College Goals and Planning Priorities
College Goals and Planning Priorities for FY 1997-1998
- Forge stronger ties with business and industry, governmental agencies, and other employers in order to stimulate economic development and to enhance job opportunities for graduates.
- Develop a comprehensive enrollment management system to include recruitment, advising, retention, and registration practices that are more effective in helping students achieve their goals.
- Strengthen program quality and student performance and document quality through the assessment of student outcomes.
- Promote diversity at all levels of the institution.
- Maintain an aggressive schedule for construction of new facilities and the acquisition of additional property to accommodate growth in enrollment and programs and to improve student access to all college programs and services.
- Incorporate the appropriate use of technology for faculty, staff, and students.
- Strengthen Institutional Development, more specifically marketing and fundraising.
- Increase involvement and interaction with the local high schools and the universities.
- Create a more positive, user-friendly environment for students, as well as faculty and staff.
- Strengthen the College's Institutional Effectiveness process.
- Promote faculty and staff excellence.
*Form a Cape Fear Community College BIG (Business/Industry/Government) Team to develop and lead marketing efforts with local industry.
*The BIG Team will:
Define and identify the business and industry target markets for CFCC;
Identify community groups active in economic development;
Ensure CFCC is represented in community economic endeavors;
Assign CFCC industry teams to develop and present the College's available resources to local industry, and
Further investigate resource options to determine Cape Fear Community College's needs.
*Steps to improve advising: explain advising system and provide advising literature to new students at orientation; faculty receive advisee lists two weeks prior to advisement; mail students advisor name and information prior to advisement period; explore possibility of "express advising" (advisor enters schedules).
*Explore possibility of telephone registration and tuition drop box; include advising/registration information on College website; create and keep current CFCC registration information bulletin board; assess length of drop/add period; improve quality of registration information signs; registration schedules to students by pre-registration period; flag students deficient in course prerequisites by second day of class and daily through drop/add period.
*Require students withdrawing to have exit interview with counselors; develop dropout student database based on exit interviews to create student profile; encourage faculty to refer students with difficulties to student development for intervention; network with local schools and businesses in marketing CFCC to support recruitment.
*Identify basic work/life skills, incorporate in curriculum, and award students credit for application of skills.
*Train faculty in "writing across the curriculum" and provide models for implementation.
*Communicate to all faculty the criteria for establishing competencies in oral communications, writing, and mathematics.
*Incorporate "job-seeking" skills into the curriculum.
*Send sever Arts and Sciences faculty to workshop on writing student outcomes.
*Sponsor a work ethics workshop for CFCC work-study students and a "Dress for the Workplace" workshop for all students.
*Communicate College Strategic Goals and Ethnic and Gender Diversity Plan to all faculty and staff.
*Assure qualified minorities are selected for interviews through procedures developed in Personnel.
*Subscribe to Minority Faculty Registry.
*Increase faculty and staff awareness of diversity issues through scheduled workshops each semester, a classic film series, and monthly articles on racial, gender, and handicap issues in selected College publications.
*Increase recruitment of minority students into selected programs such as engineering and allied health utilizing, for example, the community churches and the CFCC adult high school program.
*Expand tutoring opportunities through the Center for Academic Enhancement targeting minority students for entry into selective enrollment programs.
*Target hiring a male counselor when opening becomes available.
*Seek $38.3 million bond referendum to support campus expansion to include purchase of additional property, and the construction of new facilities and renovations.
*Create an improved "campus" atmosphere through continuous enhancements to existing facilities and new construction.
*Seek funds through the CFCC Foundation, Inc. to assist with purchase of artwork and in developing a "living logo" for the campus.
*Gather input from CFCC faculty and staff and the community relative to campus improvements.
*Develop scale models for CFCC campus, both current and proposed.
*Review and update the CFCC Technology Plan for adoption by President and College Council.
*Address computer competencies for faculty and staff, the feasibility of Internet access for faculty and staff off-campus, and student E-mail.
*Request input from faculty and staff regarding specific training needs.
*Provide training to faculty and staff on a weekly basis and publish an annual training schedule.
*Make training tapes available in the Learning Resources Center and provide training software on server.
*Establish a faculty/staff mentoring group to provide assistance to one another with software application problems.
*Establish a campus technology center with various hardware, scanners, and other technology readily available.
*Research methods for developing a marketing plan and adopt an approach to meet the needs of CFCC.
*Publish a marketing plan for CFCC and update annually.
*Assess current Marketing Committee structure and purpose.
*Provide CFCC graduate satisfaction, employment data, and other information to local high school students to market the College.
*Increase financial Support for instruction and professional development activities through implementation of Faculty and Staff Mini-Grant Awards funded through the CFCC Foundation, Inc.
*Increase the financial support available to students by increasing the number of donations to the CFCC Foundation, Inc. for student scholarships.
*Increase faculty and staff awareness of grant opportunities available to CFCC.
*Offer increased opportunities for area high school students to enroll in cooperative education (Huskins and Dual - Enrollment) courses beginning with the 1997-98 school year in order to facilitate transition to CFCC programs after graduation.
*Improve and strengthen the TechPrep programs between Cape Fear Community College and Area high schools to increase knowledge and awareness of CFCC's Vocational and technical programs.
*Increase contact with high schools through regularly scheduled visits by CFCC department chairs and counselors.
*Schedule and host visits for the high school department chairs to CFCC campus.
*Implement suggestions from Focus Group sessions with high school counselors, students, and community leaders concerning ways to increase involvement between CFCC and area high schools.
*Explore possibility of administering ASSET to 10th graders to determine preparedness for College Level Work and/or remediation.
*Work with four-year institutions to identify and publish a transfer course guide using the Common Course Library title, numbers, and prefixes and provide this information to all students preparing to transfer.
*Increase interactions with UNCW through annual meetings with faculty to discuss the Academic Performance Report.
*Schedule meetings with CFCC students who transferred to UNCW to gather input regarding strengths and weaknesses of the transfer process.
*Invite UNCW and other senior institutions to CFCC annually to speak with transfer students.
*Host a faculty articulation workshop or UNCW and CFCC faculty.
*Provide opportunities for Arts and Sciences faculty to attend East Carolina University's Community College and faculty articulation workshops and UNCW's freshman orientation.
*Work with senior institutions to improve CFCC College Day allowing more time for students to participate.
*Adopt a "students first" theme for CFCC and implement this theme in all communications with faculty, staff, students, and the public.
*Identify strategies to create a more positive, user friendly environment for students and faculty and staff through a series of Team Building sessions to include senior staff, instructional deans, directors of LRC and continuing education.
*Plan and implement Team Building sessions to include department level personnel.
*Conduct the faculty and staff evaluation of the institutional effectiveness process to identify strengths and weakness and make improvements.
*Implement a mid-year and end-of-year reporting format to consolidate collection of department level accomplishments and outcomes data for President's Annual Evaluation to the Board of Trustees, President's Annual Report, various reports to NCCCS, and in-house annual planning summary to report progress towards college strategic goals.
*Assess the membership of the Institutional Effectiveness Committee and recommend changes as needed.
*Adopt College Strategic Goals and priority actions, communicate these to faculty and staff, and evaluate progress towards the goals annually.
*Conduct annual planning retreat to provide broad based participation in the establishing goals and action priorities.
*Review methods currently used to evaluate faculty, including the evaluation instrument, and implement an improved system.
*Schedule workshops to train faculty evaluators in the use of evaluation instruments.
*Continue to address long range needs for personnel as a component of the College's biennial Institutional Effectiveness Plan.
*Implement a system for documenting annual professional development activities and for identifying needs for the coming year for Tier A funds.
*Provide funds annually through the College's Technology Grant process and the CFCC Foundation, Inc. Mini-Grant Awards to increase support for professional development; continue to identify other funding sources.