southeast community college board of governors …

SOUTHEAST COMMUNITY COLLEGEBOARD OF GOVERNORS

January 29, 2015Continuing Education Center

301 South 68 Street Place, Room 304Lincoln, Nebraska

Board Retreat - 8:30 AM

AGENDA

Meeting Called to Order

Meeting Called to Order

Public Meeting Law Compliance Statement

Topics for Discussion

a. Review Draft of Strategic Plan

b. Obtain Board Input

Adjournment

SUMMARY: ADDITIONAL INFORMATION:

ATTACHMENTS:

Description Type

Strategic Plan 2015 - 2019 Cover Memo

Strategic Plan 2015 - 2019 Presentation Cover Memo

Southeast Community College 2015-2019

Strategic Plan

Creating Futures through Inquiry, Knowledge, and Application

SOUTHEAST COMMUNITY COLLEGE 2015-2019 STRATEGIC PLAN 0 | P a g e

Southeast Community College 2015-2019 Strategic Plan: Creating Futures through Inquiry, Knowledge, and

Application

Mission

The mission of Southeast Community College (SCC) is to empower and transform its students and the diverse communities it serves. The College provides accessible, dynamic, and responsive pathways to career and technical, academic transfer, and continuing education programs. Student success and completion is maximized through collegiate excellence, exemplary instruction, comprehensive student support services, enrichment programs, and student-centered processes. SCC is committed to a proactive and evidence-based approach to continually assessing and responding to student, community, and employer demand for higher education.

Core Values

Southeast Community College adheres to a set of core values that drive the decisions and actions of the institution.

1. Excellence – Commitment to the highest level of performance in all facets of the College’s programs, services, and operations through effective investment and support of all assets.

2. Integrity – Continuous pursuit of fulfillment of mission and goals through honest and ethical practices in all College operations.

3. Innovation – Commitment to inquiry and the respectful challenging of assumptions to promote creativity, alternative points of view, and opportunities for ongoing discovery.

4. Inclusion – Promotion of opportunities and advancement for a diverse and dynamic student, faculty/staff, and community population through the creation of a positive, compassionate, and reflective culture.

5. Stewardship and Accountability – Commitment to investment in appropriate resources in fulfillment of College’s mission and goals and reliance on responsible management of human, physical, and financial resources.


Goals and Objectives

ENROLLMENT & GROWTH

Goal 1: Promote access to career and technical, academic transfer, and continuing education programs through proactive enrollment, student support and program growth based on student and employer demand.

1.1 Promote enrollment growth in academic transfer programs based on course demand.

1.2 Promote enrollment growth in career and technical programs based on student and employer demand.

1.3 Expand program and continuing education opportunities based on community and employer needs.

(i.e. satellite and/or learning center) 1.4 Improve accessibility to programs and services among underserved student populations. 1.5 Enhance transferability of courses to 4-year institutions. 1.6 Strengthen recruiting, admissions, advising, and financial aid processes.

1.7 Enhance and expand image and awareness of the College’s programs and services through

innovative, comprehensive, and dynamic marketing and promotion strategies.

STUDENT SUCCESS

Goal 2: Improve student success, completion, retention, and academic excellence through high-quality educational programs and responsive, innovative student services.

2.1 Promote student success through initiatives designed to increase student engagement in the learning process. 2.2 Improve student critical thinking skills, ability to apply concepts and ideas, and other student learning outcomes. 2.3 Improve student success, completion, and retention rates. (e.g., academically underprepared, distance learning, programs, etc.) 2.4 Promote preparedness of graduates for transfer to a 4-year institution and/or the workplace. 2.5 Expand and improve academic and student support services. 2.6 Expand and improve classroom technologies.


STUDENT ENRICHMENT

Goal 3: Promote student lifelong learning and continuous personal growth through comprehensive student development programming.

3.1 Improve and expand student activities and service learning opportunities to promote personal enrichment and discovery. 3.2 Expand intercollegiate and intramural athletic programs/activities based on student demand. 3.3 Promote academic excellence of high-achieving students through opportunities for undergraduate research, additional academic honors, and other initiatives. 3.4 Promote student physical and psychological health through appropriate education, programs and services. 3.5 Promote cultural understanding and enrichment through global and diversity education opportunities. 3.6 Improve and expand student organizations.

3.7 Promote and expand awareness and appreciation of the arts through formal and informal programming.

PROGRAM DEVELOPMENT

Goal 4: Promote the development of career, academic transfer, and continuing education programs to meet current and future needs.

4.1 Improve market research capacity to identify demand for existing and new career programs.

4.2 Improve and expand academic and career advising resources.

4.3 Ensure alignment of program curriculum with the knowledge, skills, and abilities required for career success. 4.4 Expand accessibility of programs and services for all 15 counties of the College’s service area based on student and employer demand. 4.5 Increase the number of students pursuing high-demand careers through The Career Academy, SENCAP, and other recruitment and academic programming initiatives. 4.6 Improve and expand dynamic and creative training solutions based on employer demand.


4.7 Expand articulation agreements for academic transfer programs.

4.8 Promote partnerships with 4-year institutions to increase access to undergraduate and graduate degrees.

FACULTY AND STAFF EXCELLENCE

Goal 5: Promote excellence, innovation, and creativity among faculty/staff to support a positive and dynamic learning environment.

5.1 Expand and improve human resource programs and services, including hiring, diversity training, wellness, personnel management, and safety training. 5.2 Promote internal and external opportunities for leadership and professional development and educational advancement to ensure a dynamic work environment. 5.3 Promote opportunities for faculty and staff development through collaborative initiatives such as networking, research, conferences, and participation in professional societies and associations. 5.4 Promote participation within internal and external committees and organizations to support continuous learning and skill development. 5.5 Improve communication processes and procedures across departments, divisions, and campuses.

5.6 Promote use and support of technologies.

PARTNERSHIPS

Goal 6: Develop and maintain community partnerships to promote collaboration and innovation among educational institutions, industry, community organizations, and governing entities.

6.1 Strengthen partnerships with school districts, both personnel and patrons, in all 15 counties to promote higher education access and preparedness in relation to career and technical and academic transfer programs. 6.2 Enhance partnerships to improve transition and academic articulation with 4-year institutions. 6.3 Strengthen partnerships with industry leaders in all economic sectors including (but not limited to) health sciences, manufacturing, agriculture, business, finance, service, transportation, construction, and engineering to meet employer needs for a qualified workforce. 6.4 Promote entrepreneurial opportunities for individuals and small businesses with economic


development organizations and civic leaders in the 15-county service area. 6.5 Improve external communication processes and procedures, including primary constituencies such as community organizations and governing entities. EDUCATIONAL ENVIRONMENT Goal 7. Enhance and maintain educational environments that promote learning, engagement, innovation, creativity, and safety.

7.1 Improve College facilities, learning environments, and landscapes through the development and implementation of a comprehensive and renewable facilities master plan. 7.2 Improve technology infrastructure to maximize informational assets and dynamic and responsive functionality. 7.3 Improve readiness for emergency situations to ensure student and employee safety.

7.4 Improve safety and security at all College locations.

7.5 Develop and maintain a comprehensive predictive maintenance plan for all College locations.

7.6 Improve space utilization through continual analysis and assessment of current and future needs.

7.7 Explore additional student housing opportunities based on a comprehensive feasibility analysis.

FINANCIAL STABILITY

Goal 8: Maximize the College’s ability to fulfill its mission and accomplish its strategic goals and objectives while maintaining financial stability.

8.1 Promote the development of a responsive state funding mechanism that consistently meets the College’s needs. 8.2 Promote budget and planning policies, procedures, and practices that ensure accountability while maximizing functionality. 8.3 Promote recurrent review of programs and services for cost effectiveness and viability.

8.4 Promote proactive management of assets.

8.5 Leverage research-based solutions to enrollment management and program expansion to guide the setting of tuition and tax rates. 8.6 Strengthen capacity to pursue funding from external entities.

8.7 Strengthen capacity of the SCC Education Foundation to provide support for student scholarships


and other College programs and services. 8.8 Strengthen the College’s ability to initiate and complete capital projects.

8.9 Ensure the College maintains a comprehensive and secure technology infrastructure through expandable functionality, human and physical redundancy, and comprehensive technology planning.

ORGANIZATIONAL ENVIRONMENT

Goal 9: Maximize operational efficiency by enhancing policies and procedures, staffing, and communication processes and practices.

9.1 Enhance staffing levels and organizational structure to promote excellence in all College operations.

9.2 Review and enhance all College policies and procedures by developing standardized documentation strategies such as a comprehensive policy manual, interactive organizational charts, and assignment of responsibility for reviewing and revising policies and procedures to an existing or new department. 9.3 Enhance employee orientation programming for both full-time and part-time employees.

9.4 Promote an efficient operational pace through effective organizational and academic calendars.

9.5 Enhance positive communication processes and practices.

9.6 Maximize a positive and engaging organizational environment by encouraging input, reflective and exuberant communication, compassion and respect toward the views and ides of others, and excitement and joy for the mission of the College. 9.7 Promote faculty and staff physical and psychological health through innovative wellness programs, services, and facilities. 9.8 Promote effective use of valid and reliable of data in decision making, planning, and communication. 9.9 Improve safety and security at all College locations.


SOUTHEAST COMMUNITY COLLEGE

Beatrice | Lincoln | Milford www.southeast.edu

Strategic Planning

• A systematic and ongoing activity that an organization uses to anticipate and respond to major decisions facing it during a three to five year period beyond the present (Norris and Poulton, 2008)

Previous Long Range Plan Components

Proposed Strategic Plan Components

Vision Statement

Mission Statement with 15 specific mission charges

Mission Statement

Code of Ethics Core Values

9 division level objectives with links to mission charges

Institutional goals, objectives, and performance indicators

Annual assessment and review of division and program objectives

Annual division or department level goals, objectives, and strategies linked to institutional goals

3-year long range plan 5-year strategic plan

Current SCC Mission Statement The Mission. . . Southeast Community College values the opportunity to provide quality applied technology, academic and continuing education opportunities for the students, business and communities of our district. To achieve that purpose, Southeast Community College will: •Continue to value local governance •Value and support diversity and promote global education •Be affordable and accessible •Develop and maintain partnerships •Provide responsive delivery systems •Respond to emerging technology •Promote continuous improvement •Promote student learning through the provision of quality instruction, curriculum and appropriate facilities •Embrace lifelong learning •Maximize and utilize resources efficiently •Be accountable •Encourage a positive environment •Promote recruitment and retention •Be communicative •Be fiscally responsible

Higher Learning Commission Criteria of Accreditation – 5c (Planning)

• 5.C. The institution engages in systematic and integrated planning. • 1. The institution allocates its resources in alignment with its

mission and priorities. • 2. The institution links its processes for assessment of student

learning, evaluation of operations, planning, and budgeting. • 3. The planning process encompasses the institution as a whole

and considers the perspectives of internal and external constituent groups.

• 4. The institution plans on the basis of a sound understanding of its current capacity. Institutional plans anticipate the possible impact of fluctuations in the institution’s sources of revenue, such as enrollment, the economy, and state support.

• 5. Institutional planning anticipates emerging factors, such as technology, demographic shifts, and globalization.

http://www.ncahlc.org/Criteria-Eligibility-and-Candidacy/glossary-new-criteria-for-accreditation.html

http://www.ncahlc.org/Criteria-Eligibility-and-Candidacy/glossary-new-criteria-for-accreditation.html

Role of New Institutional Strategic Planning Team

• Assist in the development of the 2015-19 Strategic Plan • Utilize results from the SEP activities, input

from the Board of Governors, the administrative team, faculty and staff, and the community

• Review mission statement and offer possible changes

• Develop institutional goals and objectives

• Submit goals and objectives to administrative team

Representation Employee Position

Infrastructure Al Brunkow Information Services Manager (MIL)

Finance Nicole Austin Loan Analyst (LIN)

Academics Denise Schlake-

Ideus

Dean, Ag/Food/Natural

Resources/Community Services and

Resources (BEA & LIN)

Enrollment Rod Rhodes Administrative Director of instructional

Effectiveness & Research (CEC)

Marketing Stu Osterthun Administrative Director of Public

Information and Marketing (CEC)

Student

Retention

Tom Cardwell Dean of Student Support Programs &

Services (BEA)

Faculty Neal Kirchner English Instructor (LIN)

Faculty Linda Hartman Business Instructor (ENT)

ISP Lead Mike Pegram Dean of Students/ Assistant Campus

Director (MIL)

ISP Lead Amy Chesley Dean, Continuing Education (CEC)

Research (ex-

officio)

Robin Moore Administrative Director, Institutional

Effectiveness & Research (CEC)

Faculty (ex-

officio)

Nancy

Krumland

Business Program Chair (LIN)

Leveraging the Work of the SEP Team

• SEP Outcomes • Situational Analyses

• Academic Mix • Infrastructure • Student Success • Financial Aid and Pricing • Marketing/Community Engagement • Enrollment Planning

• Student Satisfaction Inventory • Business Plans • Student Forums • Faculty and Staff Forums

*

*

*

*

Strategic Plan Development

SEP Activity

Situational Analyses

Business Plans

Student Satisfaction Inventory

Student Panels

Faculty and Staff Forums

Key Performance Indicators

2015-19 Strategic Plan Components

Vision

Mission

Core Values

Goals and Objectives

Performance Indicators

Narrative – Key Trends and Findings

Previous Long Range Plan

Mission

Will Statements

Code of Ethics

Converting SEP Business Plans to Strategic Goals and Objectives

Educational Services Personnel Development Educational Environment

1. Review Admissions process/

developmental ed

2. External Communications audit

4. Financial aid awareness

5. Academic advising

6. Career advising

7. Student Success courses

8. Tutoring/Academic Support

9. Marketing Research department

10. Exemplary programs study

11. Student wellness

12. Learning communities

13. Recruit high-ability students

14. K-12 college readiness partnership

15. Course credit volume/award levels

16. Course bottleneck study

18. Recruit nontraditional students

19. Recruit veterans

20. Student activities

* Budget to support staff and new initiatives

3. Employee training/resources

* Professional development

* Employee Wellness

* Internal/SCC Communications

* Supervisor Training

* Human Resources

* Safety training

17. Course/program delivery plan

21. Scheduling/ space capacity resources

* Technological Access

* Classroom Technology

* Community Presences/activities/service/

cultural events

* Partnerships w/ outside agencies

* Safety

* Facilities improvement/site planning/

beautification

Preliminary Strategic Planning Timeline

July August September October November December January February

Form strategic planning committee (Consider SEP Team for this role) Utilize Institutional Research Office to establish a planning template and to provide ongoing data support

Continue environmental scanning efforts of the SEP Team Collect additional data on internal and external trends

Collect additional data on internal and external trends Incorporate the work of the SEP Team and align the SEP and Strategic Planning Efforts Present available data resulting from the environmental scan and obtain input from the Board of Governors (Planning Retreat), the President, and the Administrative Team

Review mission and begin formation of strategic goals, objectives, and performance indicators Update Board of Governors on progress of planning efforts

Continue to develop and refine goals, objectives, and performance indicators Update Board of Governors on progress of planning efforts

Present preliminary draft of the 5-year strategic plan to Board of Governors, the President, the Administrative Team, and the SCC community Incorporate input from the Board of Governors, the President, the Administrative Team and the SCC community

Submit a revised draft of the strategic plan to the Board of Governors

Seek approval of the 2015-2019 Strategic Plan from the Board of Governors

Overall Strategic Planning, Division/Department, and Budgeting Timeline

July August September October November December January February March April May June

Environmental Scanning and Initial Strategic Plan Development

Plan Development and Revision Based on Broad-based involvement

Finalize 2015-19 Strategic Plan

Development of Division/Depart-ment Plans

Recommended Budget for 2015-16

• The mission document or documents are current and explain the extent of the institution’s emphasis on the various aspects of its mission, such as instruction, scholarship, research, application of research, creative works, clinical service, public service, economic development, and religious or cultural purpose.

• The mission document or documents identify the nature, scope, and intended constituents of the higher education programs and services the institution provides.

• The institution’s mission demonstrates commitment to the public good.

Higher Learning Commission Criteria of Accreditation – 1B (Mission)

https://www.ncahlc.org/Criteria-Eligibility-and-Candidacy/glossary-new-criteria-for-accreditation.html

https://www.ncahlc.org/Criteria-Eligibility-and-Candidacy/glossary-new-criteria-for-accreditation.html

Proposed Mission

Mission

The mission of Southeast Community College (SCC) is to transform its students and the diverse

communities it serves. The College provides accessible, dynamic, and responsive pathways to career

and technical, academic transfer, and continuing education programs. Student success and completion

is maximized through collegiate excellence, exemplary instruction, comprehensive student support

services, enrichment programs, and student-centered processes. SCC is committed to a proactive and

evidence-based approach to continually assessing and responding to student, community, and

employer demand for higher education.

Core Values

Southeast Community College adheres to a set of core values that drive the decisions and actions of the

institution.

1. Excellence – Commitment to the highest level of performance in all facets of the College’s programs and

services and operations through effective investment and support of all assets.

2. Integrity – Continuous pursuit of fulfillment of mission and goals through honest and ethical practices in

all College operations.

3. Innovation – Commitment to inquiry and the respectful challenging of assumptions to promote creativity,

alternative points of view, and opportunities for ongoing discovery.

4. Inclusion – Promotion of opportunities and advancement for a diverse and dynamic student, faculty/staff,

and community population through the creation of a positive, compassionate, and reflective culture.

5. Stewardship and Accountability – Commitment to investment in appropriate resources in fulfillment of

College’s mission and goals and reliance on responsible management of human, physical, and financial

resources.

Enrollment and Growth

Goal 1: Promote access to career and technical, academic transfer, and continuing education programs through

proactive enrollment, student support and program growth based on student and employer demand.

1.1 Promote enrollment growth in academic transfer programs based on course demand.

1.2 Promote enrollment growth in career and technical programs based on student and employer demand.

1.3 Expand program and continuing education opportunities based on community and employer needs.

(i.e., satellite and/or learning center)

1.4 Improve accessibility to programs and services among underserved student populations.

1.5 Enhance transferability of courses to 4-year institutions.

1.6 Strengthen recruiting, admissions, advising, and financial aid processes.

1.7 Enhance and expand image and awareness of the College’s programs and services through innovative,

comprehensive, and dynamic marketing and promotion strategies.

Student Success

Goal 2: Improve student success, completion, retention, and academic excellence through high-quality

educational programs and responsive, innovative student services.

2.1 Promote student success through initiatives designed to increase student engagement in the

learning process.

2.2 Improve student critical thinking skills, ability to apply concepts and ideas, and other student

learning outcomes.

2.3 Improve student success, completion, and retention rates. (ex: academically underprepared,

distance learning, programs, etc.)

2.4 Promote preparedness of graduates for transfer to a 4-year institution and/or the workplace.

2.5 Expand and improve academic and student support services.

2.6 Expand and improve classroom technologies.

Student Enrichment

Goal 3: Promote student lifelong learning and continuous personal growth through comprehensive student

development programming.

3.1 Improve and expand student activities and service learning opportunities to promote personal

enrichment and discovery.

3.2 Expand intercollegiate and intramural athletic programs/activities based on student demand.

3.3 Promote academic excellence of high-achieving students through opportunities for

undergraduate research, additional academic honors, and other initiatives.

3.4 Promote student physical and psychological health through appropriate education,

programs and services.

3.5 Promote cultural understanding and enrichment through global and diversity education

opportunities.

3.6 Improve and expand student organizations.

3.7 Promote and expand awareness and appreciation of the arts through formal and informal programming.

Program Development

Goal 4: Promote the development of career, academic transfer, and continuing education programs to meet

current and future needs.

4.1 Improve market research capacity to identify demand for existing and new career programs.

4.2 Improve and expand academic and career advising resources.

4.3 Ensure alignment of program curriculum with the knowledge, skills, and abilities required for

career success.

4.4 Expand accessibility of programs and services for all 15 counties of the College’s service area based

on student and employer demand.

4.5 Increase the number of students pursuing high-demand careers through The Career Academy,

SENCAP, and other recruitment and academic programming initiatives.

4.6 Improve and expand dynamic and creative training solutions based on employer demand.

4.7 Expand articulation agreements for academic transfer programs.

4.8 Promote partnerships with 4-year institutions to increase access to undergraduate and graduate degrees.

Faculty and Staff Excellence

Goal 5: Promote excellence, innovation, and creativity among faculty/staff to support a positive and

dynamic learning environment.

5.1 Expand and improve human resource programs and services, including hiring, diversity training,

wellness, personnel management and safety training.

5.2 Promote internal and external opportunities for leadership and professional development and

educational advancement to ensure a dynamic work environment.

5.3 Promote opportunities for faculty and staff development through collaborative initiatives such as

networking, research, conferences, and participation in professional societies and associations.

5.4 Promote participation within internal and external committees and organizations to support

continuous learning and skill development.

5.5 Improve communication processes and procedures across departments, divisions, and campuses.

5.6 Promote use and support of technologies.

Partnerships

Goal 6: Develop and maintain community partnerships to promote collaboration and innovation among

educational institutions, industry, community organizations, and governing entities.

6.1 Strengthen partnerships with school districts, both personnel and patrons, in all 15 counties to

promote higher education access and preparedness in relation to career and technical and academic

transfer programs.

6.2 Enhance partnerships to improve transition and academic articulation with 4-year institutions.

6.3 Strengthen partnerships with industry leaders in all economic sectors including (but not limited to)

health sciences, manufacturing, agriculture, business, finance, service, transportation, construction,

and engineering to meet employer needs for a qualified workforce.

6.4 Promote entrepreneurial opportunities for individuals and small businesses with economic

development organizations and civic leaders in the 15-county service area.

6.5 Improve external communication processes and procedures, including primary constituencies such

as community organizations and governing entities.

Educational Environment

Goal 7. Enhance and maintain educational environments that promote learning, engagement,

innovation, creativity, and safety.

7.1 Improve College facilities, learning environments, and landscapes through the development and

implementation of a comprehensive and renewable facilities master plan.

7.2 Improve technology infrastructure to maximize informational assets, and dynamic and

responsive functionality.

7.3 Improve readiness for emergency situations to ensure student and employee safety.


7.5 Develop and maintain a comprehensive predictive maintenance plan for all College locations.

7.6 Improve space utilization through continual analysis and assessment of current and future needs.

7.7 Explore additional student housing opportunities based on a comprehensive feasibility analysis.

Financial Stability Goal 8: Maximize the College’s ability to fulfill its mission and accomplish its strategic goals and objectives while

maintaining financial stability.

8.1 Promote the development of a responsive state funding mechanism that consistently meets the

College’s needs.

8.2 Promote budget and planning policies, procedures, and practices that ensure accountability while

maximizing functionality.

8.3 Promote recurrent review of programs and services for cost effectiveness and viability.

8.4 Promote proactive management of assets.

8.5 Leverage research-based solutions to enrollment management and program expansion to guide the

setting of tuition and tax rates.

8.6 Strengthen capacity to pursue funding from external entities.

8.7 Strengthen capacity of the SCC Education Foundation to provide support for student scholarships

and other College programs and services.

8.8 Strengthen the College’s ability to initiate and complete capital projects.

8.9 Ensure the College maintains a comprehensive and secure technology infrastructure through expandable functionality,

human and physical redundancy, and comprehensive technology planning.

Organizational Environment Goal 9: Maximize operational efficiency by enhancing policies and procedures, staffing, and communication

processes and practices.

9.1 Enhance staffing levels and organizational structure to promote excellence in all College operations.

9.2 Review and enhance all College policies and procedures by developing standardized documentation strategies

such as a comprehensive policy manual, interactive organizational charts, and assignment

of responsibility for reviewing and revising policies and procedures to an existing or new department.

9.3 Enhance employee orientation programming for both full-time and part-time employees.

9.4 Promote an efficient operational pace through effective organizational and academic calendars.

9.5 Enhance positive communication processes and practices.

9.6 Maximize a positive and engaging organizational environment by encouraging input, reflective and

exuberant communication, compassion and respect toward the views and ides of others, excitement

and joy for the mission of the College.

9.7 Promote faculty and staff physical and psychological health through innovative wellness programs,

services, and facilities.

9.8 Promote effective use of valid and reliable of data in decision making, planning, and communication.


SUMMARY:

ADDITIONAL INFORMATION:

southeast community college board of governors …

Documents