Strategic and Unit Goals 2001-2002

In order to promote CPCC's excellence in preparing learners through corporate training, technical, transfer, and literacy education, the College will
1. Continue to expand the access of Charlotte-Mecklenburg employment and population centers to training and education.

  • Participate in the planning for all campuses/centers for appropriate staffing, offices, classrooms, and labs.
  • Make decisions about effective programming at all campuses based on continuous evaluation.
  • Continue to engage faculty in the development and teaching of courses in a distance learning environment.
  • Expect each campus, center, and program to initiate and carry through on specific community outreach.

2. Actively recruit and retain students through the development of an innovative system of programs and services with enhanced customer focus.

  • Set an enrollment goal for each campus.
  • Review the enrollment limits of classes to determine if the limits are appropriate.
  • Provide comprehensive class offerings and program information more frequently and to an expanded market.
  • Experiment with innovative class scheduling.
  • Develop classroom retention strategies.
  • Expand learning communities program.
  • Provide intrusive advisement.
  • Concentrate on term-to-term retention
  • Apply customer service efforts to retention in the classroom.
  • Develop a strategic plan to include faculty in recruitment and marketing of targeted programs as well as college-wide recruitment.
  • Focus marketing efforts on low enrollment/ high demand programs/times, high enrollment/high demand programs/times, and new programs/initiatives.

3. Engage business and industry more closely in the programs and services of the College.

  • Implement additional short-term certificate programs marketable for entry-level positions but that build to diplomas and degrees.
  • Market accelerated degree/diploma programs.
  • Continue to diversity advisory committees and to schedule regular meetings focusing upon program improvement and employment options for students.
  • Ask deans to take a more active role in selecting advisory committee members.
  • Increase enrollment by expanding partnerships with business and industry to develop cutting edge programs.
  • Spearhead the implementation of the Chamber’s Flagship initiatives including Workforce Development Continuum, Literacy, and Instructional Technology.

4. Build public and private sector support for funding of College programs, capital projects, and general operations.

  • Publish best classroom exemplary activities and success stories.
  • Increase utilization of the Web and Channel 17 for marketing classes and programs.
  • Promote the "Queens Bound" student transfer program to other public and private four-year colleges.
  • Continue developing close relationships with CMS, public and private four-year colleges.
  • Continue to work with the CPCC Foundation and Office of Resource Development to identify external funding sources and to solicit contributions to enhance existing programs and/or develop new ones.

5. Promote the development of the personal traits, ethical behavior and social skills necessary to function successfully in the workplace and the community.

  • Expand cooperative work experiences for students to foster workplace behaviors.
  • Incorporate work-based soft skills into instruction.
  • Provide faculty with professional development activities related to workplace behaviors.
  • Offer customer service training through the Center for Teaching and Learning for faculty and instructional staff.

6. Ensure that students gain the knowledge, skills, intercultural awareness and sense of civic responsibility necessary to participate effectively in a global environment.

  • Expand advisory committees to include members of the international community and members from international companies.
  • Provide students opportunities to broaden their awareness of cultural diversity.
  • Be actively involved in the NCCCS global education initiative and develop a CPCC global education plan.
  • Provide faculty and staff with diversity training.
  • Integrate more information about U.S. culture in ESL/LEP courses.

7. Utilize technology to advance educational delivery and institutional effectiveness and efficiency.

  • Work with ITS to equip all technical labs appropriately.
  • Continue to work with ITS to develop on-line research accessibility to divisions and programs, including historical enrollment data.
  • Take the initiative in determining what we need from ITS and from Planning and Research and in what format and communicate this to the responsible supervisors.
  • Use videoconferencing to enhance multi-campus communication.
  • Continue leadership on the Technology Team to ensure that instructional technology needs are met.
  • Implement the use of Ad Astra software for all campuses.
  • Provide additional classroom scheduling training for all who are responsible for entering CODs.

8. Develop the infrastructure that ensures high quality instructional programs and support services at all CPCC locations and for the College Without Walls.

  • Provide more intensive orientation and training (including the use of technology) for part-time faculty by campus.
  • Analyze course and program offerings at all campuses/centers to maximize enrollment and resources.
  • Increase full-time faculty presence at all campuses.
  • Work with other College units to ensure that support services are fully staffed.
  • Coordinate campus-wide initiatives with area high schools.
9. Increase institutional effectiveness through an integrated system of planning, budgeting, and regular assessment of learning outcomes programs, services, and college processes.

  • Continue to review effectiveness of instructional programs.
  • Analyze program efficiency and fund accordingly.
  • Begin to incorporate growth into the budget and planning process.
  • Ensure that the goals established in the planning process are adequately provided for in operational budgets.
  • Provide increases in operational dollars for new services and rapidly growing programs.
  • Provide adequate resources to meet new accountability goals.
  • In preparation for reaffirmation of accreditation by the Southern Association of Colleges and Schools, conduct a college-wide Self-Study, act on recommendations, and prepare for a visiting team in fall 2002.
  • Improve program management in order to realize accurate and timely reporting of class attendance records and for the results of the annual program audit to be of no financial consequence to the institution.

10. Enhance internal and external communications.

  • Foster closer relationship between Instruction and the Student Support Services and Administrative units of the College.
  • Continue to improve internal communications through email access, Faculty Senate connections, instructional publications, use of the Web, and instructional leadership meetings.
  • Conduct a communications audit.
  • Continue to encourage communication both upward and downward in the organizational structure.
  • Identify internal points of contact to ensure that communication from the system office get to the appropriate people.
  • Actively solicit feedback from advisory committees and other external organizations.
  • Implement training to enhance internal and external customer service.
11. Continue to promote diversity and to be inclusive in all College employment, purchasing, programs and services.

  • Actively recruit minority applicants for faculty, staff, and administrative positions based on availability in the workforce.
  • Specifically increase the number of Hispanics and other minorities in Instruction to serve as resources for students.
  • Continue to ensure a diverse interview committee with some members selected from other areas of the College and from members of advisory committees; hold orientation for interview committee members.
  • Encourage faculty to infuse diversity into curriculum.
  • Promote staff development activities that center on diversity issues.

12. Enhance education, training, and support services to international populations to increase their opportunities for success in the economic, social and cultural life of the community.

  • Continue to offer a basic skills ESL telecourse via Channel 17 and seek external funding to produce additional ESL telecourse episodes.
  • Increase the number of partnerships between community organizations
  • Continue to offer community leadership in other languages.
  • Encourage college-wide practice of hiring bilingual or multilingual faculty and staff who can assist in communicating with international students.
  • Identify campus language resource personnel.
  • Create a faculty- and student-driven advising system to encourage LEP students to enter other college programs.
  • Be more aggressive in recruiting LEP students and immigrant GED/Adult HS graduates into college curriculum programs.
  • Offer special sections of ACA for ESL students.

13. Continue to provide high quality parallel occupational skills training in all technical areas and continue to incorporate skill certifications into new and existing curricula. Market-based training will be available in a variety of formats and at times and places convenient to students and industry clients.

  • Strategically use self-supporting classes to meet the needs of niche markets.
  • Develop a process for giving credit for prior learning and for life experiences.
  • Implement a process of student portfolio evaluation by fall 2001.
  • Expand professional certifications into credit and non-credit programs.
  • Develop competency-based programs that articulate across credit and non credit boundaries.
  • Develop online occupational skills training.
  • Continuously scan the market to identify needed training trends.

14. Realign the organization in response to internal and external needs as they emerge.

  • Continue to realign programs and organizational structure in Instruction.
  • Choose curriculum, occupational extension, or self-supporting financial models to increase revenue for Instruction.
  • Request financial and support services for students at all locations
  • Prepare for substantive change reviews by the Southern Association of Colleges and Schools.
  • Respond to Distance Learning recommendations.
  • Submit Substantive Change for West, Northeast campuses.
  • Identify courses/services/products that are similar and coordinate efforts in order to communicate clearly with students and clients.
  • Implement and monitor accountability measures to enhance institutional effectiveness.

15. Strengthen the professional development program and the performance development system to encourage leadership and responsibility throughout the college.

  • Continue the development of the Center for Teaching and Learning.
  • Increase the financial support of faculty and staff attendance at local, state, and national conferences.
  • Examine and implement additional ways to recognize and reward employee performance.
  • Provide professional development for new program administrators.
  • Provide customer service training.
16. To garner additional support for the College, encourage greater entrepreneurial activity throughout the organization.

  • Identify initiatives, projects that lend themselves to entrepreneurial activity.
  • Provide incentives for entrepreneurial initiatives.
  • Build a support system to encourage greater entrepreneurial initiatives.