Strategic and Unit Goals 2002-2003
In order to promote CPCC’s excellence in preparing learners through corporate training, technical, transfer, and literacy education, the College will:
1. Actively recruit and retain students by developing and implementing a strategic enrollment management plan with emphases on enhanced customer focus and student success.
- Set an enrollment goal for each campus.
- Review the enrollment limits of classes to determine appropriateness.
- Continue to develop classroom retention strategies.
- 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.
- Interview, counsel, and approve admission for 16/17 year old students into the Adult High School, Adult Basic Education, and GED programs.
- Continue to manage the DMV program and monitor attendance requirements for 16/17 year old students to ensure legal compliance.
- To develop outreach projects targeted at potential first generation adult college and minority students.
- Implement a comprehensive food service contract for Academic Center and other campuses.
- Relocate the Central Campus Bookstore while enhancing customer service at all locations.
- Enhance and adjust the Central Campus parking plan in coordination with construction schedules.
- Continue to develop reporting and tracking methods for CPCC Services Corporation.
2. Strengthen linkages among educational service providers to provide a continuum of programs and services to develop the region’s workforce.
- Take a leadership role in the P-16 Business/Education Collaborative.
- Formulate an articulation agreement with UNC-Charlotte to assist with teacher education, teacher recertification, and teacher lateral entry.
- Continue to provide academic opportunities for home-schooled students and their parents.
- Partner with the Phillip O. Berry technical high school.
- Strengthen relationships and partnerships with public and private academic institutions, government funding agencies, and community-based organizations.
3. Focus on learning to ensure that students gain the knowledge, skills, intercultural awareness, and sense of civic responsibility necessary to participate effectively in a global environment.
- Continue to include members of the international community and employees of international companies on advisory committees.
- Continue to be involved in the NCCCS global education initiative.
- Integrate more information about U.S. culture into ESL/LEP courses.
- Continue the global initiatives seminars.
- Charge the General Education Committee with exploring general education goals to prepare students to think critically and to participate in a global environment.
4. Strengthen the professional development program and the performance development system to encourage leadership and responsibility throughout the College.
- Implement the professional and staff development strategic plan.
- Search for grant initiatives for staff development.
- Encourage feedback with dotted line employees at campuses through the PDP process.
- Explore additional ways to recognize and reward employee performance.
- Offer effective supplemental online Health and Safety training workshops via CPCC website.
- Provide individual departmental training opportunities at each campus.
5. Promote the development of the personal traits, social skills and work ethic 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. Provide high-quality parallel occupational skills training in all technical areas, and 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.
- Expand professional certification into credit and non-credit programs.
- Develop competency-based programs that articulate across credit and non-credit boundaries.
- Continuously scan the market to identify needs training trends.
- Provide more occupational skills training online.
- Assess the pilot student portfolio evaluation and expand the model.
- Establish a regional training center for WIDS.
- Expand market-based training by adding additional Pathways programs, JumpStart programs, compressed degree programs, and distance learning programs.
- Incorporate the Work Keys model for assessment of business and industry training needs.
7. In concert with SACS self-study process, increase institutional effectiveness through an integrated system of planning, budgeting, and regular assessment of learning outcomes, programs, services, and college processes.
- Begin a new strategic planning process.
- Continue to review the effectiveness of instructional programs through Program Review, accreditation, and analysis of low enrollment programs.
- Provide increases in operational dollars for new services and rapidly growing programs.
- 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.
- Explore income-producing strategies through self-supporting classes, grants, donations, and the CPCC Service Corporation.
- Strengthen procedures for “closing the loop” in program reviews.
- Use the general education model of assessment for other technical programs.
- Implement strategies to meet the state benchmarks for all NCCCS Enhanced Accountability Measures.
- Develop new procedures for instructional budget management in cooperation with Financial Services.
- Identify and implement more efficient alternative methods of excess asset disposal.
- Assist state auditors with data requests and reports to facilitate annual financial audit.
- Update the College’s Equal Opportunity and Affirmative Action Plan.
- Monitor OSHA 300 Log to identify and properly address accident trends using technical guidance and occupational safety awareness workshops.
- Provide and promote updated Health and Safety Manual.
- Continue to perform individual campus safety inspections to identify and abate recognized occupational hazards.
- Continue to provide assistance and technical guidance to the college community regarding occupational / environmental safety.
- Implement Datatel shared resources that will allow Security, Health and Safety, Human Resources, and Risk Management to access and monitor incident communications.
- Implement the student and budget modules of Colleague.
- Adopt the state module for E-Procurement as it is integrated with the Colleague software.
- Adopt new financial reporting formats and maintain the integrity of the financial systems.
- Evaluate legacy mainframe system process applications for comparative system support in Colleague.
- Establish interactive web page for CPCC property insurance and student accident insurance.
- Implement recommendations from the Bavis Report for Human Resources.
- Develop a plan for converting the Human Resources unit from paper files to electronic document imaging.
- Improve the utilization of facilities through the cooperative efforts of the Facilities Partners.
- Implement updated standards for housekeeping and a cyclical plan for rehabilitation of finishes.
- Update the College’s master plan relating to grounds and landscaping standards.
- Assess the effectiveness of programs, units, and related functions in order to determine the extent to which goals are being met.
- Facilitate college-wide planning and assessment by providing leadership through planning and research in research design and implementation.
- Increase the availability of data, review processes, evaluation results, and surveys via the College’s web site and the Internet.