2015-2020 · on our journey toward student success. yet, our ... completion • improve persistence...

strategicplan 2015-2020

“Every program, every service, every policy, every college is perfectly designed to achieve the EXACT outcome it currently produces.” We have made important headway on our journey toward student success. Yet, our current approach will require significant and aggressive changes in the way we serve our students. No Excuses 2020 will require a comprehensive system redesign – from students walking in the front door to students walking across the graduation stage.

No Excuses 2020 is focused on completion, labor market demands, learning, equity, and financial effectiveness. I am excited about ending a cafeteria approach to educating students and replacing it with intentional, clear, guided pathways to completion.

This shift will require considerable large-scale changes that are both challenging and exciting. I know we, as a team, are up to this challenge. I cannot think of a better group of people in which I entrust the future of our students, college, and community. Together, we can do this – No Excuses!

Dr. Russell Lowery-HartPresident, Amarillo College

Create a No Excuses philosophy through actions which display the following values:

• Every student and colleague will say “WOW, you were so helpful, supportive, and open” after an interaction with us.

• We will find ways to have fun with each other and celebrate each other.

• We will find ways to make our work fun and effective.

• We will see ourselves as a “roadblock remover” for students and for each other.

• We will always look for ways to help others and improve our processes.

• We will find ways to show we care about our students and each other.

• We will readily and effectively share information with each other.

• We will approach our interactions with each other with trust and openness.

• We will put the needs of others before our own.

• We will think “yes” first and find solutions rather than stating “no”.

• We will be passionate about our jobs and helping each other.

Enriching the lives of our students and community by helping learners identify and achieve their educational goals.

We will ensure a 70% Completion Rate by 2020.Caring through wow

Caring through fun

Caring through innovation

Caring through family

Caring through yes

INSTITUTIONAL GOALS

DEFINITION GOALS

ACTION FOR IMPACT

PRIMARYLEAD

SUPPORTLEAD

TASK DEADLINE

1. Completion • Improve persistence

• Increase completers (certificates, degrees, transfer)

• Decrease time-to-completion

Comprehensive Transfer/Completion Pathways

A. Accountability for student success

• Exercise a data-driven approach to improve key student success metrics

• Systemize a team-based approach to problem-solving and enhancing key student success metrics

• Implement a drop-rate reduction and expanded

B. Career/transfer focus for all advising

• Leverage technology to simplify career and transfer pathways to completion

• Integrate financial aid, academic advising, and career pathways

• Optimize academic advising impact by adopting “success coach” model.

C. Program for student success with more responsive and purposeful scheduling

• Accelerate program time to degree

• Implement block scheduling aligned with pathways

• Increase evening, summer, and alternative course offerings and schedules

• Stackable certificates aligned with high school offerings and credit for prior learning

• Enhance and expand tutoring across all programs

A1. Create a robust, actionable Early Alert System.

A2. Create Campus Report Card

A3. Create Leadership Report Card

A4. Establish a Drop Policy Change to Reflect Signed Removal

B1. Implement degree mapping technology for student use

B2. Integrate financial aid, academic advising, and career pathways: Proposed revision: Create Learning Communities with attached support structures, including intrusive advising.

C1. Revise credit for prior learning process

C2. Establish block scheduling across divisions, departments, programs

C3. Increase scheduling offerings, including 8-week formats

A1. Fall 2016

A2. September 2015

A3. January 2016

A4. September 2015

B1.Fall 2016

B2 May 2016

C1. Dec 2017

C2. 25% of courses by Spring 2016; 50% of courses by Fall 2016; 80% of courses by Spring 2017

C3. Spring 2016 pilot, Fall 2016 all-in

A1. Student Affairs / Academic Affairs

A2. Chief of Staff

A3. Chief of Staff


B1. Student Affairs / Information Technology / Chief of Staff

B2. Student Affairs / Academic Affairs

C1. Student Affairs / Business Affairs / Academic Affairs

C2. Academic Affairs

C3. College-Wide

A1. Information Technology / Chief of Staff

A2. Communication and Marketing


A4. Information Technology

B1. Employee and Organizational Development / Communication and Marketing

B2. Employee and Organizational Development / Communication and Marketing

C1. Information Technology

C2. Student Affairs / Information Technology / Communication and Marketing

C3. –

Every program, every service, every pol icy, every col lege is perfect ly designed to achieve the EXACT outcome i t current ly produces. - Achieving the Dream

INSTITUTIONAL GOALS

DEFINITION GOALS

ACTION FOR IMPACT

PRIMARYLEAD

SUPPORTLEAD

TASK DEADLINE

2. Align degrees andcertificates with Labor Market Demand

• Do graduates obtain well paid jobs?

• Do graduates perform well as employees?

D. Revise & Contextualize Developmental Education

• Develop contextualized learning communities in blocks with supplemental instruction and co-curricular resources

• Centralize developmental edu-cation advising, processes, and scheduling

• Shorten sequencing for comple-tion of requirements for college readiness through bridge pro-grams and creative pedagogical approaches

Align All HB5 Endorsements with AC Career Pathways

E. Intentionally Focus Programs for quality, productivity, and viability

• Align all degrees with HB5 endorsement areas

• Intentional and purposeful program review

• Align programs with labor market demand and endorsement areas

• Define employment data for students

F. Cluster degree programs

• Catalog organization of degrees by endorsement

• Website organization of degrees by endorsement

• Market and recruit terminal degrees by market demand for prior learning

• Enhance and expand tutoring across all programs

C4. Expand Tutoring Access

D1. Centralize, accelerate, block and contextualize developmental education and its advising system

E1. Create a functional, purposeful program review aligned with No Excuses 2020

E2. Focus advising on House Bill 5 endorsements to a declared major

E3. Focus career center on House bill 5 endorsements to a declared major in a high demand field

F1. Align catalog with a career focus

F2. Align marketing, AC website and recruiting materials with a career focus

C4. May 2016

D1. September 2016

E1. Spring 2016

E2. Spring 2016

E3. Spring 2016

F1. Fall 2016

F2. Fall 2016

C4. Student Affairs / Academic Affairs

D1. Student Affairs / Academic Affairs

E1. Academic Affairs

E2. Student Affairs

E3. Student Affairs

F1. Student Affairs

F2. Student Affairs / Communication and Marketing

C4. Business Affairs / Information Technology

D1. Information Technology / Chief of Staff

E1. Chief of Staff

E2. Academic Affairs

E3. –

F1. Communication and Marketing / Academic Affairs

F2. Information Technology / Academic Affairs


INSTITUTIONAL GOALS

DEFINITION GOALS

ACTION FOR IMPACT

PRIMARYLEAD

SUPPORTLEAD

TASK DEADLINE

3. Learning • Increase student engagement

• Increase • performance on

student learning outcomes

• Adjust programs and courses based on competencies

G. Focus transfer students on a “transfer degree”

• Align program offerings with transfer institution degree

• Intentionally drive a holistic transfer process

Infuse and Scale High Impact Practices

H. Enhance the use of learner-centered pedagogy and high impact practices across the curriculum

• Offer a series of faculty development workshops on learning centered pedagogy and high impact practices

• Revise faculty performance review to include use of learner-centered pedagogies and high impact practices

• Create faculty fellows to mentor other faculty in learner centered pedagogies and high impact practices

• Develop international experiences linked to program outcomes

• Embed research modules into key courses

I. Leverage program outcomes for improved learning

• Require all programs to develop goals and outcomes with embedded general education competencies and references high impact practices

• Require programs to complete curriculum maps to assess outcomes

G1. Create a transfer degree with an intentional, focused and intrusive advising structure

H1. Create a faculty development and mentorship program for new pedagogies

H2. Create a faculty performance review to include new peda gogies based on the No Excuses Commitments

H3. Develop international experiences linked to programs

I1. Create curriculum maps of program goals and outcomes by degree

I2. Use Bb Analytics to redesign gateway courses

I3. Create incentives for faculty for improvements in gateway course success

G1. January 2016

H1. September 2015

H2. Spring 2017

H3. Fall 2018

I1. Fall 2017

I2. December 2015

I3. Spring 2015

G1. Student Affairs / Academic Affairs

H1. Academic Affairs



I1. Academic Affairs

I2. Academic Affairs

I3. Employee and Organizational Development / Academic Affairs

G1. –

H1. –

H2. Employee and Organizational Development

H3. Student Affairs / Business Affairs

I1. –

I2. Information Technology / Student AffairsI3. Executive Vice President


INSTITUTIONAL GOALS

DEFINITION GOALS

ACTION FOR IMPACT

PRIMARYLEAD

SUPPORTLEAD

TASK DEADLINE

4. Equity • Increase enrollment of sub-populations

• Increase completion of any sub-popula-tions

• Implement analytics in key courses

• Incentivize faculty for improve-ment in course completion and success

Build Systems for Equity Gains

J. Redesign courses for equity gains

• Develop faculty to address achievement gaps

• implement adapted learning approaches based

K. Systemically remove barriers of poverty

• Scale systemic approach to poverty through policies and practices

• Expand ability to connect students to community services

L. Scale NO Excuses “culture of caring” programs and training

• Student Success certification for all employees

• Embed student-centered service into all employee trainings and job descriptions

M. Integrate whole families into enrollment and completion

• Intentionally include and communicate with families about progress to completion

• Broaden definition and intentionally collect information about first generation status

N. Ensure equitable access to all college resources

J1. Create employment development programs on student needs

J2. Develop learning profiles for every student to implement an adaptive instruction and advising system

K1. Establish policies to eliminate poverty barriers

K2. Connect student to resources

K3. Link schedules to childcare options

L1. Create a student success certification program

L2. Embed our No Excuses Commitments into all job descriptions, employee evaluations, new employee orientation, and trainings

M1. Train families on financial aid, degree plans, and careers

M2. Clarify and collect first generation status on all AC students

N1. Link block scheduling with child specific Continuing Education offerings

G1. January 2016

J1. Fall 2016

J2. Fall 2018

K1. January 2017

K2. January 2016

K3. January 2018

L1. September 2015

L2. September 2015

M1. January 2017

M2. January 2016

N1. May 2016

J1. Employee and Organizational Development / Academic Affairs

J2. Student Affairs / Academic Affairs

K1. College-Wide K2. Student Affairs

K3. Student Affairs

L1. Employee and Organizational DevelopmentL2. Employee and Organizational Development

M1. Student Affairs

M2. Student Affairs / Chief of Staff

N1. Student Affairs / Academic Affairs

J1. Student Affairs

J2. Information Technology

K.1 –

K2. Academic Affairs

K3. Information Technology / Academic Affairs

L1. Student Affairs / Academic Affairs

L2. College-Wide

M1. Information Technology / Employee and Organizational Development / Communication and Marketing

M2. Information Technology



5. Financial Effectiveness

INSTITUTIONAL GOALS

DEFINITION GOALS

ACTION FOR IMPACT

PRIMARYLEAD

SUPPORTLEAD

TASK DEADLINE

• Innovative• Entrepreneurial• Responsible

• Link block scheduling with child specific Continuing Education offerings

• Systemically strengthen partnerships with community based programs for underserved populations

• Provide specialized advising/registration events for key area high schools

• Strategically increase financial aid applications and award

• • Increase employee and commu-nity participation in the AC Coach/Champion program

Build Systems for Financial Viability and Fund Raising

O. Build smaller and more responsive budgets by leveraging technology and strategic alignments

• Align budgets, tuition and fees, assessment/outcomes, and institutional goal through program review

• Establish 5-year budget models• Study and explore “Bring Your

Own Device” systems• Streamline organizational struc-

ture to optimize employee base• Simplify and streamline the stu-

dent enrollment and recruitment policies and processes

N2. Systemically strengthen partnerships with community based programs for underserved populations

N3. Provide specialized advising/ registration events for key area high schools

N4. Strategically increase financial aid applications and award

N5. Increase employee and community participation in the AC Coach/Champion program

O1. Align budgets, tuition and fees, assessment/outcomes, and institutional goal through program review

O2. Establish 5-year budget models

O3. Study and explore “Bring Your Own Device” systems

O4. Evaluate flex options for budget savings

O5. Evaluate and rewrite the board policy manual to reflect new budget and goal realities

O6. Commit to becoming a paperless campus that improves efficiency with online forms

O7. Streamline AC human resources policies to support

N2. January 2017

N3. April 2016

N4. Fall 2016

N5. Fall 2016

O1. Fall 2015

O2. September 2015

O3.Fall 2019

O4. January 2016

O5.January 2017

O6.May 2016

O7.Fall 2016


N3. Student Affairs

N4. Student Affairs

N5. Student Affairs

O1. College-Wide

O2. Business Affairs

O3. Information Technology

O4. Business Affairs / Employee and Organizational Development

O5. Employee and Organizational Development

O6. Business Affair / Information Technology / Employee and Organizational Development

O7. Employee and Organizational Development

N2. –

N3. Academic Affairs

N4. Information Technology

N5. College-Wide

O1. –

O2. –

O3. –

O4. College-Wide

O5. Academic Affairs

O6. College-Wide

O7. –


INSTITUTIONAL GOALS

DEFINITION GOALS

ACTION FOR IMPACT

PRIMARYLEAD

SUPPORTLEAD

TASK DEADLINE

P. Construct an organizational structure for fund raising

• Increase donations through on-line targets by program

• Define policies and processes for fund raising

Q. Ensure grants support and extend institutional goals

• Conduct cost-benefit analysis for every grant

• Maximize grants for cost sharing within the institution

R. Define and build equitability for employees

• Industry specific stipends for high demand fields

• Competitive employee compensation

• Develop systems for robust employee development

O8. Implement a risk management and safety plan with training targets by employment groups

O9. Simplify student enrollment and recruitment policies and processes

O10. Utilize secret shoppers to evaluate simplification of our enrollment policies and processes

O11. Incentivize student completion (car, tuition discounts, etc.)

P1. Increase donations through on-line targets by program

P2. Define policies and processes for fund raising

Q1. Conduct cost-benefit analysis for every grant

Q2. Maximize grants for cost sharing within the institution

R1. Develop industry specific stipends for high demand fields

R2. Create a competitive employee compensation structure

R3. Build intentional AC leadership program

O8. May 2016

O9. February 2016

O10.May 2016

O11.July 2016

P1. June 2016

P2. June 2016

Q1. January 2016

Q2. January 2016

R1. Fall 2016

R2. Fall 2019

R3. Fall 2016

O8. Business Affairs / Employee and Organizational Development

O9. Student Affairs / Business Affairs

O10. Chief of Staff

O11. Business Affairs / Student Affairs / Executive Vice President

P1. Executive Vice President

P2. Executive Vice President

Q1. Chief of Staff

Q2. Chief of Staff

R1. Business Affairs / Employee and Organizational Development / Academic Affairs

R2. Business Affairs / Employee and Organizational Development

R3. Employee and Organizational Development

O8. –


O10. Communication and Marketing


P1. Information Technology

P2. –

Q1. Business Affairs Executive Vice President

Q2. Business Affairs / Executive Vice PresidentR1. Information Technology

R2. Academic Affairs


2015-2020 · on our journey toward student success. yet, our ... completion • improve persistence...

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