Year Four: 2024-2025
| Principal/Target Audience | Year Four College Success Outcomes |
|---|---|
| President鈥檚 Cabinet | College-wide: 1) Implement the 8-week course strategy in Fall 2024 in 64% of curriculum classes. 2) Partner with Duke and DPS to launch 麻豆影视 Early College of Health Sciences in Fall 2025. 3) Continue and enhance leadership development series for supervisors and departmental leaders. |
| Chief Strategy Officer | Strategy: 1) Share progress on the strategic plan, including website updates, presentations, and external facing resources. 2) Implement data routines at the College, division, and department levels. 3) Develop an approach to assess academic and employment outcomes for continuing education programs. |
| Public Information Officer | Marketing and Communications: 1) Test and assess new marketing campaigns to drive enrollment across programs and campuses. 2) Provide marketing and communications support for enterprise-wide initiatives and priorities. |
| Chief Academics Officer / AVP | Academics: 1) Develop tools and supports for faculty to increase instructional effectiveness. 2) Implement enrollment targets management strategy. 3) Build and enhance university transfer partnerships. |
| Chief Student Services Officer | Student Services: 1) Fully implement the Customer Relationship Management system. 2) Launch an Early Alert System for students in curriculum, continuing education, and basic skills pathways. 3) Implement first phase of Learning Commons approach in campus library locations. 4) Implement second year of DPS Partnership and launch partnership with OCS, CHCCS. |
| Chief Campus Operations Officer | Campus Operations: 1) Complete design development and permitting, launch construction on Main Campus and OCC. 2) Implement critical operational recommendations on cybersecurity. 3) Update the College's Business Continuity Plan. |
| Chief Finance Officer | Finance: 1) Develop sustainable budget model that reduces personnel costs to target share of overall budget. |
| Executive Director - Center for Workforce Engagement | Workforce Engagement: 1) Increase apprenticeships and internships and evaluate college-sponsored apprenticeship approach. 2) I Assess and revise strategy to increase capacity and impact of Career Services. 3) Launch Advanced Manufacturing approach aligned with AdvanceNC consortium. |
| Chief Institutional Advancement Officer | Foundation: 1) Set Year Four funding priorities and focus in support of the Strategic Plan; implement tactics in support of priorities. |
Year Three: 2023-2024
| Principal/Target Audience | Year Three College Success Outcomes |
|---|---|
| President鈥檚 Cabinet / Internal Stakeholders | College-wide: 1) Prepare to launch the 8-week course strategy in Fall 2024. 2) Complete implementation of Customer Relationship Management (CRM) system. 3) Increase college-wide events for faculty, staff, and students. |
| Chief Strategy Officer / Internal Stakeholders | Strategy: 1) Share progress on the strategic plan, including website updates, presentations, and external facing resources for engaging community partners. 2) Implement data routines at the College, division, and department levels. 3) Develop and implement data metrics and processes for assessing continuing education courses and programs. 4) Implement an annual employee survey. |
| Chief Talent & Equity Officer / Internal Stakeholders | Talent and Equity: 1) Enhance Leadership Academy and President鈥檚 Emerging Leaders Institute. 2) Enhance the Organizational Development & Learning department to improve the support and growth of faculty and staff. 3) Enhance talent management through departmental succession planning and talent dashboard. 4) Enhance employee accountability systems (i.e., Mandatory training, Title VI, VI, IX grievance processes, and policy & procedure processes. |
| Public Information Officer / Internal Stakeholders | Marketing and Communications: 1) Improve internal communications processes and ensure broad awareness of major priorities. |
| Chief Student Services Officer / AVP, Internal Stakeholders | Academics: 1) Codify program review process and finish the reinvention process for select programs of study. 2) Increase short-term workforce credentials in key industry sectors. 3) Implement enrollment targets for programs of study as part of the Strategic Enrollment Plan. |
| Chief Student Services Officer / Internal and External Stakeholders | Student Services: 1) Implement Phase One of the partnership with 麻豆影视 Public Schools. 2) Complete planning phase of partnership with Orange County Schools and Chapel Hill / Carrboro Schools. |
| Chief Campus Operations Officer / Internal and External Stakeholders | Campus Operations: 1) Complete architectural and CMAR selection phases of Life Sciences, Health Sciences and OCC addition with attention to College鈥檚 environmental sustainability agenda. 2) Finish installation of planned campus security improvements. 3) Update the College's Business Continuity Plan. 4) Continue cybersecurity education and improvements to strengthen our cybersecurity posture. 5) Complete implementation of new Canvas learning management system. |
| Chief Finance Officer / Internal Stakeholders | Finance: 1) Reduce personnel costs to target share of overall budget, identify cost containment approaches. 2) Implement Self Service Budget Module; increase budgeting, purchasing training. |
| Executive Director - Center for Workforce Engagement / Internal and External Stakeholders | Workforce Engagement: 1) Increase work-based learning, internship/apprenticeship placements in key industry sectors. 2) Increase small business engagement in Orange County with focus on Latinx community. 3) Increase community organizational involvement and industry engagement in select programs. |
| Chief Institutional Advancement Officer / Internal and External Stakeholders | Foundation: 1) Set Year Three funding priorities and focus in support of the Strategic Plan and implement tactics to build capacity in support of those priorities. |
Year Two: 2022-2023
| Principal/Target Audience | Year Two College Success Outcomes |
|---|---|
| Internal Stakeholders | College-wide: 1) Engage department faculty and staff in training to develop Year Two outcomes and post them in the planning system. 2) Employees tie annual performance reviews with objectives aligned closely with the College Success Outcomes tied to the strategic priorities and strategies. |
| President鈥檚 Cabinet / Internal Stakeholders | College-wide: 1) Research, consider, and plan the timeline for implementation of an accelerated course/program completion model. 2) Implement a Customer Relationship Management tool (CRM); consider technology needs for an early alert system. |
| Chief Strategy Officer / Internal Stakeholders | College-wide: 1) Continue to align strategies intentionally with council and committee charges. 2) Implement changes in Board of Trustees committee charges and reporting that provides appropriate oversight for accountability. 3) Monitor implementation of 鈥渋mprovement bets鈥 and College-level outcomes, with executive leadership guiding the work. |
| Chief Strategy Officer / Internal Stakeholders | Strategy: 1) Finalize all metrics, baseline, Year One data, and five-year targets; align organizational structure to support actions and assessment, and share information college-wide. 2) Develop implementation timeline for priorities and associated strategies needing attention in Years Two and Three. |
| Chief Strategy Officer / Internal Stakeholders | Strategy: 1) Share progress on the strategic plan, including website updates, presentations, and external facing resources for engaging community partners. 2) Codify data routines at the College, division, and department levels. 3) Conduct support services assessments in support of strategic goals. |
| Chief Talent & Equity Officer / Internal Stakeholders | Year-One Assessment/Prep Year Two 鈥 Collect data, report out (College and Board of Trustees), make needed adjustments, and prepare for year two implementation. |
| Public Information Officer / Internal Stakeholders Chief Academic Officer / AVP, Internal Stakeholders | Marketing and Communications: 1) Build and launch a targeted marketing plan as part of the Strategic Enrollment Plan. Academics: 1) Reinvent programs of study identified as needing improvement. 2) Increase short-term workforce credentials in key industry sectors. 3) Implement enrollment targets for programs of study as part of the Strategic Enrollment Plan. 4) Engage faculty in data-inspired, equity-focused course-level and program-level improvement strategies. |
| Chief Student Services Officer / Internal Stakeholders | Student Services: 1) Launch new Career and College Promise (CCP) framework with public schools partners. 2) Complete full implementation of the Success Coach model. 3) Develop key student personas as part of the Strategic Enrollment Plan. |
| Chief Campus Operations Officer / Internal Stakeholders | Campus Operations: 1) Implement the new CRM, Element 451. 2) Complete the planning phase and begin construction phase of Life Sciences, Health Sciences and Orange County Campus (OCC) addition, with attention to the College鈥檚 environmental sustainability agenda. 3) Install planned security and cybersecurity improvements. |
| Chief Finance Officer / Internal Stakeholders | Finance: 1) Reduce personnel costs to target share of overall budget, articulate key investment priorities, and identify non-personnel cost containment approaches. 2) Complete the planning phase and begin construction phase of Life Sciences, Health Sciences and OCC addition. |
Year One: 2021-2022
| Timeframe | Principal/Target Audience | Activity |
|---|---|---|
| July 鈥 August 2021 | All College Stakeholders (Internal/External) | Communication Plan 鈥 Develop and employ strategies for sharing the new strategic plan including website updates, presentations, and external facing resources for engaging community partners. |
| July 鈥 September 2021 | Administration (CSO)/Internal Stakeholders | Assessment Plan 鈥 1) Finalize metrics, collect baseline data, identify/develop new data sources, align organizational structure to support actions and assessment, and share information college-wide. 2) Develop implementation timeline (subject to change based on assessment outcomes) for priorities and associated strategies (e.g., year one, year two, etc.). |
| August 鈥 October 2021 | Administration (CSO)/Internal Stakeholders | Organize for Implementation (Part 1) 鈥 1) Review College鈥檚 Infrastructure and align strategies with council and committee charges, prepare planning resources/training, support departmental work with mission revisions and preparing to align with new strategies, and support the Board of Trustees with aligning bylaws, committee charges, and reporting that provides appropriate oversight for accountability. 2) Enter initial 鈥渂ig bets鈥 College-level outcomes into Watermark system, assigning executive leadership to guide the work. |
| September 鈥 December 2021 | Administration/Internal Stakeholders | Organize for Implementation (Part 2) 鈥 1) Communicate organizational changes and begin alignment based on assessment (including discussions with impacted departments). 2) Align employee performance and professional development criteria with core values. |
| January 鈥 March 2022 | Internal Stakeholders | College-wide Implementation 鈥 1) Departments engage in training, develop year-one outcomes, and post them in the planning repository (cloud-based system). 2) Finalize the employee performance/professional development tool and provide training for 2022-23 implementation. |
| March 鈥 June 2022 | Administration (CSO)/Internal Stakeholders | Year-One Assessment/Prep Year Two 鈥 Collect data, report out (College and Board of Trustees), make needed adjustments, and prepare for year two implementation. |
Communications and Planning Support Resources
College-wide townhalls (TBD, each semester), Data Dive workshops (TBA), Pulse Checker (monthly short surveys to request feedback), training/support sessions (in-person, virtual, and recorded with training materials), and website.