ends, goals, & objectives northwest arkansas …northwest arkansas community college will become...

ENDS, GOALS, & OBJECTIVESNORTHWEST ARKANSAS COMMUNITY COLLEGE 2017–2018

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INTRODUCTIONThe NorthWest Arkansas Community College Strategic Plan supports the institution’s mission and strategic goals. The 2017-18 annual objectives were determined by NWACC Cabinet members (the college’s leadership team) in support of the strategic goals and are informed by numerous sources:

• The College’s Key Performance Indicators (page 3)

• The College’s End Statements (page 4)

• The Higher Learning Commission’s Academic Quality Improvement Program (AQIP) Categories (www.hlcommission.org)

• Arkansas Governor Asa Hutchinson’s “Closing the Gap 2020” plan for improvement of Higher Education in the state (www.adhe.edu)

• Institutional Budget constraints

• Qualitative Feedback from numerous strategic planning input sessions (copies of summaries available by contacting Lisa Anderson at [email protected])

• College-wide survey soliciting input for 2017-18 objectives in support of strategic goals

• The new Productivity Funding Formula to be implemented by ADHE beginning in 2018

NorthWest Arkansas Community College Strategic Goals

1. Increase Student Success

2. Provide Quality Programming and Assessment

3. Support Financial Stability

4. Increase Community Outreach, Support and Relations

5. Support and Enhance Institutional Operations

6. Improve Land and Facilities

7. Increase Diversity and Inclusion

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NorthWest Arkansas Community College Vision Statement

Positively changing the lives of those we serve.

To positively change the lives of those we serve means significantly impacting the college’s many stakeholder communities—students, taxpayers, community members, business and industry, etc. To fulfill this vision, we are committed to upholding our mission statement:

NorthWest Arkansas Community College Mission Statement

NorthWest Arkansas Community College empowers lives, inspires learning, and strengthens community through accessible, affordable, quality education.

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Positively changing the lives of those we serve.

OUR MISSION:

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5

COLLEGE ENDS STATEMENTSNorthWest Arkansas Community College will become a premier educational provider in Northwest Arkansas by developing a responsive educational delivery system customized to the needs of learners and receiving organizations.

1. For the learner community we will:Provide expanded access to educational opportunities for the population in general, but especially for under-served learners in all age groups who are disconnected from education by choice or circumstance and will actively support student retention and completion.

2. For the business community we will:Enhance partnerships and collaborations with business and industry through innovative approaches to design and deliver training and education.

3. For the owner community (taxpayers) we will:a. Enhance NWACC’s capacity to achieve its

initiatives by diversifying its resource base.b. Provide educational and comprehensive

programs, services and facilities to the owner community (taxpayers).

4. For the pre-kindergarten through grade 16 community we will:Forge a systemic linkage with P-16 and University partners to achieve “seamlessness” in curriculum, technology and learner support and service delivery.

5. For the college community we will:Align the organizational infrastructure of NWACC with College growth.

GOALS AND OBJECTIVES1. Increase Student Success

STRATEGIC OBJECTIVE 1:Fully staff and operationalize the newly created Enrollment Support Center.

Individuals Responsible:T. Kitchen, B. Grau

Relates To:AQIP Categories 1 & 2

STRATEGIC OBJECTIVE 2:Establish a network of mentors and advisors in support of student needs with a special focus on students receiving funding through the new ARFutures grant program.

Individuals Responsible:T. Kitchen, R. Tompkins, Z. Pharr, E. Vest

Relates To:Closing the Gap 2020, AQIP Categories 1 & 2

STRATEGIC OBJECTIVE 3:Expand the transition of NWACC adult basic education students into credit and noncredit programs by 10% with emphasis on earning a certificate and/or credential.

Individuals Responsible:T. Cornelius and B. Aldama

Relates To:Closing the Gap 2020, Ends Statements for Community and Learners, AQIP Categories 1 & 2, KPI #5

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STRATEGIC OBJECTIVE 4:Increase the success rates of students in college level math courses.

Individuals Responsible:R. Tompkins, M. Galloway, J. Timpe, L. Lord

Relates To:AQIP Categories 1 & 2, Strategic Goal 2, KPI 7–10

STRATEGIC OBJECTIVE 5:Increase the success rates and decrease time to completion of academically underserved students from 1st semester point of entry through one Gateway course in math, English, and reading.

Individuals Responsible:R. Tompkins, M. Bolinder, J. Burns, M. Galloway, L. Lord, G. Mallow

Relates To:KPI #10, AQIP Categories 1 & 2, Strategic Goal 2

STRATEGIC OBJECTIVE 6:Develop and implement a Peer Advising Program to provide increased advising and registration services to new and continuing students.

Individuals Responsible:T. Kitchen, Z. Pharr, M. Eppely

Relates To:KPIs 6–12; AQIP Categories 1 & 2, Ends Statement Students

2. Provide Quality Programming

STRATEGIC OBJECTIVE 1:Enhance the lecture portion of physical therapist assistant classes through the use of recorded lectures, video data-bases, and other media thus allowing

more time to devote to hands-on labexercises. This model is known as the flipped classroom in which the typical lecture and homework elements of a course are reversed. Short video lectures are viewed by students at home before the class session, while in-class time is devoted to exercises, projects, or discussions.

Individuals Responsible:T. Cornelius, S. Eddie, M. Wallenmeyer

Relates To:AQIP Categories 1 & 2, Ends Statement for Learners, Community

STRATEGIC OBJECTIVE 2:Begin the implementation of the LPN to RN bridge program to become a fully online program

Individuals Responsible:T. Cornelius, C. Boyd, M. Wallenmeyer


STRATEGIC OBJECTIVE 3:Begin concurrent delivery of Construction Technology courses through the WIOA grant

Individuals Responsible:T. Cornelius, K. Peterson, J. Bradshaw

Relates To:AQIP Categories 1 & 2, Ends Statement for K–12

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STRATEGIC OBJECTIVE 4:Deliver non-programmatic Retail courses

Individual Responsible:T. Cornelius, K. Peterson, T. Warren

Relates To:AQIP Categories 1 & 2, Ends Statement for Community

STRATEGIC OBJECTIVE 5:Expand Certificate programs in technical areas including EMT, Pre-Health, HVAC, Horticulture and other potential areas.

Individuals Responsible:R. Tompkins, T. Cornelius, M. Wallenmeyer, M. Galloway, K. Peterson


STRATEGIC OBJECTIVE 6:Revise the Certificate of General Studies to create more pathways to certificate completion.

Individuals Responsible:R. Tompkins

Relates To:AQIP Categories 1 & 2, Ends Statement for Learners, Closing the Gap 2020

STRATEGIC OBJECTIVE 7:Complete a comprehensive CIP code review to ensure correct program identification for the ARFutures program and STEM and High Demand identification.

Individuals Responsible:R. Tompkins, Academic Deans


STRATEGIC OBJECTIVE 8:Review Art and Technical Program offerings to revise, if needed, programs and courses implemented in the Integrated Design Building beginning Fall 2018.

Individuals Responsible:R. Tompkins, T. Cornelius, M. Bolinder, K. Peterson


3. Support Financial Stability

STRATEGIC OBJECTIVE 1:Meet the deliverables for the current Walton Family Foundation grant in support of FF&E for Brightwater: A Center for the Study of Food; close out the current WFF capacity grant and steward anticipated new 3-year Walton Family Foundation capacity grant.

Individuals Responsible:A. Tirey, D. Buckley, G. Mack, T. Kennedy

Relates To:AQIP Category 5, Owner Community Ends Statement

STRATEGIC OBJECTIVE 2:Hold at least three “lunch and learns” designed to communicate how the Grants Office can support faculty and staff efforts to pursue external funding dollars.

Individuals Responsible:L. Anderson, M. Williams

Relates To:AQIP Category 5

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STRATEGIC OBJECTIVE 3:Continue implementation of SponsorPoint, online account payments in TouchNet for outside companies and 3rd party contracts

Individuals Responsible:D. Buckley, G. Baggson, L. Robinson

Relates To:College Ends Statements, AQIP Categories 5 & 6

STRATEGIC OBJECTIVE 4:Create, support and document accounting processes for Brightwater

Individuals Responsible:D. Buckley, G. Baggson, G. Mack

Relates To:College Ends Statements and AQIPCategories 5 & 6

STRATEGIC OBJECTIVE 5:Engage and inform college campus regarding metrics involved in new state Productivity Funding Formula. Develop strategies to increase performance on funding metrics.

Individuals Responsible:College Cabinet, Marketing Team

Relates To:KPI’s 1–9, Closing the Gap 2020

4. Increase Community Outreach, Support and Relations

STRATEGIC OBJECTIVE 1:Develop a robust social media and other communication platforms that support and inform all NWACC Foundation stakeholders

Individuals Responsible:A. Tirey, D. Miller, T. Kennedy


STRATEGIC OBJECTIVE 2:Create an NWACC Speakers’ Bureau that includes a listing of faculty and staff subject matter experts who are willing to visit with the media and/or speak at civic groups on topics relative to their areas(s) of expertise

Individuals Responsible:L. Anderson, D. Miller, Faculty Senate

Relates To:AQIP Category 2, End related to community

STRATEGIC OBJECTIVE 3:Develop a comprehensive college marketing and communications plan

Individual Responsible:L. Anderson, D. Winters-Lewis, D. Yeager, D. Miller

Relates To:College Ends Statements

STRATEGIC OBJECTIVE 4:Host at least three events/receptions on the NWACC campus for local elected or appointed officials (school boards, city councils, etc.) to strengthen visibility, build relations and generate support for college priorities.

Individuals Responsible:J. Hall, College Cabinet, Board of Trustees members

Relates To:AQIP Category 2, Ends statements

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STRATEGIC OBJECTIVE 5:Complete membership, revitalize and refocus the NWACC Board of Trustees’ Advocacy Committee. Hold at least two meetings of the committee and leverage committee members’ influence to expose elected and appointed officials to NWACC programs, students, and employee needs.

Individuals Responsible:J. Hall, Advocacy Committee

Relates To:AQIP Category 2, Ends Statements related to stakeholders, Strategic Goal #3

STRATEGIC OBJECTIVE 6:Host state-wide police training on NWACC campus

Individuals Responsible:D. Buckley, S. Tosh, T. Taylor


STRATEGIC OBJECTIVE 7:Increase college visibility in Washington County in anticipation of the new facility in Springdale; form a Steering Committee to assist in driving the WCC facility fundraising efforts

Individuals Responsible:A. Tirey, T. Kennedy, NWACC Foundation Board


5. Support and Enhance Institutional Operations

STRATEGIC OBJECTIVE 1:Complete and submit the AQIP Systems Portfolio document based on institutional processes and including campus-wide input and feedback.

Individuals Responsible:L. Anderson and L. CatesRelates To:AQIP Categories 1–6

STRATEGIC OBJECTIVE 2:Evaluate student satisfaction rates and compare to past levels utilizing the Ruffalo Noel Levitz Student Satisfaction Inventory. Communicate results to stakeholders and recommend strategies for improvement.

Individuals Responsible:L. Anderson and K. Purdy

Relates To:KPI #12, AQIP Category 2

STRATEGIC OBJECTIVE 3:Develop an Institutional Effectiveness Report to be distributed annually that includes the college’s most recently updated Key Performance Indicators as well as the annual report card benchmarking NWACC against peer institutions on various measures.

Individuals Responsible:L. Anderson, K. Purdy, L. Cates


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STRATEGIC OBJECTIVE 4:Based on campus-wide feedback, implement a new learning management system that supports institutional growth needs.

Individuals Responsible:R. Tompkins, K. Burkes, J. Degn, L. Dees

Relates To:Strategic Goals 1 & 2

STRATEGIC OBJECTIVE 5:Co-chair concealed carry taskforce and develop appropriate related institutional policies and procedures.

Individuals Responsible:D. Buckley, T. Taylor

Relates To:AQIP Categories 3, 4, & 5

STRATEGIC OBJECTIVE 6:Implement Banner XE and continue to upgrade computer hardware

Individuals Responsible:D. Buckley, J. Degn


STRATEGIC OBJECTIVE 7:Re-implement PeopleAdmin applicant tracking module; integrate Banner and PeopleAdmin module

Individuals Responsible:D. Buckley, W. Cadle


STRATEGIC OBJECTIVE 8:Review 100% of archived institutional policies over the next 2 years and create an archived database.

Individuals Responsible:D. Buckley, B. Meyer, T. Taylor


STRATEGIC OBJECTIVE 9:Continue to expand the college’s dashboard presence through creation of a dashboard that focuses on applicant yield: percent of applicants who register and percent of registrations who matriculate.

Individuals Responsible:T. Kitchen, B. Green, L. Dees, K. Purdy

Relates To:KPIs 1–9

STRATEGIC OBJECTIVE 10:Contract with a new Content Management System provider and begin the redesign of the college website

Individuals Responsible:J. Degn, D. Winters-Lewis

Relates To:AQIP Categories 4 & 5, Closing the Gap 2020,KPI’s 1–5

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6. Improve Land and Facilities

STRATEGIC OBJECTIVE 1:Meet matching grant requirements and obtain necessary funds through philanthropy and/or other funding options to begin construction on the new Washington County Center by late 2018/early 2019. ($3.6 million raised as of June 2017)

Individuals Responsible:A. Tirey, E. Jorgenson, T. Kennedy

Relates To:AQIP Categories 1 & 5, Strategic Goal #4, Closing the Gap 2020, KPIs #1–9

STRATEGIC OBJECTIVE 2:Finalize the architectural plans for the new Washington County Center facility.

Individuals Responsible:A. Tirey, Foundation Business Manager, J. Lay, D. Buckley


STRATEGIC OBJECTIVE 3:Continue to work with representatives from the city of Bentonville, contractors, and the state of Arkansas in planning for the development and implementation of the 8th St. interchange project.

Individuals Responsible:D. Buckley, J. Thompson, J. Lay


STRATEGIC OBJECTIVE 4:Continue to work with the city of Springdale to develop plans for the infrastructure of the new proposed Washington County Center

Individuals Responsible:D. Buckley and J. Lay


STRATEGIC OBJECTIVE 5:Work with the architect and contractors on the construction of the new Integrated Design Lab Building with an anticipated completion target of Fall, 2018

Individuals Responsible:D. Buckley, J. Lay


STRATEGIC OBJECTIVE 6:Negotiate purchase of railroad tracks from the state of Arkansas

Individuals Responsible:D. Buckley, J. Lay


STRATEGIC OBJECTIVE 7:Complete electronic building access (swipe card) system

Individuals Responsible:D. Buckley, J. Degn


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STRATEGIC OBJECTIVE 8:Re-key Burns Hall

Individuals Responsible:D. Buckley, J. Thompson


STRATEGIC OBJECTIVE 9:Renovate faculty offices and 4 restrooms in Burns Hall



STRATEGIC OBJECTIVE 10:Replace boiler in Burns Hall



STRATEGIC OBJECTIVE 11:Continue with Phase 2 of Parking Garage repairs



STRATEGIC OBJECTIVE 12:Identify additional potential student gathering spaces on campus.

Individuals Responsible:D. Buckley, J. Lay, J. Thompson


7. Increase Diversity and Inclusion

STRATEGIC OBJECTIVE 1:Continue to expand and personalize support services to the various specialized student populations across campus (first generation students, veteran students, single parent students, etc.) in an effort to best meet their needs.

Individuals Responsible:T. Kitchen, D. Montgomery, D. Portillo, J. Franklin

Relates To:Strategic Goal 1 & 2, Closing the Gap 2020, AQIP Categories 1 & 2

STRATEGIC OBJECTIVE 2:Continue to address the needs of a diverse population with regard to facilities accommodations.

Individuals Responsible:D. Buckley, J. Lay, J. Thompson, T. TaylorRelates To:KPI #12, AQIP Category 2

STRATEGIC OBJECTIVE 3:Increase participation of nontraditional students in credit and non-credit course offerings and community enrichment opportunities at Brightwater: A Center for the Study of Food

Individuals Responsible:G. Mack

Relates To:Closing the Gap 2020

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NOTES

One College Drive, Bentonville, AR 72712 www.nwacc.edu

ends, goals, & objectives northwest arkansas …northwest arkansas community college will become...

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