strategic plan fiscal year 2018-2020strategic goal v: develop a marketing strategy that supports the...

F:/Strategic Plan/NEW STRATEGIC PLAN/NEW STRATEGIC PLAN-Complete Plan (5-17) :: Last updated October 9, 2017

Strategic Plan Fiscal Year 2018-2020

The purpose of strategic planning is to set overall goals for the college and to develop a plan to achieve them. Documenting achievement through a strategic plan provides evidence of accomplishing our mission.

Planning involves stepping back from your day-to-day operations and asking where our college is headed and what its priorities should be, in context of its mission. Strategic planning affords us an opportunity to shape our preferred future, one designed collectively by us and intentionally focused on supporting our students’ successes.

The collection of goals, objectives, measures contained in this document represent County College of Morris’ strategic plan for 2018-2020. While the core tenets of the plan will not change, it is a dynamic document that will likely have the activities associated with achieving the goals, modified and updated over the next three-years.

= Completed = Good progress; going well = Some progress; some challenges = Significant challenges; little progress

F:/Strategic Plan/NEW STRATEGIC PLAN/2NEW STRATEGIC PLAN-Complete Plan (Revised 5-17) MOST RECENT_20171213.docx :: Last updated December 13, 2017

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Mission Statement:

County College of Morris is committed to excellence in teaching and lifelong learning through the delivery of exceptional programs and services to our students and to the larger community that reflect a dedication to inclusiveness and diversity, educational advancement, cultural enrichment and workforce development. Values Statement: The college’s commitment to serve the residents and businesses of Morris County and the State of New Jersey and to sustain engaged citizenship within a diverse population of students and community members is reflected in six values:

A commitment to people, evidenced by a secure, supportive environment responsive to the needs of students, employees and the community

A commitment to the academic mission of the college, which entails the search for truth and respect for scholarship and learning

A commitment to honesty and integrity in all endeavors

A commitment to the stewardship of the public trust

A commitment to diversity that respects individual differences and upholds the dignity of every person

A commitment to providing access and services to all regardless of financial, academic, educational or physical challenges

CCM Strategic Plan Goals: Strategic Goal I: Improve Student Learning Through High Impact Practices Strategic Goal II: Improve Student Success Through “Excellence in Teaching in All Academic Programs.” Strategic Goal III: Increase Enrollment, Retention, Completion, Transfer and Career Advancement Strategic Goal IV: Strengthen Relationship Between CCM and the Community Strategic Goal V: Develop a Marketing Strategy that Supports the SEM Plan and Emphasizes a High Quality Student Experience Strategic Goal VI: Expand Professional Development and Recognition for Employees Strategic Goal VII: CCM Demonstrates Diversity Through its Employees, Programs and Communication Strategic Goal VIII: Develop an Integrated System of Planning, Allocating Resources and Assessment for Evidence-Based Institutional Effectiveness Strategic Goal IX: Diversify and Increase Sources of Revenue Strategic Goal X: Workforce Development Expansion



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CCM Strategic Plan Objectives: Strategic Goal I: Improve Student Learning Through High Impact Practices

Objective 1 : Require new student transition experiences in the first semester Objective 2 : Increase student/community engagement Objective 3 : Assess student learning in capstone experiences through signature assignments Objective 4: Strengthen and expand honors program Objective 5: Create proactive Tutoring Center

Strategic Goal II: Improve Student Success Through “Excellence in Teaching in All Academic Programs.”

Objective 1: Identify indicators of excellence for each academic program Objective 2: Strengthen students’ intellectual and applied learning Objective 3: Strengthen delivery of courses and academic programs in all formats Objective 4: Implement Virtual Campus Objective 5: Use learning analytics to inform teaching and student learning

Strategic Goal III: Increase Enrollment, Retention, Completion, Transfer and Career Advancement

Objective 1: Strengthen students’ college readiness through developmental education and summer bridge programs Objective 2 Increase credit hours by 3% over the next twelve (12) months Objective 3: Increase retention rate by 3% each year for three (3) years Objective 4: Increase graduation rate by 3% each year for three (3) years Objective 5: Target activities for increasing enrollment and graduation of identified underrepresented student groups

Strategic Goal IV: Strengthen Relationship Between CCM and the Community

Objective 1: Promote greater community support and engagement with CCM Objective 2: Identify opportunities to foster community support through general fundraising and the 50th Anniversary Campaign

Strategic Goal V: Develop a Marketing Strategy that Supports the SEM Plan and Emphasizes a High Quality Student Experience

Objective 1: Increase enrollment, retention and completion



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Strategic Goal VI: Expand Professional Development and Recognition for Employees

Objective 1: Upgrade skills and professional development of staff and administration Objective 2: Strengthen faculty development in both pedagogy and discipline in specific areas Objective 3: Strengthen the focus on employee health and safety

Strategic Goal VII: CCM Demonstrates Diversity Through its Employees, Programs and Communication

Objective 1: Hire diverse group of new faculty, staff and administrators Objective 2: Reduce student population inequities in all programs

Strategic Goal VIII: Develop an Integrated System of Planning, Allocating Resources and Assessment for Evidence-Based Institutional Effectiveness

Objective 1: Establish an Office of Institutional Effectiveness Objective 2: Develop a culture of evidence-based decision making Objective 3: Implement the tools and training needed to fully support use of data analytics across the campus Strategic Goal IX: Diversify and Increase Sources of Revenue

Objective 1: Implement new programs that respond to community and workforce needs Objective 2: Increase facilities usage/rentals Objective 3: Increase grant funding Objective 4: Increase Foundation fundraising Strategic Goal X: Workforce Development Expansion

Objective 1: Establish CCM as one of Morris County’s economic engines Objective 2: Develop programs that establish talent pipeline to attract new businesses Objective 3: Expand training programs to existing businesses



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CCM Goals and Objectives Inter-dependency Table (one depends on success of another)

Original Goal/Objective Dependent Goal/Objective

Strategic Goal I: Improve Student Learning Through High Impact Practices

Objective 1 : Require new student transition experiences in the first semester Goal III, Objectives 1, 5

Objective 2 : Increase student/community engagement Goal IV, Objective 1 :: Goal V, Objective 1

Objective 3 : Assess student learning in capstone experiences through signature assignments Goal VI, Objective 2 :: Goal VIII, Objective 2

Objective 4: Strengthen and expand honors program Goal II, Objectives 1, 2

Objective 5: Create proactive Tutoring Center Goal III, Objectives 2, 3, 4, 5


Objective 1: Identify indicators of excellence for each academic program Goal I, Objective 4 :: Goal III, Objectives 1, 2, 3, 4 :: Goal VI, Objective 2 :: Goal VII, Objective 2 :: Goal IX, Objective 1

Objective 2: Strengthen students’ intellectual and applied learning Goal I, Objective 4 :: Goal V, Objective 2 :: Goal VI, Objective 2 :: Goal VII, Objective 2

Objective 3: Strengthen delivery of courses and academic programs in all formats Goal II, Objective 4 :: Goal III, Objectives 4, 5 :: Goal VI, Objective 2 :: Goal VII, Objectives 2, 3

Objective 4: Implement Virtual Campus Goal II, Objective 3

Objective 5: Use learning analytics to inform teaching and student learning Goal VIII, Objectives 2, 3


Objective 1: Strengthen students’ college readiness through developmental education and summer bridge programs Goal I, Objective 1 :: Goal II, Objective 1

Objective 2 Increase credit hours by 3% over the next twelve (12) months Goal I, Objective 5 :: Goal II, Objective 1 :: Goal IV, Objective 1 :: Goal V, Objective 1 :: Goal VII, Objective 2

Objective 3: Increase retention rate by 3% each year for three (3) years Goal I, Objective 5 :: Goal II, Objective 1 :: Goal IV, Objective 1 :: Goal V, Objective 1 :: Goal VII, Objective 2

Objective 4: Increase graduation rate by 3% each year for three (3) years Goal I, Objective 5 :: Goal II, Objective 1 :: Goal IV, Objective 1 :: Goal V, Objective 1 :: Goal VII, Objective 2

Objective 5: Target activities for increasing enrollment and graduation of identified underrepresented student groups Goal I, Objectives 1, 5 :: Goal 1, Objective 5 :: Goal VII, Objective 2


Objective 1: Promote greater community support and engagement with CCM Goal 1, Objective 2 :: Goal III, Objectives 2, 3, 4 :: Goal IX, Objective 2 :: Goal X, Objectives 1, 2, 3

Objective 2: Identify opportunities to foster community support through general fundraising and the 50th Anniversary Campaign Goal IX, Objective 2



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Objective 1: Increase enrollment, retention and completion Goal I, Objective 2 :: Goal II, Objective 2 :: Goal III, Objectives 2, 3, 4


Objective 1: Upgrade skills and professional development of staff and administration

Objective 2: Strengthen faculty development in both pedagogy and discipline in specific areas Goal I, Objective 3 :: Goal II, Objective 1, 2, 3

Objective 3: Strengthen the focus on employee health and safety


Objective 1: Hire diverse group of new faculty, staff and administrators

Objective 2: Reduce student population inequities in all programs Goal II, Objective 1, 2, 5 :: Goal III, Objectives 2, 3, 4, 5

Strategic Goal VIII: Develop an Integrated System of Planning, Allocating Resources and Assessment for Evidence-Based Institutional Effectiveness

Objective 1: Establish an Office of Institutional Effectiveness

Objective 2: Develop a culture of evidence-based decision making Goal I, Objectives 3 :: Goal II, Objective 5

Objective 3: Implement the tools and training needed to fully support use of data analytics across the campus Goal II, Objective 3, 5

Strategic Goal IX: Diversify and Increase Sources of Revenue

Objective 1: Implement new programs that respond to community and workforce needs Goal II, Objective 1

Objective 2: Increase facilities usage/rentals Goal IV, Objective 1

Objective 3: Increase grant funding

Objective 4: Increase Foundation fundraising Goal IV, Objective 2

Strategic Goal X: Workforce Development Expansion

Objective 1: Establish CCM as one of Morris County’s economic engines Goal IV, Objective 1

Objective 2: Develop programs that establish talent pipeline to attract new businesses Goal IV, Objective 1

Objective 3: Expand training programs to existing businesses Goal IV, Objective 1



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CCM Strategic Plan Achievement Measures (A Culture of Evidence): Strategic Goal I: Lead: Dr. Dwight Smith Improve Student Learning Through High Impact Practices

Goal met as evidenced by:

Minimum 80% students assessed as proficient in service learning outcomes and capstone courses’ assignment/project

Minimum 60% course success and 80% satisfaction rates of students receiving tutoring

Strategic Goal II: Lead: Dr. Dwight Smith Improve Student Success Through “Excellence in Teaching in All Academic Programs”

Goal met as evidenced by:

Minimum 80% students assessed as proficient in every learning outcomes

100% of online courses use “Quality Matters” standards

Strategic Goal III: Co-Leads: Dr. Bette Simmons Dr. Dwight Smith

Improve Enrollment, Retention, Completion, Transfer and Career Advancement Goal met as evidenced by:

Annually increase fall to fall retention rates by 3%, to a minimum 80%

Annually increase three-year graduation rates by 10%, to a minimum 47%

Strategic Goal IV: Lead: Dr. Tony Iacono Strengthen Relationship Between CCM and the Community Goal met as evidenced by:

Minimum $2.5 million committed during 50th Anniversary capital campaign

Strategic Goal V: (integrates measures for Strategic Goal III) Lead: Dr. Bette Simmons Develop a Marketing Strategy that Supports the SEM Plan and Emphasizes a High Quality Student Experience Goal met as evidenced by:

Specific and consistent marketing initiatives targeted towards defined enrollment categories

Complete implementation of Customer Relations Management System



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Strategic Goal VI: Co-Leads: Thomas Burk Dr. Dwight Smith Expand Professional Development and Recognition for Employees Goal met as evidenced by:

100% of employees receiving compliance training

Increase faculty engagement with CTL to 50%

Achieve 90% faculty satisfaction with CTL services and professional learning activities

Strategic Goal VII: Co-Leads: Thomas Burk Dr. Dwight Smith CCM Demonstrates Diversity Through its Employees, Programs and Communication Goal met as evidenced by:

CCM’s employee’s and Perkins programs’ gender and race/ethnicity diversity matches Morris County proportions

The number of female students in STEM programs increases by 3%

The retention of female students in STEM programs increases by 3%

Strategic Goal VIII: Lead: Rob Stirton Develop and Integrated System of Planning, Allocating Resources and Assessment for Evidenced-Based Institutional Effectiveness Goal met as evidenced by:

Minimum 50 employees have access to business intelligence analytic software

Increase by 10% the data quality of federal and state compliance reported measures

100% of gainful employment programs are reported and disclosed in compliance with federal regulations



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Strategic Goal IX: Co-Leads: Karen VanDerhoof Dr. Bette Simmons Diversify and Increase Sources of Revenue Goal met as evidenced by:

Annual increase of 5% rental income, annual minimum $200,000

Annual increase of 25% grant revenue, annual minimum of $1.2 million

Minimum $1.0 million dollars annual giving to foundation

Strategic Goal X: Lead: Patrick Enright Workforce Development Expansion Goal met as evidenced by:

A minimum of 450 businesses, an increase of greater than 5%, access professional development training through Continuing Professional Education classes

A minimum of 5,000 continuing professional education, non-credit program registrations annually, with a 10% increase in each subsequent year

A minimum of 100 individuals trained annually in Google – Classroom Level 1, MS Office Specialist, CompTia A+, and CCNA certifications, with a 70% pass rate on related certification

exam



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CCM Strategic Goals aligned to Middle States Standards:


o Mission Statement Alignment: Excellence in teaching, delivery of exceptional

programs to our students

o Middle States Standard(s): III-Student Learning Experience, V-Educational

Effectiveness

Strategic Goal II: Improve Student Success Through “Excellence in Teaching in All Academic

Programs.”

o Mission Statement Alignment: Excellence in teaching and lifelong learning, delivery of

exceptional programs to our students

o Middle States Standard(s): III-Student Learning Experience, V-Educational

Effectiveness

Strategic Goal III: Increase Enrollment, Retention, Completion, Transfer and Career

Advancement

o Mission Statement Alignment: Excellence in teaching, delivery of exceptional services

to our students

o Middle States Standard(s): IV-Support of Student Experience, Federal Compliance


o Mission Statement Alignment: Delivery of exceptional programs and service to the

larger community

o Middle States Standard(s): I-Mission and Goals

Strategic Goal V: Develop a Marketing Strategy that Supports the SEM Plan and Emphasizes

a High Quality Student Experience

o Mission Statement Alignment: Delivery of exceptional programs and services,

Dedication to inclusiveness and diversity

o Middle States Standard(s): IV-Support of Student Experience, Federal Compliance


o Mission Statement Alignment: Dedication to cultural enrichment, educational

advancement, Delivery of exceptional programs and services to workforce

development

o Middle States Standard(s): VII: Governance, Leadership, and Administration

Strategic Goal VII: CCM Demonstrates Diversity Through its Employees, Programs and

Communication

o Mission Statement Alignment: Dedication to inclusiveness and diversity

o Middle States Standard(s): I: Mission and Goals

Strategic Goal VIII: Develop an Integrated System of Planning, Allocating Resources and

Assessment for Evidence-Based Institutional Effectiveness

o Mission Statement Alignment: Delivery of exceptional programs and services to our

students

o Middle States Standard(s): VI: Planning, Resources, and Institutional Improvement

Strategic Goal IX: Diversify and Increase Sources of Revenue

o Mission Statement Alignment: Delivery of exceptional programs and services to the

larger community

o Middle States Standard(s): II: Ethics and Integrity

Strategic Goal X: Workforce Development Expansion

o Mission Statement Alignment: Delivery of exceptional programs and services to

workforce development

o Middle States Standard(s): I: Mission and Goals

F:/Strategic Plan/NEW STRATEGIC PLAN/NEW STRATEGIC PLAN-Complete Plan (5-17) :: Last updated October 9, 2017

County College of Morris “New” Strategic Plan for Fiscal Years 2018-2020


Strategic Goal I: Improve Student Learning Through High Impact Practices Strategic Objective 1 : Require new student transition experiences in the first semester

Activities

Baseline Measures (measure of assessment and criteria for Success)

Benchmark (Summary of data collected) When Who is Accountable

Resources Needed

Use of Results/Notes Should include data

Color Code

New students enrolled in:

Gateway Course in major

Identified English Course

Identified Mathematics Course

Student Success learning experience in major or Student Success Course

Fall 2016 Student Enrollment Course success rates Syllabi

50% of new students enrolled in each of these courses 75% of new students enrolled in each of these courses 100% of new students enrolled in each of these courses Introductory and English course success rates are > 70% Math course success rates are > 60%

Fall 2017 Fall 2018 Fall 2019

Deans Faculty

Intentional student learning integrated into gateway courses

Gateway course syllabi

Intentional Student Learning activity included in each gateway course

Fall 2018 Deans, Department Chairs

Professional Development

Adjust new student orientation program to include greater focus on resources and institutional support available to ensure student success and completion.

Currently 68% of new students participate in F.Y.I. Program

Increased participation Analysis of student success against F.Y.I. participation

Increased participation in either face-to-face or online new student orientation with coverage of general education and program learning outcomes

Fall 2018 Director of Campus Life

Coordinated F.Y.I. curriculum



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Strategic Goal I: Improve Student Learning Through High Impact Practices Strategic Objective 2 : Increase student/community engagement

Activities

Baseline Measures ( Benchmark When Who is Accountable

Resources Needed


Color Code

Increase internship/coop opportunities for students Explore experiential education options, e.g. for credit/not for credit, paid/unpaid, variable credit/hours, documentation

Fall 2017 Number of internships Student enrollment in coop courses Employer satisfaction with interns

100 students in internships/coops Each coop course runs 100% employer satisfaction with intern

Fall 2018 VPAA, deans

Professional development

Internship coordinators

Increase service learning in existing courses

Fall 2017 Course syllabi Enrollment in service learning courses Service learning assessment

Service learning activities integrated into key general education and major courses 20 service learning courses offered with enrollment > 50% 80% of course enrolled students assessed as proficient in service learning outcome

Fall 2018 VPAA, Deans, department chairs


Service learning coordinators

Increase global education in existing courses or study-abroad

Course syllabi Global education learning assessment Study- abroad participants

Global education integrated into key general education and major courses 80% of course enrolled students assessed as proficient in global learning outcome 30 students placed into study-abroad experiences

Fall 2019 VPAA Professional development Global education coordinator

Financial aid/scholarships for study abroad



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Activities

Baseline Measures ( Benchmark When Who is Accountable

Resources Needed


Color Code

Increase students involved in student organizations related to their major Increase number of community activities of major student organizations

Fall 2017 Number of student organizations Number of student members Number of community events

Each major is aligned with a student organization(s) A minimum of 10 students are members of the student organization One community event for each student organization is scheduled each semester

Fall 2018 Deans, department chairs

Student organization funds



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Strategic Objective 3 : Assess student learning in capstone experiences through signature assignments

Activities

Baseline Measures Benchmark When Who is Accountable

Resources Needed


Color Code

Require students to engage in big question appropriate for discipline

Course syllabi Big Question Student learning assessment

Each capstone course includes a big question student assignment 80% of capstone course enrolled students are assessed proficient in addressing the big question

Fall 2018 Deans, department chairs


Increase student engagement in collaborative projects

Course syllabi Collaborative student learning assessment

Collaborative projects are integrated into select general education and major courses 80% of collaborative project enrolled students are assessed proficient in collaborative learning

Fall 2018 VPAA, deans, department chairs


Increase student engagement in research

Number of students completing research projects Research learning assessment

25 students engaged in research projects 100% of research projects assessed as proficient

Fall 2018 Research, travel funds



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Strategic Objective 4: Strengthen and expand honors program

Activities


Resources Needed


Color Code

Honors Program initiated Honors selection criteria Honors learning assessment Retention and graduation rates of Honors Students

25 students selected for honors program 100% of honors students assessed as proficient in the honors project/assignment Honors students exceed overall CCM student retention and graduation rates 100% of Honors Courses include a High Impact Practice Capstone honors course created

Fall 2018 VPAA, Dean of Liberal Arts, Honor Program Project Coordinator

Honor Student Scholarships




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Strategic Objective 5: Create proactive Tutoring Center

Activities


Resources Needed


Color Code

Integrate tutors into courses with low success rates through supplemental instruction and other approaches

Courses with success rates < 60%

Course student success rates

Student success rates in courses > 60% Fall 2018 Dean EOS, Coordinator Tutoring Center

Tutor funds

Increase disciplines covered by tutors

Number of disciplines covered by tutors

All general education disciplines and career programs provide tutors

Fall 2018 Dean EOS, Coordinator Tutoring Center

Tutor funds

Implement online tutoring Number of online tutoring sessions Number of disciplines covered by online tutoring Student satisfaction with online tutoring

80% satisfaction with tutoring services Fall 2017 Dean EOS, Coordinator Tutoring Center

Tutor funding



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Strategic Objective 1: Identify indicators of excellence for each academic program

Activities


Resources Needed


Color Code

Identify indicators of excellence for each academic program to be used in program review.

Program Benchmarks

National, state or discipline comparative data Fall 2018 Deans VPAA



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Objective 2: Strengthen students’ intellectual and applied learning

Activities


Resources Needed


Color Code

Integrate writing, information literacy and ethical reasoning and action throughout the curriculum

Fall 2017 Curriculum Maps Assessment Results

100% curriculum maps completed 80% proficiency in each domain

Fall 2019 Deans Department Chairs

Integrated learning included in capstone courses

Fall 2018 Integrated Learning Assignments

Integrated learning assignment included in each capstone course

Fall 2019 Deans Department Chairs

Assess the effectiveness of the pilot active learning space on learning outcomes

Success rates Quality of student learning

Success rates > 60% Assessment results indicate 80% of student proficient in learning outcomes

Spring 2018 Faculty who taught in space Deans Department Chairs

Determine if use of space supported increase in students learning and success



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Determine need for additional active learning spaces

Faculty satisfaction Environmental Scan of Colleges and Universities

Faculty satisfaction with learning spaces Best practices at other colleges and universities

Spring 2018 Convert existing

classroom by installing the

furnishings and technology

needed

Expand makerspaces Fall 2017 Investigate installations at other institutions and expand existing rooms as makerspaces

Fall 2018 Furnishings and needed

technology



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Strategic Objective 3: Strengthen delivery of courses and academic programs in all formats

Activities


Resources Needed


Color Code

Implement online/hybrid course standards

Fall 2018 syllabi Online course standards aligned with Quality Matters

100% of online courses adhere to the standards Fall 2018 VPAA Deans Department Chairs

Include Bb training as part of freshmen orientation. Provide opportunities for Bb training for all newly admitted students.

Initial Bb training is provided in the CSS course. CSS is required only for select groups of students.

All students (via survey) will report participation and satisfaction with Bb training

Self-paced Bb training modules will be developed for student use. In person small group training sessions will be available for day/evening/weekend students

Fall 2019

Establish guidelines for use of Bb in all courses.

Currently no standards exist for use of Bb

Review of faculty Bb site and resources during classroom observation

Faculty teaching face-to-face courses should be supported in use LMS for:

1. Posting of Course syllabus

2. Posting of gradebook

3. Class announcements



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Maximize use of Bb as a vehicle for gathering, trending and analyzing data to support student learning, student retention and course design

Fall 2018 Student engagement in course Student assessment performance

Fall 2019

Determine use of augmented reality for Virtual Hospital

Environmental scan

Research installations at other institutions and determine how room should be equipped and used

Spring 2018

Determine disciplines to use virtual reality (History, Languages, Sociology, Engineering, Art and Design)

Environmental scan

Research installations at other institutions and determine how room should be equipped and used

Fall 2018

Create a pilot virtual reality installation and access impact on student learning

Environmental scan

Faculty satisfaction with space 80% of students proficient in course learning outcomes

Spring 2019 Dedicated space, furnishings and needed technology



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Strategic Objective 4: Implement Virtual Campus

Activities


Resources Needed


Color Code

Create Virtual Campus framework and presence for CCM website

Other institutions’ Virtual Campuses Spring 2018 Dean of Virtual Campus

Implement Virtual Campus Fall 2017 Enrollment # of courses Success rates = to courses in other formats

Increase enrollment, # of courses, success rates All support services connected to Virtual Campus

Fall 2018 Dean, Virtual Campus



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Strategic Objective 5: Use learning analytics to inform teaching and student learning

Activities


Resources Needed


Color Code

Use learning analytics to improve teaching and learning in gateway courses

Fall 2016 Success Rates

Course success rates

Student learning data are analyzed for select courses Baseline data developed

Fall 2017 VPAA Deans




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Strategic Objective 1: Strengthen students’ college readiness through developmental education and summer bridge programs

Activities


Resources Needed


Color Code

Develop Summer Bridge Program Passing rates Assessment of Knowledge of CCM and Program Satisfaction

Student Enrollment

100 new students who need developmental education and accepted by June enroll in Summer Bridge Program

Summer 2018 VPAA, Director EOS Dean of SDEM

Faculty, financial aid for students

Replicate College Readiness Now initiatives to reduce number and percentage of new students needing developmental education.

73% of fall new students needing at least one (1) developmental education course

Decrease percentage of new students needing remediation by 25%

Fall 2019 only 1000 new students requiring developmental education reduced by 25%

Fall 2019 Vice President of SDEM

Partnership with math and English college and high school faculty

Develop transition to college program for students with disabilities to include student-centered planning, enhanced academic and peer mentoring support, skills development and career planning.

Current number of students with developmental disabilities and their graduation rates.

Improvement in success rate of students with developmental disabilities.

Fall 2018 Director of Accessibility Services

Student support specialists



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Strategic Objective 2 Increase credit hours by 3% over the next twelve (12) months

Activities


Resources Needed


Color Code

Implement relevant initiatives within SEM Plan targeted at increasing enrollment.

Current annual credit hours are approximately 178,000

Increase credit hours by 3% annually

Current credit hours are 178,000. Work to achieve 196,000 within three years (600 more FTEs)

2017 – 2020 Vice President of SDEM

Flexible schedule; increased scholarships

Encourage students to take between 15 and 16 credits.

Current avg credit load is 11 credits

Increase in average credit load each fall

Current average credit load for fall and spring semesters is 11 credits. As of fall 2017, work to achieve average of 14 credits.

Fall 2018 Coordinator of Academic Advisement

Advising staff and faculty

Develop initiatives that increase enrollment of underrepresented students

Current enrollment is 23% of total

Increase by 2% each year

Fall 2018 enrollment 25% Fall 2018 Director of Admissions

Community connections



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Strategic Objective 3: Increase retention rate by 3% each year for three (3) years

Activities


Resources Needed


Color Code

Implement relevant initiatives within SEM Plan targeted at increasing retention, completion, transfer and career placement.

Current fall to fall retention rate is 73.4%

Increase retention rate to 80% within 3 years.

Increasing retention by 3 percentage points each year.

2017 – 2020 Vice President of SDEM

Develop targeted support services for underrepresented students.

Enrollment and retention of this population

Fall 2018 enrollment increased retention. Fall 2018 Vice President of Student Development & Enrollment Management Coordinator of Transfer Services


Grants

Offer full-tuition incentive/persistence/completion scholarships for new incoming students that continue as long as students persist with enrollment

Currently no full-tuition new student incentive/persist scholarships offered

Offer 8 new student full tuition-free scholarships for each of next 3 years

Offer 8 new student full-tuition scholarships beginning fall 2017

Fall 2018 Executive Director of Advancement & Planning

Specific scholarship dollars

Offer tuition payment plan Currently no payment plan exists 8% of students withdrawing due to financial hardships

Reduce #/% of students withdrawing due to financial hardships

Decrease in students withdrawing due to financial hardship by 2% points each year

Fall 2018 Vice President of Business & Finance

Reasonable payment plan service



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Strategic Goal III: Increase Enrollment, Retention, Completion, Transfer and Career Advancement Strategic Objective 4: Increase graduation rate by 3% each year for three (3) years.

Activities


Resources Needed


Color Code

Establish academic planning models to guide students through program completion.

Current graduation rate is 27%

Analyze graduation rate yearly for targeted increase.

Increase graduation rate by 10% annually Spring 2018 Vice President of SDEM

Academic advisors

Reconnect with students who have earned 48+ credits and have not re-enrolled

1800 students with 48+ credits and no enrollment within past 2 years

Increase re-enrollment by 4% each year

Increase re-enrollment for Fall 2017 4% 2017 – 2020 Coordinator of Academic Advisement

Academic support staff

Robust course

schedule

Establish plan to communicate with students who have transferred without degrees about reverse transfer options.

Current graduation rate is 27%

Increase in annual graduation rate

Increase graduation rate by 10% annually Spring 2018 Coordinator of Transfer Services



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Strategic Goal III: Increase Enrollment, Retention, Completion, Transfer and Career Advancement Strategic Objective 5: Target activities for increasing enrollment and graduation of identified underrepresented student groups

Activities


Resources Needed


Color Code

Connect with continuing education area to identify places to recruit adult students

Current enrollment is 22% of total

Increase by 2% each year

Fall 2018 enrollment 24% Fall 2018 Director of Admissions

CBT connections

Design connection between credit and non-credit course schedules for adult student academic pursuit

Increased transition from CE to UG courses

Increase in adult student enrollment as well as greater CE courses associated with UG academic programs.

Fall 2018 Vice President of Academic Affairs

Program affiliations; faculty

Develop specific support services for adult student population, Challenger students, specific students of color

Increase in enrollment and retention

Current enrollment is 22% Spring 2018 Vice President of Student Development & Enrollment Management


Investigate possibility of increased enrollment of students who did not attend college directly out of high school

Increase in enrollment and retention

Fall 2018 Vice President of Student Development & Enrollment Management

Targeted admissions activities



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Strategic Objective 1: Promote greater community support and engagement with CCM

Activities


Resources Needed


Color Code

Increase participation in Advisory Committees

Fall 2017 Attendance 90% attendance 2017-2018 VPAA Deans

Establish stronger connections with organizations, agencies, and educational institutions in Dover to assist with increased recruitment and enrollment of Hispanic students.

Current enrollment of Hispanic student is 21%

Annual increase of Hispanic students

25% in order for CCM to become a Hispanic-serving institution

Fall 2018 VP SDEM VP AA

Community connections

Dedicated resources

with bilingual

component

Strengthen relationships with local school districts to improve recruitment and enrollment rates

Current high school yield is 17.5%

Annual increases of high school graduates

Increase high school enrollment rates by 3% each year.

Fall 2017 Vice President of Student Development & Enrollment Management

Support of County

Superintendent



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Strategic Goal IV: Strengthen Relationship Between CCM and the Community Strategic Objective 2: Identify opportunities to foster community support through general fundraising and the 50th Anniversary Campaign

Activities


Resources Needed


Color Code

50th Anniversary Campaign

$2.5 million to $3.9 million as identified in the 2016 feasibility study.

Meeting campaign targets when campaign goal is announced in 2018

Campaign totals as set by the feasibility study and approved by the CCM Foundation Board of Directors.

2016-2018 President, CCM Foundation

Prepare for possible 50th

Anniversary Campaign.

Timeline developed for 50th

Anniversary campaign (6/15)

Exploratory Committee formed

(10/15)

Case Statement completed

(10/15)

Outreach to three (3) campaign

counsels for bids for Feasibility

Study (10/15)

Feasibility Study interviews

being conducted with

conclusion date of May/June

2016. Final report on study

conclusions and go/no go

decision on capital campaign

due July 2016.



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Full campaign approved by Foundation Board of Directors (September 2016). January 2017: Campaign Counsel chosen and “quiet phase” initiated. To date: Approx. $230,000 in pledge/gifts.



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Strategic Objective 1: Increase enrollment, retention and completion

Activities


Resources Needed


Color Code

Develop a Marketing Plan in conjunction with the CCM Marketing Committee (SEM Committee) and an agency- of- record that reflects best practices, comprehensive market research, and realistic, yet forward-thinking practices.

Annual updates based on analytics

To support Admissions goals of increasing percentage of growing and untapped populations by 25% over next three years; to increase enrollment of Challenger students by 10% annually; to increase number of applicants from targeted high schools by 4% over the next three years; to increase number of applicants from top feeder high schools by at least 10% over next three years

FY 2017-18 Ex. Director, Advancement and Planning, Director of Communications and College Relations, Vice President of Student Development and Enrollment Management

$$ for Annual Retainer for Agency of Record needs to be added to the Marketing Budget

Establish a Marketing Committee to work in conjunction with marketing firm to provide ongoing guidance and input on development of the marketing plan and marketing proposals as they may arise.

To support Admissions goals of increasing percentage of growing and untapped populations by 25% over next three years; to increase enrollment of Challenger students by 10% annually; to increase number of applicants from targeted high schools by 4% over the next three years; to increase number of applicants from top feeder high schools by at least 10% over next three years

Fall 2017 Ex. Director, Advancement and Planning, Director of Communications and College Relations, VP Student Development and Enrollment Management

NA Marketing Committee has been established as part of the SEM Plan.



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Create targeted initiatives within marketing plan for juniors, rising seniors, and homeschool students.


To support Admissions goal of a 10% increase in applicants from 2,200 to 2,400 over next three years

Fall 2017 Director of Communications and College Relations/Vice President of Student Development and Enrollment Management

Include separate component of Marketing Plan to focus on recruitment of out-of-county target markets.


To support Admissions goal to increase enrollment of target population within the next 3 years from 21% to 26%

June 2018 Director of Communications and College Relations/Vice President of Student Development and Enrollment Management

Increase enrollment among targeted populations (Hispanic, Asian-American, etc.)


To support Admissions goal to increase enrollment of target populations within the next 3 years

June 2018 Director of Communications and College Relations/Vice President of Student Development and Enrollment Management



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Strategic Objective 1: Upgrade skills and professional development of staff and administration

Activities


Resources Needed


Color Code

Create within HR the role of Professional Development oversight for all employees

Number of sessions offered Number of employees attended

Assign responsibility to Associate Director, HR Spring 2017 Associate Director, HR Vice President, HR

Budget for Training curriculum

Role established May 2017 Job description updated May 2017

Create a curriculum of available and recommended training options ranging from basic skills to executive development

Training needs identified Number of employees enrolled

Curriculum developed and published on Website

Fall 2017 Associate Director, HR Vice President, HR

Ensure timely delivery of required Compliance training

Compliance training, both on-line and in person, delivered as required

Fall 2017 and ongoing

Compliance Officer

Vice President, HR

Budget for

required

training

programs

Design college-wide recognition events to celebrate employee development

Annual service recognition dinner Recognition awards at Employee Picnic Adjunct recognition

Fall 2017 and ongoing

Associate Director, HR Vice President, HR

Budget for recognition awards



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Attract and retain highly qualified employees

Monitor applicants – 3 positions quarterly to review qualifications and quantity of applicants

Ongoing Vice President, HR

Succession planning

Provide annual succession plan for key (Cabinet) positions

Annually in October Vice President, HR

Market survey of salary structure Conduct Market Survey of positions and salary structure

FY’18 Vice President, HR

Budget for consultant

Cabinet position salary adjustments made 7/17



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Strategic Objective 2: Strengthen faculty development in both pedagogy and discipline in specific areas

Activities


Resources Needed


Color Code

Hire Director(s) of CTL and implement CTL activities

Fall 2017 Participation in learning Faculty satisfaction

50% faculty engaged in CTL 90% Faculty satisfaction with CTL activities

Spring 2018 VPAA Director of CTL

Train faculty in the use of Learning analytics and tools

# of faculty attending Faculty satisfaction with professional learning

Professional development sessions offered CTL Analytics fellows named 90% faculty satisfaction with professional learning activities

Summer 2018 VPAA Selection of tools

Professional

development



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Strategic Objective 3: Strengthen the focus on employee health and safety

Activities


Resources Needed


Color Code

Create position of Compliance Officer, responsible for Environmental Health and Safety, Worker’s Comp, and employee compliance requirements

Responsibilities folded under HR Spring 2017 Compliance Officer Vice President, HR

Position created May 27, 2017. All functions moved to HR

Conduct required safety trainings and safety audits for staff and faculty

Fall 2017 Compliance Officer Vice President, HR

Establish tracking system for all employee training

Compliance Officer Tracking System



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Strategic Objective 1: Hire diverse group of new faculty, staff and administrators

Activities


Resources Needed


Color Code

Hire diverse group of faculty Fall 2016 Gender, race/ethnicity diversity

Race/ethnicity in County Gender balance

Fall 2017 VPAA

Monitor diversity profile of all employee groups

Annual report Diversity profile of faculty and staff approximates diversity profile

Hiring managers Vice President, HR



39

Strategic Goal VII: CCM Demonstrates Diversity Through its Employees, Programs and Communication Strategic Objective 2: Reduce student population inequities in all programs

Activities


Resources Needed


Color Code

Allocate Perkins funds to meet targets that reduce inequities

Fall 2016 Perkins Data

Perkins Program Target # unmet targets

Perkins program race/ethnicity, gender in programs Increase in underrepresented students and success rates

Fall 2017 Deans Director of Institutional Grants

Perkins funds

Continue Women in STEM initiatives

Fall 2016 Gender distribution in STEM programs

Improved numbers and proportion of females in STEM programs

Fall 2018 Deans HNS Professional Studies Applied Sciences

Grants

.



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Strategic Goal VIII: Develop an Integrated System of Planning, Allocating Resources and Assessment for Evidence-Based Institutional Effectiveness (**)

Strategic Objective 1: Establish an Office of Institutional Effectiveness

Activities

Baseline Measures Benchmark When Who is Accountable Resources Needed


Color Code

Develop and implement a three-year integrated technology, information systems, and reporting/analytics plan that integrates into this strategic plan

September to December 2017

- annual reduction of 10% in the # of purchase requisitions for employee laptops, monitors, peripherals, submitted as a % of total # of employees - annual reduction of 5% in the $ spent on print paper as a % of total # of employees - $ spent on toner as a % of total # of employees - 100% of classrooms have documented minimum standards for hardware, software and A/V - 100% of laboratories have documented minimum standards for hardware, software and A/V - 100% of employees’ computers have documented minimum standards - Computer replacement timeline cycle is documented and implemented

December 2018 Rob Stirton Dependent activities: TBD

1) Open-sessions led by IT 2)

Strategic Objective = Increase college’s adoption of technology standards KPI = Technology standards deployed

Transform strategic planning system from document-based to cascading system of dependent departmental, or individual, activities

None - # of departments with clearly identified goals and objectives as a % of total # of college departments - # of metrics as a % of total quantifiable KPIs exceeds a 3 to 1 ratio - # of metrics below targets is reduced by 5% annually

September 2019 Rob Stirton Dependent activities: All Goals I-VIII All Objectives

Strategic Objective: Increase employee’s understanding of their role in achieving strategic goals KPI = Documented metric-based goals and objectives



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Increase IS and IE division’s capacity to develop and use appropriate business-related project management tools to document and implement new projects (project plans, cross-functional teams, documentation of process, results, improvements, etc.)

None - # of formal (chartered) committees/councils comprised of cross-functional, by division or department, employees as a % of total committees - % of total employees participating on a committee/council - # of unduplicated employees serving on committees/councils as a % of total employees - # of processes mapped - # of project plans adopted by cabinet-level leaders - % of total projects meeting target launch date

March 2018 Rob Stirton Dependent activities: Goal VIII Objective 3 activity #1, Goal IV Objective 1 activity #1, Goal IV objective 2 activity #1 Goal V objective 1 activities 1,2

Provide Microsoft Outlook, security, and other training to campus staff to improve operational efficiencies across and within divisions and reduce systems security risks

No training provided to date

- # of employees completing training as a % of total

number of employees

- 50% reduction in the number of security risks

initiated by employees

December 2018 Rob Stirton Dependent activities: Goal VI Objective 1 activities 1-3

Identify national benchmark services and surveys to administer that yield actionable data for use in Goal V

No routine schedule established

- # of measures available with national benchmarks - % of total programs offered at CCM as of September 2017 against which national benchmarks are measurable - # of measures used in Goal 5 activities (measured in May 2019)

July 2018 Rob Stirton Dependent activities: None

Clearly documented minimum standards for software, hardware, peripherals (including networked printers), services, processes, reporting, analytics and training for use by students, faculty, classrooms, labs and staff.

No standards exist

- Standards documented for computers, peripherals, labs - Standards used in purchasing new technology

May 2018 Rob Stirton Dependent activities: Goal VI Objective 1, activities 1-3



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Strategic Goal VIII: Develop an Integrated System of Planning, Allocating Resources and Assessment for Evidence-Based Institutional Effectiveness Strategic Objective 2: Develop a culture of evidence-based decision making At CCM, a Culture of Evidence is defined as “college employees’ routinely demonstrating the use of data in making operational and strategic decisions and documenting the improvements of those decisions.”

Activities


Resources Needed


Color Code

Design and implement a data structure that supports measures and metrics used for IPEDS, State of NJ, benchmark projects and identified in this strategic plan Increase the number of interactive reports, dashboards, measures and metrics used by college employees

September 2018 - # of employees accessing business intelligence tools daily & weekly as a % of total # of employee computers

- # of employees trained to use business intelligence analytical software as a % of total employees

- # of paper reports printable by end user as a % of total # of employees

- # of interactive reports available as a % of total # of employees

- # of dashboards available as a % of total # of employees

- # of data points available in a data warehouse as a % of total # of employees

- # of weekly data exceptions as a % of total number of data points

Fall 2019 Rob Stirton Dependent activities: Goal VIII Objective 3 Activity #1

Strategic Objective = Increase college’s capacity to conduct business intelligence analytics KPI = Business intelligence analytics

Establish a complete system for managing the data for gainful employment reporting and disclosure

- # of gainful employment programs identified - # of gainful employment program reported - # of gainful employment programs meeting

minimum thresholds - # of gainful employment programs meeting

minimum thresholds as a % of all program offered - % of employed graduates in a related field - % of increase in Perkins 4P1 - % of pass rates in licensure exams 2P1

Rob Stirton Dependent activities: Goal VIII Objective 2 Activity #1

Strategic Objective: Ensure 100% of gainful employment programs meet minimum thresholds of compliance regulations KPI = Gainful employment success



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Increase the number of data sources available for use in creating a culture of evidence

September 2017 - # of respondents from nationally-benchmarked surveys administered biennially - % of respondents as % of total # of students - # of externally benchmarked data points as a % of total data warehouse data points - # of connected data marts as a % of total data warehouse data points

# of surveys administered that are nationally benchmarked # of metrics provided by nationally benchmarked sources

July 2018 Rob Stirton Dependent activities: Goal VIII Objective 2 Activity #1

Document the components and process CCM uses to define evidenced-based decision making and distribute it across divisions and departments. This will include asking good questions, conducting analysis, gathering data and information, and incorporating expertise, knowledge and experiences before decisions are made.

September 2017 - A reference guide is available to all employees on CCM’s approach to evidence-based decision-making.

February 2018

Rob Stirton Dependent activities: Goal II Objective I Activity #1, Goal II Objective 5 Activity #1, Goal VI Objective 1 Activities #1, #2, Goal VII Objective I Activity #1



44

Strategic Goal VIII: Develop and Integrated System of Planning, Allocating Resources and Assessment for Evidence-Based Institutional Effectiveness Strategic Objective 3: Implement the tools and training needed to fully support use of data analytics across the campus

Activities


Resources Needed


Color Code

Procure Planning/Assessment software

No tools exist Software purchased and operational Internal committee established, met with software vendors and selected which is fully operational

Fall 2017 Rob Stirton Dependent all of strategic plan

Technology funding

Expand the analytical capabilities of Blackboard by implementing existing functionality

Base features currently available in Blackboard

Implement ILP to enhance grading efficiencies with

Blackboard

Implement Blackboard Intelligence and Blackboard

Predict to support Goal 1 objective 2

Software functioning, end-users trained.

Rob Stirton Dependent activities: Goal II, objective 1, all activities

Technology funding

Identify software that supports Goal I, Goal II, Goal III

Current systems disparate, not aligned

Identify improvements in processes and upgrade existing or purchase new software/technology that leads to achieving Goals 1-3 (mission core)

Software functioning, end-users trained.

Rob Stirton Dependent activities: Goal VIII, objective 2, all activities

Technology funding



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Strategic Goal IX: Diversify and Increase Sources of Revenue Strategic Objective 1: Increase facilities usage/rentals

Activities


Resources Needed


Color Code

Market the Alex DeCroce Media Center to the corporate and marketing/advertising community.

TBD Actual revenue vs. budget goal

Monthly review of rentals/revenue 2017-18 Associate Director, Media Center

TBD

Increase rental of all athletic facilities, including Aquatic Facility

Current revenue % increase Increase revenue of athletic facilities by 5% annually

July 2018 Director of Athletics

Increase rental income $175,000 % increase Increase rental income by 5% annually End of each fiscal year

VP Bus & Finance None



46

Strategic Goal IX: Diversify and Increase Sources of Revenue Strategic Objective 2: Increase grant funding

Activities


Resources Needed


Color Code

Increase the dollar value of grants received annually

$987,000 % increase Increase the dollar value of grants received annually by at least 25%

End of each fiscal year

Director of Institutional Grants

None

Train faculty and staff on grant writing and solicitation

# trained and # participating in grant writing or grant writing teams.

# of faculty and staff trained and applying for grants to meet annual target

End of each fiscal year

Director of Institutional Grants

None



47

Strategic Goal IX: Diversify and Increase Sources of Revenue Strategic Objective 3: Increase Foundation fundraising

Activities


Resources Needed


Color Code

Increase overall foundation fundraising and strengthen yearly appeal with emphasis on increasing alumni giving.

$650,000 Monthly gifts to the Foundation.

$1,000,000 per year goal.

Increase alumni giving from 1.5% to

2.55% over 3 year period.

2019-2022 President, CCM Foundation

Director of Major Gifts/Alumni Giving



48

Strategic Goal X: Workforce Development Expansion Strategic Objective 1: Establish CCM as one of Morris County’s economic engines

Activities


Resources Needed Use of Results/Notes Should include data

Color Code

CCM presence at local Chambers of Commerce

Listing of Morris County Chambers

Number of Chambers attended/ presentations

Become an active member (committees, etc.) of at least 2 Chambers and establish networking relationships with at least 4.

Fall 2018 AVP Workforce Development

Full staffing in Workforce Department

CCM introductions to Morris County Social Service agencies

Listing of Morris County NGO’s

Contacts established Clients served

Establish relationships with 3 agencies each year to completion.

Spring 2020 AVP Workforce Development

Full staffing in Workforce Department; integration of The Women’s Center

Become a partner organization or trusted resource for key referral and development agencies, e.g., NJ Manufacturing Extension Program, MechaForce of dreamitdoit.nj, Morris-Sussex-Warren Workforce Development Board, NJDOL Partner Initiatives

Listing of key Morris County and State development agencies

Contacts established Referrals received/ clients served

Establish relationship with 2 development agencies each year to completion





49

Create an annual Internal Report on Workforce Metrics including training delivered, businesses served, revenues, customer satisfaction

2018-2020 Strategic Goal X

Report Achieving targets in WFD Strategic Goal X Spring 2019 AVP Workforce Development

Full staffing in Workforce Department; an integrated Customer Relationship Management System to develop, track and facilitate an organization-wide “business intelligence” data base.

Establish or join a network group of key Morris County stakeholders in Workforce Development, to collaborate on promotion, initiatives directed to Morris County businesses and residents to further the aims of workforce development in Morris County.

Create key or strategic network group

Number of groups joined/created

Identify and recruit/join at least 2 stakeholder groups Hold first meetings in Q2 2018

2nd Quarter 2018 AVP Workforce Development


Create a comprehensive social media presence for Workforce Development at CCM, such that CCM is the recognized, go-to source for students, professionals and businesses for education, training and professional development.

Create Social Media WFD specific presence

Social Media Effectiveness

Active presence on at least 2 social media sites, i.e., Facebook, LinkedIn or Twitter Revision of webpage

1st Quarter 2018 AVP Workforce Development




50

Strategic Goal X: Workforce Development Expansion Strategic Objective 2: Develop programs that establish talent pipeline to attract new businesses

Activities

Baseline Measures Benchmark When Who is Accountable Resources Needed


Color Code

Information Technologies/Cyber Security “EDAM-like” program in IT

Fall 2017 Enrollment

Enrollment, graduates, job placement and transfer rates

Enrollment: 20 students (FY19); 40 (FY20) 80% Graduation Rates 80% of Graduates Placed or Transferred

Begin Fall 2019 Dean Professional Studies and Applied Sciences/AVP Workforce

Facilities/ Faculty/Grant

Expand scope of the Cyber Security Center to include professional development and industry training

Fall 2017 Participants

Number of Participants in training

Number of professional development workshops and attendees: 100 individuals trained; 200 individuals trained (FY20)

Begin FY 2019 AVP Workforce Facilities/ Instructor/ Equipment; Marketing Plan initiative with targeted focus and marketing of WFD programs

Offer a non-credit advanced manufacturing training program (NIMS Level 1)

Spring 2018 Number Trained Number Employed

Number individuals trained: 30 (FY19); 60(FY20) 80% Employment Rate

FY 2020 AVP Workforce Development

Facility Availability; Marketing Plan initiative with targeted focus and marketing of WFD programs



51

Offer a non-credit hospitality training program: Hotel/Manage First Certification /Internship Program

Spring 2018 Pilot Program

Number Trained Number Employed

Number trained: 50 (FY19); 100 (FY20) 80% Employment Rate


Marketing Plan initiative with targeted focus and marketing of WFD programs

Offer Google in the Classroom Program, including Level 1, Level 2 Device Training and Google Trainer Certificate program for school districts, targeted to continuing teacher education.

Spring 2018 Pilot Program

Number Trained Number Taking Certification Exam

Number trained: 20 (FY19); 30 (FY20) 70% of course attendees take at least a Level 1 exam.



Offer prep for M/S Office Specialist certification course.

Fall 2018 Pilot Program

Number Trained Number Taking Certification Exam

Number trained: 10 (FY19); 30 (FY20) 70% of course attendees take at least 1 Specialist Exam





52

Strategic Goal X: Workforce Development Expansion Strategic Objective 3: Expand training programs to existing businesses

Activities


Resources Needed


Color Code

Increase Utilization of NJCCC available grant funding

FY 18 Gross revenues

Courses offered to businesses Number of businesses served

Increase gross revenues by 3% in FY 19 and 10% in FY 20

FY19 AVP Workforce Development


Increase Private-pay training FY 18 Gross Revenues

Gross Revenues

Increase private pay training gross revenues by 3% in FY 19 and 10% in FY 20



Increase funding flow from Talent Development Centers for unemployed and incumbent worker training

FY 18 Gross Revenues

Gross Revenues

Increase Talent Center training gross revenues by 3% in FY 19 and 10% in FY 20.





53

Improve and expand the pool and capabilities of CCM Internship programs to encompass all credit and non-credit students with enhanced opportunities for internship experience.

FY18 Number of students involved

Connect with local businesses to develop internship expand internship capabilities. Tap into available funding to incentivize business to offer CCM internships.


Full Staffing in WFD

strategic plan fiscal year 2018-2020strategic goal v: develop a marketing strategy that supports the...

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