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2004-2005 Action Plan
The Strategic Planning Committee has developed a one-year
action plan that integrates the NEASC recommendations with the goals and
objectives of the college’s five-year strategic plan.
The following one-year plan provides college programs and
departments with direction to develop unit-level plans that will help the
college take its first step towards our larger objectives.
Note: To print this document, please
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Year I: Strategic Plan FY05
1.
Developing and Assessing Student Learning Outcomes |
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Objective |
Strategy |
Outcome |
Resources |
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a. |
Strengthen the core curriculum (1.4) |
Appoint
a committee to develop a broad-based participatory process involving
deans, department chairs, faculty and the college-wide community to
redefine CCRI’s graduate student outcomes into its definition of the
"educated person." |
Team’s
report provides foundation for defining and operationalizing the skills
and competencies of the "educated person" and is submitted to VPAA for
review by Academic Advisory Council, Department Chairs, and President’s
Council. |
Academic Affairs and college-wide community
$5,000 |
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b. |
Identify student learning outcomes for academic
programs and courses |
Provide
faculty with support to identify learning outcomes, assessment
strategies, academic standards, and learning resources for integration
into departmental programs and courses. |
Learning
outcomes developed and implemented for programs and courses; identified
departments submit learning outcomes to OHE. |
Academic Affairs &
Lifelong Learning
OHE Funds
$5,000 |
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c. |
Strengthen developmental education (1.1) |
Implement approved Developmental Education Implementation Team (DEIT)
recommendations, invite open participation at monthly DEIT meetings, and
promote communication through development of an interactive DEIT
website. |
DEIT
recommendations implemented with increased awareness, support and
participation. |
Academic and Student Affairs $25,000 |
|
d. |
Align developmental and academic courses (1.2) |
Provide
academic departments with training and technical assistance to establish
developmental pre- and co-requisites for all introductory courses.
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Academic
departments identified pre and co-requisites with an implementation plan
based upon existing and emerging student outcome data. |
Academic Affairs and Registrar $10,000 |
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e. |
Strengthen Student Success course (1.3) |
Implement 15 sections of newly revised 3-credit pilot Student Success
course, review curriculum and submit revisions to Curriculum Committee
for approval. |
Course
approved, number of sections expanded, and impact on achievement,
retention and persistence assessed. |
Academic and Student Affairs $5,000 |
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f. |
Provide leadership in Adult Education (4.1) |
Assume a
leadership role in implementing recommendations of the Governor’s
Literacy Task Force report and design linkages for access to CCRI. |
Linkage
with external and internal literacy ladder designed and role of CCRI
clarified. |
Lifelong Learning
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Year I: Strategic Plan FY 05
2.
Student Persistence and Retention |
|
Objective |
Strategy |
Outcome |
Resources |
|
a. |
Enhance Student Service operations (2.7) |
Review all Student Services policies, procedures and
practices and provide training and updates for all Student Services
staff and College community.
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Implement recommendations of review process and
publish updates on policies, procedures and practices in College
publications. |
Student Affairs |
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b. |
Develop comprehensive assessment, placement and
orientation (2.1) |
Implement comprehensive assessment procedures and establish appropriate
placements for new degree students. Expand orientation program to
involve Academic Affairs. |
Increase
course completion rates, persistence and retention rates, especially for
developmental education students.
|
Student and Academic Affairs
$5,000 |
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c. |
Provide educational, social and career interventions
(2.3) |
Study
students’ goals, educational needs, social development and career
aspirations to develop interventions and produce a guide for student
use. |
Interventions implemented and student guide produced with improvements
in student achievement, retention and persistence. |
Student Affairs
$5,000 |
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d. |
Develop Student Success Centers (2.2) |
Open
Student Success Centers on three campuses, provide academic and student
support services, and develop a comprehensive academic advising model.
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Centers
operational; access, usage, effectiveness and satisfaction with services
assessed; advising model approved. |
Student and Academic Affairs
$25,000 |
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e. |
Expand outcome-oriented, co-curricular learning
opportunities (2.5) |
Strengthen co-curricular activities to complement classroom experience
and contribute to development of the "educated person." |
Produce
end-of-year report documenting linkages between co-curricular and
academic program offerings. |
Student Affairs linking with Academic Affairs |
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f. |
Develop a comprehensive student tracking system (2.6) |
Define
baseline data for multiple student subgroups and develop and implement a
student tracking system. |
Report
providing baseline information disseminated and awareness heightened to
plan interventions to increase student success. |
Student and Academic Affairs with Institutional
Research |
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g. |
Promote new models of instructional delivery (1.7) |
Explore
student learning styles and their related link to new instructional
delivery models; ramp-up pilot initiatives, such as learning
communities, course pairings, developmental education courses, and
encourage development of peer support groups. |
Awareness and accommodation of diverse learning styles increased,
innovative courses and peer support groups expanded. |
Academic and Student Affairs
$10,000 |
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h. |
Intensify articulation (1.9) |
Improve
alignment with secondary schools and post-secondary and transfer
institutions, providing information and support for students making
transitions into and beyond CCRI. |
Expanded
and improved articulation agreements and curricular alignment projects. |
Student and Academic Affairs |
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Year I: Strategic Plan FY 05
3.
Developing a Culture of Evidence |
|
Objective |
Strategy |
Outcome |
Resources |
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a. |
Develop a data system (6.1) |
Identify
critical reporting requirements in concert with
implementation of each Banner module, select a query tool to
interface with Banner for special reporting needs, and establish a group
to develop a long term strategy for data ownership, access and reporting. |
Comprehensive data system is conceptualized with a long term strategy
for data ownership, access, and reporting. Initial reports generated.
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President’s Council with Institutional Research and
Information Technology
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b. |
Develop a system to monitor outcomes (6.3) |
Participate in OHE student learning outcomes initiative and develop
requirements of an outcomes monitoring system. |
Design
elements of an outcomes monitoring system are identified.
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Academic and Student Affairs with Lifelong Learning |
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c. |
Strengthen program review (1.12) |
Revise program review process to incorporate learning
outcomes, reinforce linkages across the curriculum, and increase
responsiveness of follow-up on action items. |
Effective, consistent and responsive program review process across
departments is implemented. |
Academic Affairs |
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d. |
Implement program audits(1.13) |
Support
program review and audit process by providing key data related to
decision-making, including student outcomes, external scans, financial
assessments and external analysis. Share results broadly, align with
NEASC recommendations and increase resource allocation. |
Program
review and audit process is strengthened, more inclusive and responsive
with improved resource planning, allocation, assessment and evaluation. |
Academic and Student Affairs with Lifelong Learning |
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e. |
Improve evaluation systems (6.5) |
Develop
a faculty and staff task force to create consistent standards and
expectations regarding employee involvement with and contribution toward
success of students. |
Task
force recommends a process to reflect student success standards and
expectations within employee evaluation systems.
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Human Resources with Academic and Student Affairs
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Year I: Strategic Plan FY 05
4.
Promoting a Culture of Engagement |
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Objective |
Strategy |
Outcome |
Resources |
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a. |
Sustain the planning process (5.1) |
Appoint
an expanded Mission and Goals Subcommittee to engage the college
community in updating CCRI’s mission and developing the values of the
College. |
Adopted,
produced and published College mission and values statements. |
President’s Office with college-wide community |
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b. |
Articulate and promulgate a progressive mission,
vision and philosophy (3.1) |
Create a
college-wide communications plan that promotes the visibility of CCRI’s
mission and values. |
The
College’s mission and values are widely known and articulated. |
Public Relations and Human Resources
$10,000 |
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c. |
Implement a comprehensive promotional program (5.11) |
With the
adoption of the mission and values, create a promotional and branding
program that clearly identifies CCRI as a pre-eminent community college
in the region. |
Increased awareness of CCRI’s contribution to the economic and
educational value of the region. |
Public Relations
$50,000 |
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d. |
Align operations with outcomes, reallocate funding
with priorities, and increase faculty and staff
(5.2-3, 5) |
Implement strategic planning process that incorporates
divisional/departmental/unit plans and aligns budget processes and
resources. Regularly assess impact. |
Implemented process to link budgeting and planning approved with first
year of planning cycle. |
President’s Office with Fiscal Affairs |
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e. |
Strengthen and systematize governance (5.7) |
Document
existing committee structure, develop categories, purposes, goals and
membership of all committees. Align governance structure with
administrative and campus-based structures. |
Adopted
and implemented a comprehensive college-wide governance structure to
support College goals and promote communication and engagement
throughout all organizational levels. |
President’s Office |
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f. |
Improve communication systems and develop a culture
supporting contributions college-wide(5.8 & 5.10)
|
Improve
communications through dissemination of committee minutes, review and
refocus college publications, redesign Web to improve user-friendliness,
and expand use of other technology-related communication tools. Increase
recognition opportunities and celebratory events. |
Expanded
communication and informational access college-wide with increased
employee knowledge and student satisfaction. |
Public Relations |
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g. |
Develop special projects aligned with priorities;
improve facilities
(5.4, 12) |
Fully
operationalize plans for opening the College’s fourth campus in Newport;
hire faculty/staff, enroll students, purchase and install furnishings
and technology, relocate Newport satellite. |
Newport
campus is operational, students are enrolled, and community is engaged.
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President’s Office |
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Year I: Strategic Plan FY 05
5. Enriching the College Community |
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Objective |
Strategy |
Outcome |
Resources |
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a. |
Design a comprehensive employee orientation (3.3) |
Develop a comprehensive Orientation
Program appropriate to key roles and responsibilities for all new full
and part-time employees. |
Orientation Program developed and
implemented and contributing to new employee engagement, productivity
and satisfaction. |
Human Resources
$10,000 |
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b. |
Develop a Center for Teaching and Learning that
provides professional development programming(3.4,5) |
Conduct a faculty development needs
assessment and link instructional development with student success
factors. |
Professional development needs
assessment and Strategic Plan priorities inform the Teaching and
Learning Center’s programming. |
Academic Affairs |
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c.
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Implement a training and development program to
increase cultural diversity, technology and leadership.(3.2, 3.6-9) |
Assess current and future needs of
employee development college-wide in order to develop a "one-stop" model
program for institutional development. Coordinate with Center for
Teaching and Learning. |
New model to support employee
development created and proposal to implement approved.
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President’s Office |
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