Strategic and Unit Goals 2003-2004
In order to promote CPCC’s excellence in preparing learners through corporate training, technical, transfer, and literacy education, the College will emphasize the following:
1. 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.
- Expand customer service training through the Center for Teaching and Learning for faculty and instructional staff.
- Continue to support initiatives that provide students with personal skills for success in the workplace.
- Maximize use of ESS staff at the multi-campuses to ensure high levels of interaction with students.
2. 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 support existing programs and services and new initiatives which contribute to the cultural, social, moral and intellectual/physical development of CPCC students.
- Continue to include members of the international community and members from international companies on advisory committees.
- Continue to be involved in the NCCCS global education initiative.
- Continue to offer the global initiatives seminars.
- Continue the international trade seminar series.
- Add materials concerning intercultural awareness to campus library collections.
- Integrate the Service Learning initiative into targeted curriculum areas.
3. Strengthen linkages among educational service providers to provide a continuum of programs and services to develop the region’s workforce.
- Expand articulation agreements with regional colleges to assist with teacher education, teacher recertification, and teacher lateral entry.
- Continue to provide academic opportunities for home-schooled students and their parents.
- Strengthen the partnership with Phillip O. Berry Academy.
- Participate in the accelerated Garinger High School program.
- Explore distance education with CMS through video conferencing.
- Explore offering online courses to CMS students.
- Explore the Queens-Bound model with area senior institutions.
- Foster better relationships with library partners.
- Encourage and coordinate the growth of Learning Communities.
- Provide tutorial services for students at all campuses.
- Establish at minimum one additional link with an educational service provider while continuing to strengthen existing linkages.
- Organize and host a meeting of resource development officers from five educational institutions in the region.
4. Recruit and retain students by developing and implementing a strategic enrollment management plan with emphases on enhanced customer focus and student success.
- Monitor and determine appropriate enrollment limits in classes.
- Continue to develop classroom retention strategies.
- Focus marketing efforts on low enrollment/high demand programs and times, high enrollment/high demand programs and times, and new programs and initiatives.
- Maximize Occupational Extension enrollment by implementing strategies recommended by the consultant.
- Fine tune the master schedule for each campus to maximize enrollment.
- Strengthen the Campus Contact Teams at each campus.
- Develop training for faculty in the Learning Community.
- Implement an online leadership program.
- Maintain current recruitment initiatives to sustain growth and remain competitive.
- Refine College-wide recruitment strategies by expanding recruitment offerings, enhancing collaborations with CMS high school principals and counselors, targeting program-specific recruitment, and increasing communications to prospective students.
- Refine and fully implement the College-wide electronic tracking system.
- Manage the Division of Motor Vehicles (DMV) program for minor students to ensure compliance with DMV laws.
- Provide recruitment and outreach activities to CPCC Adult High School students and General Education Development students as well as to community organizations, churches, and county departments serving adult populations.
5. Strengthen the professional development program and the performance development system to encourage leadership and responsibility throughout the College.
- Strengthen the professional and staff development strategic plan.
- Explore grant initiatives for staff development.
- Encourage feedback from dotted-line employees at campuses through the Performance Development Plan process.
- Formalize a process across all units for soliciting feedback in upward evaluation.
- Continue to recognize and reward employee performance.
- Maximize professional development opportunities for ESS staff by utilizing expertise/skills of existing staff.
- Ensure the development of individual staff projects that address the broader purpose of the ESS division.
- Encourage professional growth by supporting employee involvement on committees and other College activities.
- Promote the College’s Equal Opportunity Plan and Discriminatory Harassment policy through workshops to College employees as arranged by the Professional Development department.
6. Endeavor to provide sufficient faculty and staff at each campus.
- Develop a master staffing plan to support the master program plan for each campus.
- Ensure that faculty staffing for multi-campus is a priority during the budget process to support the master programming for each campus.
- Expand the orientation and training for faculty and staff in a multi-campus environment.
- Increase the number of full-time faculty to increase the ratio of full-time faculty to part-time faculty as suggested by SACS.
- Continue to expand ESS staff and provide adequate services to the campuses, including the Virtual Campus.
- Plan and program facilities for proper and adequate space at Northeast Campus phase 2 and the update of the Central Campus Master Plan in conjunction with Facilities Services’ next Capital Improvement Plan.
- Analyze and benchmark Distribution Services’ staffing against other public and private alternatives.