Strategic and Unit Goals 2000-2001

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.

  • Complete West Campus to open for classes in January 2001
  • Award contracts for Northeast Campus in summer of 2000
  • Complete the facilities master planning process with Little and Associates
  • Plan West Campus Phase III, South Campus Phase II, and update the Central Campus plan
  • Develop a 10-year facilities plan for presentation to the County in fall 2000
  • Work with civic, community and religious leaders groups to ensure greater awareness of CPCC programs and services
  • Work to obtain federal and state funds that will facilitate operation of a forensic training center and an information technology training center
  • Expand the number and range of courses available through distance learning

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

  • Accelerate recruitment efforts to train students for high-demand technical programs to complement the Advantage Carolina strategic plan
  • Create and implement an integrated and strategic marketing plan
  • Expand the menu of college publications available to recruit students
  • Continue to work closely with CMS students, parents, counselors, and principals
  • Develop an integrated intake process for pre-college students
  • Include faculty in recruitment for targeted programs
  • Provide comprehensive class offerings and program information more frequently and to an expanded market
  • Focus marketing efforts on transfer articulation agreements, non-transfer programs, literacy programs, developmental courses, non-credit classes, and multi-campus offerings and accessibility
  • Develop accelerated degree/diploma programs
  • Promote enrollment at North, Southwest, and West Campuses

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

  • Work with the Workforce Development Board to align CPCC's programs and services with the requirements of the Workforce Investment Act
  • Use business and industry leaders in marketing campaigns
  • Implement additional short-term training programs
  • Diversify advisory committees and focus them upon program improvement and employment options for students
  • Include advisory committee members on search committees
  • Spearhead the implementation of the Charlotte Chamber's initiative to create a workforce development continuum

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

  • Work to secure State funding for summer classes and multi-campus operations
  • Work with the County to secure an additional County salary supplement
  • Work with the North Carolina Citizens for Business and Industry, UNC-Charlotte and the Charlotte Region Workforce Development Partnership to educate the public about higher education facilities needs
  • Help to implement the CPCC Foundation's strategic plan
  • Publicize best practices and student success stories

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
  • Model workplace behavior in the classroom
  • Incorporate work-based soft skills into all instruction
  • Provide faculty with professional development activities related to workplace behaviors

6. Ensure that students gain the knowledge, skills, and intercultural awareness necessary to function successfully in the global economy.

  • Work closely with the Chamber, UNCC, and the Charlotte Region Workforce Development Partnership to enhance IT training
  • Expand advisory committees to include members of the international community and members from international companies
  • Be actively involved with the NCCCS global education initiative
  • Implement study abroad programs

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

  • Properly equip all technical labs
  • Work with IT Services to develop on-line research access to divisions and programs
  • Continue to implement the strategic plan for the Instructional Development Center
  • Implement the use of Ad Astra software and Smart Card technology
  • Automate the 10% roster and grade reports
  • Become a pilot site for the new NCCCS management information system
  • Increase the use of the web to deliver current information to employees and students
  • Develop a more user-friendly approach to planning, budgeting, and assessment for each responsibility center
  • Use software to document employee participation in professional development programs
8. Develop the infrastructure which ensures high quality instructional programs and support services at all CPCC locations and for the College Without Walls.

  • Increase the number of full-time faculty at all campuses
  • Provide better training and orientation for part-time faculty
  • Continue to hold student focus groups to ensure improvements in programs and services
  • Prepare for Southern Association of Colleges and Schools 10-year accreditation review
  • Implement and monitor the NCCCS enhanced accountability measures

9. Increase institutional effectiveness through an integrated system of planning, budgeting, and regular assessment of learning outcomes programs, services, and college processes.

  • Identify and use new assessment instruments to improve instruction
  • Continue to review the effectiveness of instructional programs
  • The Instructional Unit will make decisions about effective programming at all campuses based on continuous evaluation
  • Continue to improve the advisement process for students
  • Implement procedures to reflect multi-campus orientation including how policy and procedure changes impact all campuses
  • Implement a computerized facilities management system to track preventive maintenance, work orders and assets
  • Monitor the college's success in achieving the NCCCS performance measures
  • Emphasize assessment and use of assessment for improvement
  • Use the Process Review Team to document and improve organizational processes
  • Education Support Services will complete a comprehensive assessment process and use the outcomes to improve services
  • Update faculty and staff compensation plans

10. Enhance internal and external communications.

  • Actively solicit feedback from advisory committees and other external organizations
  • Provide training in Spanish to instructional personnel
  • Work with the College Facilities Implementation Team to increase communication regarding facilities and space planning
  • Increase the variety of modes of communication with students and potential students
  • Provide a directory of education support services

11. Continue to promote diversity and to be inclusive in all College employment, purchasing, programs and services.

  • Actively recruit a diverse pool of applicants, especially for faculty positions
  • Continue to ensure diverse interview committees
  • Continue to achieve 10% MWBE participation in construction projects and 4% MWBE participation in purchases.
  • Promote the enrollment and retention of a diverse student population
  • Continue to design and implement programs and services for seniors

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.

  • Offer a basic skills class in English as a Second Language via telecourse
  • Increase the number of partnerships between community organizations and the ESL program
  • Continue to offer community leadership in other languages
  • Expand the community leadership program to develop leadership in immigrant communities
  • Organize and train a cadre of faculty and staff who can communicate with international students

13. Begin providing high quality parallel occupational skills training in all technical areas. Market-based training will be available in a variety of formats and at times and places convenient to students and industry clients.

  • Develop a process to award credit for prior learning and life experiences
  • Expand professional certifications into credit and non-credit programs
  • Develop additional short-term training programs in all technical areas
  • Develop competency-based programs that articulate across credit and non-credit boundaries
  • Expand market-based course offerings and programs at multiple locations
14. Realign the organization in response to internal and external needs as they emerge.

  • Provide staff support and training to support multiple campus sites
  • Revise faculty job descriptions to ensure skills and abilities to teach across the college environment

15. Strengthen the professional development program and the performance development system for all CPCC employees.

  • Implement the revised Performance Development Plan
  • Provide leadership training to 28 employees in July 2000
  • Provide business process improvement training for an increased number of employees
  • Implement the required professional development program
  • Improve the new employee orientation program
  • Continue to develop the Center for Teaching and Learning
  • Instruction will increase financial support for faculty/staff attendance at local, state, and national conferences