve student advising.
  • Enrollment and Student Services established a full-service Transfer Resource Center to provide comprehensive services and resources to college transfer students.
  • Enrollment and Student Services established a College-wide retention committee to identify ways to improve student success.
  • Behavioral and Social Sciences offered an additional thirteen sections of online classes to meet student needs.
  • Foreign Languages and Academic ESL Division offered “Spanish for Healthcare Professionals” to meet the demands of working professionals.
  • Foreign Languages and Academic ESL Division organized summer study abroad language immersion programs for thirty students to France, Mexico, and Germany.
  • English, Reading, and Humanities Division supported the Compressed Degree Program by offering an increase of twelve short-session classes over fall 2004.
  • Math Division faculty served as tutors in the Academic Learning Center to support student success.
  • Math Division implemented MyMathLab, an online tutoring/homework system, in all sections of MAT070 and MAT080 to provide additional learning opportunities for students.
  • Arts and Communication worked with CPCC Television and Marketing to facilitate student learning in a real-world atmosphere for videography students and awarded six certificates of completion.
  • American Academy of Applied Forensics staff opened the Crime Scene Simulation Facility in September 2005 that is available for all public safety classes.
  • American Academy of Applied Forensics incorporated crime scene processing instruction into the Law, Public Safety, and Homeland Security Academy as a capstone project.
  • Community Development and Professional Careers Division created a purely instructional website for the ESL Program as a means of supporting the learning process in labs and smart classrooms.
  • Community Development and Professional Careers Division collaborated with ESL Pathways and the Electrical Department to offer a technical course as a requirement for students wishing to enter the Pathways Electrical Program.
  • Human Services Department developed Human Services Issues as a hybrid class in response to student requests.
  • Human Services Department collaborated to update and improve the student handbook for all Human Services Programs.
  • Early Childhood Program developed and enhanced the Educational Technology class for online delivery.
  • Cooperative Education partnered with ESL to offer the “World of Work” course to ESL students in the Electrical/Electronics Certificate Program.
  • The Construction Institute developed a course in partnership with the Pathways Program to train refugees in basic construction skills.
  • Health and Community Services incorporated the use of simulators in the testing of Emergency Medical Technician Basic students.
  • Lifetime Learning Institute was successfully launched to meet the career transition learning needs of the boomer generation.
  • Real Estate/Insurance/Mortgage Banking developed three new online courses for mortgage banking.
  • The Information Technology Division forged partnerships between programs to save College funds by non-duplication of equipment and to enhance the collaboration of faculty in these areas.
  • The Information Technology Division developed pilot online courses for Networking and Security, requiring building four types of remote laboratories.
  • Marketing Services implemented an account planning process that is driven by key qualitative and quantitative research and feedback from students and met with all College clients to determine marketing strategies.
  • Community Relations and Public Affairs established and implemented a comprehensive media relations plan to build the image of the College by creating awareness of the quality of education available at CPCC by holding ten press conferences and distributing more than one hundred press releases during the year.
  • Community Relations and Public Affairs developed a media expert list of key people at CPCC with whom the media can talk regarding specific program areas.
  • Learning College Steering Committee completed the Critical Thinking Pilot Project.
  • The Advisement Management Team opened the Transfer Resource Center addressing the needs of students in the College Transfer Program.
  • Institutional Effectiveness Committee reviewed the role of Advising and Counseling in the success of college transfer students, student retention, and graduation rates.
  • Technology Team gathered and evaluated requests for technology equipment and met 90% of those requests.


Organizational & Professional Development
Goal: Foster an organizational culture that makes learning the primary value in every action of the College.

  • Administrative Services implemented E-Procurement in compliance with the North Carolina Community College System’s requirement.
  • Administrative Services offered internal Colleague General Ledger module training and developed a training guide.
  • Information Technology Services installed and deployed a Content Management System for creation, posting, and management of content on the College website to facilitate client upkeep of online information.
  • Health and Safety Department hired a Safety and Emergency Preparedness Coordinator to provide appropriate training to all personnel.
  • Health and Safety Department implemented and promoted the on-line blood-borne pathogen training for staff and faculty.
  • Institutional Advancement continued to provide financial support for faculty and staff awards and professional development.
  • Information Technology Services developed plans and implemented an employee portal that would provide relevant information to their specific roles, including employee access to payroll information and leave balances.
  • Information Technology Services adopted and installed Aztec, a theft deterrent system, to protect the College’s fleet of ceiling-mounted data projectors.
  • Enrollment and Student Services had forty front-line staff participate in learning Command Spanish and hired a bilingual recruiter to assist in Latino/Hispanic outreach efforts.
  • Enrollment and Student Services developed and presented comprehensive training sessions to over one hundred faculty, assisting them in the early identification, assistance, and referral of students in need of counseling through the Title III Program.
  • Enrollment and Student Services arranged for training for the Call Center staff to improve customer service and extended its service hours.
  • Enrollment and Student Services was awarded a Met Life Grant to add developmental math instructors and adult English-as-a-second language (ESL) instructors to the faculty training processes developed through the Title III Grant.
  • CPCC Testing Center was recognized for its twenty-five-year College Board partnership and use of the ACCUPLACER testing system.
  • Math Division hosted a dinner for forty full and part-time instructors to discuss and promote learning college initiatives.
  • Foreign Languages and Academic ESL worked with the Health Sciences area to provide language support for international students already enrolled in health programs.
  • Foreign Languages and Academic ESL encouraged participation of Academic ESL faculty in the Title III Student Success Faculty Training to support at-risk students.
  • Foreign Languages and Academic ESL offered Survival Spanish courses for College employees so they are better able to serve Hispanic students.
  • Math and Applied Technologies Divisions piloted the new Performance Development Plan for faculty that is aligned with learning college initiatives.
  • Medical Laboratory Technology students were assigned to study groups to strengthen student support systems.
  • Information Technology Academy provided advanced classes in Cisco, Microsoft, and other technologies to thirty-five faculty and staff.
  • Information Technology faculty planned and participated in the 2006 Working Connections Faculty Development Institute at Radford University.
  • Engineering Technology Division successfully completed the Accreditation Board for Engineering and Technology audit.
  • Hospitality Education incorporated measurable learning objectives into their course syllabi.
  • Applied Technologies Division continued to offer hands-on experience by incorporating service-learning projects into classes.
  • Automotive Division developed learning communities with automotive manufacturer programs to increase student retention and success rates in these programs.
  • Government Relations and Grants provided fifty customized training opportunities for faculty and staff on resource development.
  • Library Services completed its disaster recovery/business continuity plan to ensure ongoing service for students and faculty.
  • Government Relations and Grants assisted in coordinating funding plans for new and improved programs with the colleges of the Charlotte Regional Workforce Development Partnership.
  • Community Relations and Public Affairs developed a new recognition show for CPCC Television called “Spotlight on Success,” focusing on the accomplishments of students, faculty, and staff.
  • Community Relations and Public Affairs sent achievements of CPCC faculty and staff to local media outlets and higher education publications.
  • Learning College Steering Committee implemented the Faculty Showcase pilot of best teaching practices.
  • Diversity Committee sponsored a student-faculty-staff lunch featuring students from a variety of cultures sharing their college experiences in the United States.


Community/Economic Development & Partnerships
Goal: Promote the health and economic vitality of the community through partnerships, coalitions, and collaborations.

  • CPCC collaborated with the Charlotte World Affairs Council to host a visit by President George W. Bush on April 6, 2006, in the Halton Theater, which was covered by international media.
  • Administrative Services provided Colleague General Ledger module training to other colleges in North Carolina via the CPCC Colleague Training Center.
  • Procurement Services exceeded the state goal in the utilization of minority-owned businesses and continued involvement in local organizations and events.
  • CPCC Television produced more than one hundred twenty promotional spots highlighting programs and services at the College and served as a major marketing tool to the community.
  • The Center for Applied Research increased contracts by 56% over the previous year.
  • The Center for Applied Research enhanced the image of the College as an innovative institution of higher education by winning two national awards.
  • Facilities Services continued to provide statewide leadership and support for the Association of Higher Education Facilities Officials and the Association of Community Colleges Facilities Officials.
  • Career Services increased on-campus recruiting by 46% and job postings by 45% compared to fall 2004.
  • Enrollment and Student Services collaborated with Charlotte-Mecklenburg Schools to revise the College Connection Program, expanding it to eighteen high schools.
  • Enrollment and Student Services collaborated with over one hundred community agencies to provide service-learning opportunities for students.
  • Business and Accounting Division worked with the Students in Free Enterprise Club on their goals of market economics, financial literacy, entrepreneurship, business ethics, and success skills to improve the quality of life and standard of living in the Charlotte community.
  • Foreign Languages and Academic ESL Division worked with the CPCC Television crew to produce “Perfiles Latinos de Charlotte.”
  • Community Development and Professional Careers provided horticulture and turf management students an opportunity to participate in Service Learning projects.
  • Respiratory Therapy Program collaborated with an increased number and diversity of clinical facilities, enhancing the program’s involvement with its communities of interest.
  • Cytotechnology Program recruited three new clinical affiliates to broaden the scope and experience of the students.
  • Hospitality Education successfully partnered with Charlotte Hospice in sponsoring the “Soup on Sunday” fundraiser, which was attended by several hundred people.
  • Workbased Learning/Cooperative Education continued to develop partnerships in the Charlotte/Mecklenburg County area to provide co-op positions to students.
  • Cooperative High School Programs continued to support scholarship opportunities to recent high school graduates by awarding more than $80,000.
  • Real Estate developed a new seventy-five-hour Broker-in-Charge pre-licensing course in response to a recently passed state mandate.
  • Health and Community Services initiated and developed a partnership with Presbyterian Hospital as a site for clinical experience and internship for EMT, phlebotomy, and pharmacy technician students.
  • Health and Community Services strengthened its partnership with the Carolinas Healthcare System by offering a Nurse Aide II Program for its employees.
  • Leadership, Management, and Professional Development introduced a Logistics and Supply Chain Analysis Certification Program in cooperation with several program areas at CPCC as well as in collaboration with Lenoir Community College’s Logistics Degree Program.
  • Lifetime Learning Institute designed twelve courses/seminars and implemented a comprehensive marketing and media relations plan.
  • Information Technology Division was selected by Microsoft to participate in the Microsoft Information Technology Academy Immersion Project that will refine the ways the academy impacts students at schools around the world.
  • Information Technology and Engineering Technologies continued to work with the Tech Prep organization to recruit high school students and to make counselors aware of the advantages of the College’s Engineering Technologies Program.
  • College and Careers Transitions Initiative supported Charlotte-Mecklenburg faculty training, especially for information technology instructors at Phillip O. Berry Academy of Technology.
  • Information Technology Curriculum Improvement Project results were implemented into the information technology curricula for all community colleges in the state, facilitating articulation with K-12 schools and four-year colleges.
  • Enrollment and Student Services collaborated with Charlotte Mecklenburg Schools (CMS), expanded the College Connection Program to eighteen high schools, and presented over one hundred thirty CPCC scholarships at CMS Senior Award ceremonies.
  • Service Learning efforts involved 1,807 students, faculty, and staff committing 19,266 hours of service for more than two hundred ten organizations.
  • Career Services hosted a career fair serving 1,500 persons with eighty-five companies participating and posted 2,342 job openings through Connections.
  • Community Relations and Public Affairs increased community awareness of the value of the College through an insert in the November 2005 Charlotte Observer outlining accountability of bond dollars and the value of the College to the community.
  • Health and Community Services developed CPR course offerings in coordination with Charlotte-Mecklenburg Police Department In-Service Training.
  • Applied Technologies Division faculty and students presented a community college Curriculum Demonstration Project at the NC General Assembly in Raleigh.
  • Workplace Basic Skills created a partnership with the city of Charlotte to raise the skill levels of job incumbents through an innovative Workplace Pathways Program.
  • Information Technology Academy Program has added an additional Cisco Academy, bringing the total to forty-three, and trained ninety-eight faculty from partnering schools.
  • Cooperative Education developed many significant new partnerships including Duke Power, Biltmore House, and the Lyerly Agency to provide co-op opportunities for students.
  • Community Relations and Public Affairs distributed an Annual Report to key stakeholders demonstrating the value of the College to the community.


Institutional Growth
Goal: Plan and coordinate student enrollment, programs, services, and facilities to meet community needs.

  • Dedicated the new Overcash Building on Central Campus, a 130,000 square foot building that houses the College’s 1,000-seat Dale F. Halton Theater, a conference hall, art studios and classrooms, Student Life organizations, general classrooms, offices, and other support space and services.
  • Administrative Services collaborated with a third-party deferred payment provider to offer students additional payment options that were utilized by over nine hundred students.
  • Information Technology Services deployed the first version of the content management system to facilitate creating, posting and managing content on the CPCC website.
  • Information Technology Services enhanced real-time credit card processing to include the ability to handle shipping and taxes to increase utilization of this process.
  • Institutional Advancement raised more than $8 million for scholarships.
  • Facilities Services updated CPCC’s ten-year Capital Needs Assessment to facilitate the College’s growth.
  • Information Technology Services deployed upgrades to Blackboard and Moodle to gather the necessary data from Datatel Colleague to continue the automation services for the Learning Management Systems.
  • Library Services enhanced its website to include innovative use of a blog, assignment calculator, audio books, and improved student tutorials.
  • Enrollment and Student Services registered eight hundred students through the College Connection Program.
  • Student Support Services maintained an 87% retention rate with its student participants.
  • Public Safety offered market-driven courses including the new in-service training mandates for criminal justice officers.
  • Nursing Program maximized the number of students it accepted and increased the number of students retained to meet health care needs.
  • Dental Program offered two Dental Radiography Certification courses and one Coronal Polishing course for office-trained dental assistants through CCE.
  • Hospitality Education launched a new Baking and Pastry Arts Program.
  • Applied Technologies Division received approval for the Construction Management Degree.
  • The Applied Technologies Division sought approval for the Non-Destructive Examination Degree and explored a new degree that caters to utilities and power generation.
  • The Applied Technologies Division expanded the technical ESL initiative into other programs within the division.
  • The Construction Institute in the Applied Technologies Division expanded its current offerings to the non-English speaking population.
  • CPCC Television hired a part-time sponsorship specialist to begin a self-sustaining budget through sponsorships.
  • Marketing Services used Prism data and additional GIS demographic research data in making decisions regarding distribution and targeted promotional tactics.
  • Marketing Services developed and implemented registration campaigns throughout the year to support student enrollment.
  • Leadership, Management, and Professional Development researched and designed a Professional Meeting Management Certificate Program for fall 2006.
  • Ross Art Gallery and Jaffe Printmaking Studio were dedicated.


Institutional Advancement
Goal: Increase available public and private funds for educational programs, capital projects, and general operations.

  • Grants and Contracts enhanced their internal and external services providing a broader range of accounting review services for both public and private funds.
  • Institutional Advancement generated over $20 million in commitments surpassing the $15 million campaign goal.
  • Basic Skills Compliance and Reporting submitted the 2005 Literacy Education Information System Report to the North Carolina Community College System meeting all seven state and federal goals with a total of 11,584 students in the Basic Skills Program.
  • Enrollment and Student Services increased the number of students receiving scholarships by 30% and the funds awarded by 19% compared to last year.
  • Enrollment and Student Services disbursed Federal Pell Grants totaling nearly $8 million to 3,559 students.
  • Foreign Languages and Academic ESL enhanced student opportunities through increased scholarships and endowments for study abroad programs.
  • Health Sciences Division, in partnership with the Nursing, Human Services, and Health Education Division, pursued grant funding in collaboration with the Carolinas Regional Healthcare Consortium.
  • Health and Community Services coauthored a grant application with University of North Carolina-Charlotte and received funding from the Alzheimer’s Association for development and implementation of culturally-sensitive materials.
  • Business & Industry Sales Team secured equipment from Solectron valued at more than $25,000 that was donated to the Engineering Technologies Department.
  • Information Technology Division actively participated in over two years of curricula analysis, development, and refinement through the NC Community College Curriculum Improvement Project.
  • CPCC received a $125,000 grant from Duke Power to conduct production-improvement training for five hundred employees of Solectron Corporation, a manufacturer of computer circuit boards.
  • Business & Industry Sales Team received $6,000 in curriculum development funds from the Duke Power Community College Grant Program.
  • Students in Free Enterprise Club were awarded two grants to support programs that are focused on financial literacy and at-risk high school students.
  • Government Relations and Grants researched over one hundred twenty ideas for possible grant funding and developed about 20% into posts for consideration.
  • CPCC Foundation’s Skyline Run and Clay Pigeon Shoot raised record amounts of money to support student scholarships.


Institutional Effectiveness
Goal: Improve learning outcomes and College programs, processes, and services through a systematic and continuous process of planning, assessment, and improvement.

  • Human Resources completed an analysis of several areas and made recommendations for monitoring and measuring the efficiency and effectiveness of employees in performing their job duties, helping to facilitate employee success.
  • Auxiliary Services facilitated the renovation of the North Campus bookstore to meet the needs of students, faculty, and staff.
  • Auxiliary Services worked with Bojangles’ management to open the new food court in the Academic and Performing Arts Center.
  • Information Technology Services improved support to all Mac desktop users by certifying two employees as Apple Care Desktop Technicians.
  • Information Technology Services enhanced the online schedule to facilitate student access to College course offerings based on student comments provided to the Help Desk.
  • Library Services implemented an online library instruction survey for the purposes of assessing service quality and assuring student success, the results of which will be incorporated into planning.
  • Library Services implemented Journal Finder to improve access to both electronic and print serial holdings and to provide data with which to make collection-development decisions.
  • Compliance & Audit updated and executed the Internal Audit Plan and explored additional auditable activities to enhance the effectiveness of the College.
  • Enrollment and Student Services revised the unit’s vision and mission to complement learning college initiatives.
  • Enrollment and Student Services conducted a survey of recent certificate graduates to re-evaluate the effectiveness of the graduating process.
  • Title III Project met or exceeded all year-two objectives.
  • Financial Aid successfully completed a federal audit review by the United States Department of Education.
  • Foreign Languages and Academic ESL improved the system of defining and assessing student learning outcomes by requiring 100% success in language lab activities.
  • Cytotechnology Program continued to assess program effectiveness by monitoring student certification score reports, student exit interviews and evaluations, employer evaluations, and accrediting agency annual reports resulting in the 2005 class attaining a 100% passing rate on the certification exam.
  • Health Information Technology Program revised existing curriculum courses to meet American Health Information Management Association entry-level competencies for the associate degree graduate and added a reimbursement methodologies course.
  • Instructional Development worked with Information Technology Services to ensure quality delivery of all types of distance education.
  • Health and Community Services redesigned programs in EMT-B and phlebotomy to meet new testing requirements.
  • Marketing Services continued to manage and evolve the College Style Guide, ensuring brand consistency across all media.
  • Facilities Partners developed a plan for space utilization goals and facility rehabilitation projects in support of the learning environment.
  • Safe College Team revised the Crisis Communication Plan and developed an All-Hazards Emergency Response Plan.
  • General Education Committee developed and implemented pilot assessments for the critical thinking project.