Transcription
1FY 2020 TACTICAL PLANStrategic Framework: ACADEMICS - Developing effective, innovative, and dynamic courses, majors and pathways aligned to meet student, community, civic, and workforce needs. Down to five when finishedGoal: By 2021, student completion of courses will increase by 5 percentage points through challenging programs of study, innovative teaching practices, flexible delivery systems, engaging co-curricular activities, and expanding experientiallearning opportunities.RESPONSIBLE/PARTNERSSTRATEGYYEAR FOUR NEXT STEPS1Strengthen career and guided pathways to associatedegree credentials and transfer to bachelor degreegranting institutions through affirming the value of LiberalArts, ensuring the transferability of credit courses,participating in the DHE transfer initiatives, andcollaborating closely with major transfer partners1. Update guided pathways andcurriculum to reflect Mass TransferInitiatives. 2. Update all articulationagreements to be on a 3- 5 year cycle. 3.Develop a plan/procedure to assist andincrease students to earn both thecertificate and degree in areas with astackable credential. 4. Createagreement with SSU for IT/ComputerScience, Psychology and Nursing for a2 2 agreement. 5. If awarded,implement a Title III grant to improveguided pathways through an educationalplanning tool.2Implement NECHE Accreditation Visit, October 20191. Final Self Study Report approved byPresident, VPs AA, SA,the BOT is submitted to NECHE. 2. Chair HR, A & F, Dean ofof Site Visit Team pre-planning visit isFaculty & Academicaccomplished. 3. October Site visitSupport, Standardoccurs. 4. Follow-up presentation to the Subcommittee ,NECHE board is completed by springstudents, Trustees2020; 5. Incorporate feedback from theaccreditation visit into the developmentof the Master Academic Plan, StrategicEnrollment Plan, Master Facilities Plan,and Master Technology Plan andStrategic Plan. 6. BOT implements itsgoals, professional development and selfevaluation process.Suggested SharedGovernanceAssignmentVPAA, Academic Deans, AcademicDean of Enrollment,CurriculumRegistrar, Director ofCommitteeAdvising, IT fortechnology tool, GrantsOffice for Title III grantForum SteeringCommittee andCollege ForumBENCHMARK1. Curriculum Updates made byMarch 2020 for fall 2020implementation. 2. Articulationagreements on cycle withcorresponding grid by March 2020. 3.Plan for procedure developed forawarding stackable credentials byMarch 2020.4. Signed agreementwith SSU on IT, Computer Sciencepathway, Nursing, and Psychology. 5.Title III grant submitted and awardedto cover Ed Plan Technology.OUTCOMESRESOURCESImprovements in time to completion,course withdrawal, change ofprograms, etc. Comparison ofoutcomes of CC (CommonwealthCommitment) students to non CCstudents first time full time nondevelopmental students in terms ofretention and course completionFinalize reverse transfer agreementswith SSU and other identified IHE.Edplan tracking tool -- will be writteninto a T3 grant;Personnel1. Successful reaccreditation; 2. BOT Ten Year Reaccreditationgovernance includes goals,professional development and selfevaluationFunding for visit- hotels, travel,meals for site team and printing ofthe report. 20,000R:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
2RESPONSIBLE/PARTNERSSuggested SharedGovernanceAssignmentSTRATEGYYEAR FOUR NEXT STEPSBENCHMARKOUTCOMES3Implement the Bertolon Grant for Health Simulationcurriculum and cross-training1. Purchasing of new simulationequipment. 2. Curriculum developmentof inter-professional case scenarios 3.Faculty professional development andparticipation in national simulationcertification.VP of AA, Dean ofAcademicHealth, Faculty, Director Curriculum,of Nursing, CTLI Director ttees1. Grant objectives for year 1 are met Updated and fully functionalsimulation labs integrated with newcurriculum.Grant funding disbursed fromFoundation; additional institutionalfunds utilized as grant matchingfunds4Assure the quality of academic and non academicofferings by identifying assessment mechanisms forInstitutional Learner Outcomes and Student LearningOutcomes1. Develop a framework to implementand measure Institutional LearnerOutcomes. 2. Implement additionalprofessional development with facultyaround assessment of student learningoutcomes. 3. Map Gen Ed SLO outcomesto the new Mass Transfer SLOs; 4.Continue Program Review process with 8academic programs and 2 Student Affairsprograms to be reviewed. Professionaldevelopment plan created for facultyaround ILO and SLOs.VPAA, Academic Deans, AcademicFaculty, VPSA, AVPCurriculumPRIAG, Dean ofCommitteeEnrollment Services,Dean of Students, AVPSFS and Compliance1. Following acceptance ofInstitutional Learner Outcomes inFY2019, a cross component team isidentified and charged with helpingareas identify ILOs specific torespective their functions anddeveloping assessment mechanismsfor the ILO's. 2. Professionaldevelopment plan for faculty on SLOdeveloped 3. Curricular changesmade based on Mass Transfer Gen EdSLO 4. Program review conducted on8 academic programs and 2 StudentAffairs programs. 6. Investigationinto appropriate degree tracking toolcompleted and choices made 7.Professional development plan forfaculty and managers regardingidentification, application, andassessment of ILOs and SLOSAssessment fellows CTLI- stipendsand training dollars; Plan theinvestment of grant resources (or ifdenied, institutional resources inFY2021).Progress made towards the five yearprogram review cycle completion.ILOs and SLOs integrated in academicand co-curricular areas.RESOURCESR:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
3Suggested SharedGovernanceBENCHMARKAssignmentIncrease Flexible learning delivery options - hybrid, online, 1. Continue to build online, hybrid andVP of AA, AcademicAcademic1. Increase the number ofterms for programs and courses. Research innovative and accelerated courses and programsDeans, Dean of Faculty Curriculumcourses/programs and percent ofemerging practices including synchronous videothrough TAC process. 2. Offer robustand Academic Support, Committeecourses/program offered in online,conferencing for dual campus delivery.faculty professional development onCTLI Director; Marketing;hybrid and accelerated formats 2.online, hybrid and accelerated courses 3. ITMarketing plan created aroundIncrease the marketing and promotion offlexible learning optionsFlexible Learning Options/ Programs. 4.Research synchronous video conferencefeasibility, costs and professionaldevelopment needs. 4. Develop metricsfor assessment of the effectiveness ofTAC program review process for 20202021.STRATEGY5YEAR FOUR NEXT STEPSRESPONSIBLE/PARTNERSOUTCOMESRESOURCESIncrease enrollment, student successand retention in online, hybrid andaccelerated coursesTAC funding/ Smith FamilyFoundation; marketing budget onspecific campaignAccomplishment toward Goal: 1% increase in student completion of courses; FY2020 goal is 80%R:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
4Strategic Framework: ACCESS - Honoring our enduring commitment to open access through the holistic, robust support of each student’s academic and career aspirationsGoal: By 2021, student enrollment will increase by 3 percent through improved recruitment tactics, expanded outreach, flexible schedules, and enhanced transportation options. In FY2020 - Mitigate projected enrollment declines to -5%; hold fallsemester 2019 Latinx percentage at or above 25%.RESPONSIBLE/PARTNERSSuggested SharedGovernanceAssignmentSTRATEGYYEAR FOUR NEXT STEPSBENCHMARKOUTCOMESRESOURCES6Implement Year Up Partnership at Lynn Campus for ITPathway. Move Year Up partner into McGee Building;complete MOU benchmarks, recruit 40 students for spring2020 inaugural class.1. Remodel space for Year Up Offices asidentified on second floor McGee West;2. Complete IT pathway curriculum andscheduling; insure credit map forinternships; 3. In collaboration with YU,recruit 40 new students into theprogram; 4. Implement phase 1 CKC andCKD pathway academic program; 5. Planfor second academic pathway inbusiness; 6. Begin recruitment forsecond group of new students.VP of AA, STEM and Ed AcademicDean, Dean of Strategic CurriculumPartnership, VPSA, ED of CommitteeAdmissions, Dean ofEnrollment, VP A&F1. 40 students enrolled in theprogram for spring 2020 launch. 2.40 students recruited for secondclass to start in FY2021; Implementacademic program scheduled in LynnCampusImproved term to term retention rates Funding from Year Upof students in YU, compared tostudents non in YU (decrease equityand achievement gaps in techprograms)7Implement the early college designation model describedin the Smith Family Foundation grant and under EarlyCollege Designation, while preserving and expanding oncampus Early College programs located at Lynn andDanvers Campuses.1. Pursue Early College Designation andcreate an ECD grant application foradditional funds. 2. Host SummerInstitute for faculty and guidance stafffor spring 2020 implementation. 3.Create "Understanding HigherEducation" course in hybrid modality. 4.Maintain existing afternoon, weekendand summer early college courseofferings and create a plan forsustainable funding for existing model. 5.Continue to expand Gateway to College.6. Work on application for enrollmentand matriculation of early collegestudents.Dean StrategicAcademicPartnerships, Dir. Early CurriculumCollege, Deans, VP ofCommitteeAA, VP SA, AVP IRGrants, Dir.Development, Dean ofStudents, Dean ofEnrollment, Dir. OfAdmissions; MarketingCampaign collaborative;President; SFS; VP AFNumber of courses offered, numberof completed courses, number ofstudents who pass with a C- orbetter, number and percentage ofstudents who matriculate. StudentAffairs participation in appropriatesubcommittees and activeparticipation in programs geared tosupport the population-- determinewhat sub committees are neededand who needs to be presentdependent on the topic.Increased number and percentage ofstudents who matriculate to NSCC andnumber of credits earned and returnon investment of those creditsSmith Family Foundation grantfunding, waiver costs, etc.Institutional costs and grant costsidentified for future yearsR:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
58STRATEGYYEAR FOUR NEXT STEPSCapital improvement projects, as follows in priority: 1.Funeral Science MA Capital Skills grant (or institutional andPerkins funds) project completion by August; 2. Plan tomove Culinary and Cosmo to a permanent location inLynn; 3. Continued deferred maintenance projectsimplementation; 4. Implementation of any capital grantsapproved in FY19 for multi-year implementation; 5. Ifanother round of Capital Skills Grants and/or major capitalbond, priorities are: a. Renovation of a Lynn science lab forBiotech; b. Renovations/improvements for science labs inDanvers. [Note: Operational priority in Perkins Grant FY2020 Upgrade MAC Lab [30 computers] on Lynn campus]1. Prepare floor plan, completerenovations in Danvers Math/Sci building2. Prepare/draft plan for move ofCul/Cosmo, including study or RFP ifneeded 3. Oversee DCAMM deferredmaintenance projects identified andfunded for FY20 4. Prepare FY2021capital grant proposal (Summer 2019) forScience Labs on both Danvers and LynncampusesRESPONSIBLE/PARTNERSSuggested SharedGovernanceAssignmentPresident, AVP Facilities, Input from CollegeCIO, AVP SFS, AVPForumBudget, VP A&F, VP SA,VP AA, Dean of CTE andBusiness and Dean ofSTEM and Education;Grants Office; PresidentBENCHMARK1. FS lab is completed in time for theSeptember planned start of theprogram; 2. Options and costs formove of Middleton programs to Lynnis completed by next round of capitalfunding sources; 3. Planned andfunded deferred maintenanceprojects completed by end of FY;Completion of planned capital grants(including skilled funding throughstate and private funding); PerkinsGrant completely expended asplannedOUTCOMESRESOURCES1. FS program starts as planned andapproved by DHE in fall 2019semester; 2. Update to Master Planfor Middleton programs completed; 3.Deferred maintenance projectscompleted; 4. Perkins Fundingexpended as planned.Facilities/IS time and resources,Academic Affairs Combinationoperational, Capital and fundraisingrequired for funds.Accomplishment toward Goal: Mitigate enrollment decline to a maximum of -5%. Increase Hispanic applicants and admissions by 1%. Maintain at least 25% Latinx student population.R:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
6Strategic Framework: ACHIEVEMENT - Closing achievement gaps and offering support services that ensures students can discover their potential and accomplish their personal, academic, and career goals in an environment that fostersdiversityGoal: By 2021, increase retention, transfer, and completion rates each by 5 percentage points through comprehensive academic and student support services.RESPONSIBLE/PARTNERSSuggested SharedGovernanceAssignmentSTRATEGYYEAR FOUR NEXT STEPS9Technology Improvements Priority list: a. CompleteBanner 9 Self Service including structured and/orprojected registration b. Find and implement cross-collegescheduling technology software to enhance efficientutilization of space and program needs.1. Upload Banner 9 Self Serve withtraining for employees, as needed; 2.Investigate and acquire cross-collegescheduling software to replace roomreservation system; 3. Consolidateattributes for rooms (AV, flexible design);4. Train employees as appropriate toutilize, include all spaces - classroom,offices, conference rooms, mixed spaces(gym, foyer, lounges, etc.); 5. Eliminateall manual space saving and "ownership"strategies.VP A&F, VPSA, CIO,Dean of EnrollmentServices, Registrar, Dir.Recruitment &Admissions, EDMarketing, ED PR &Communications,Student Affairs,Academic Affairs,AV/media, HumanResources, FiscalInformationTechnologyCommittee10Plan FY2021 multi-term registration with implementationfor FY2022; Pricing options explored and chosen forannual 30 credit registration (multiple semesterregistration)1. Further investigate multi-termregistration at community colleges; 2.choose best practice model for NSCC(West Hills and Cleveland State); 3.decide on process changes withtechnology impact and align with plan(i.e. CRM, advising, pre-req and co-reqs,registration dates, student A/R and FA,schedules for faculty and bookassignments, room scheduling); 4.pricing options developed and approvedby BOT if needed; 5. implementationplan and timeline for implementation toinsure a FY2022 rollout; 6. Enhancecourse planning process to ensure 80%accuracy (e.g., time, date, and location)at time of communication to Registrarand develop a mechanism to assessFinance, Enrollment, IT,SFS, Academics,Leadership; marketing,PR & NCHMARKOUTCOMESRESOURCES1. Banner Self-Serve is uploaded,staff trained in use by end of FY2020;2. Space scheduling software isselected, purchased, uploaded; allspaces and attributes identified, stafftrained and manual schedulingeliminated by end of FY 2020.1. Banner Self Serve operating andemployees trained. 2. Schedulingsoftware purchased uploaded stafftrained and operating for next fiscalyear implementation (affecting intersession, spring and summer 1 classscheduling) plus all conference spacesand multi-use spaces effective January1, 2021.Personnel time, software andtraining costs; personnelresponsibility assignments forscheduling, implementationtimetable.A model is chosen, pricing decided,technology process changesidentified, budgetary needsidentified, implementation andtimeline plan developed.A multi-term registration process with Personnel time, training costspricing options presented for approvalto the NSCC BOT with implementationphase in FY2021, including budgetaryimpacts.R:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
7STRATEGY11 As an emerging HSI, reduce opportunity gaps for Hispanicstudents, seek funding to support equity initiatives (Title Vand other funding sources); participate in BHE/DHE equityinitiative to reduce achievement gaps for underservedpopulations.YEAR FOUR NEXT STEPS1. Implement priorities of Leading forChange Team; 2. Continue professionaldevelopment for interculturalcompetency across all employeesegments; 3. Identify key areas ofopportunity gaps and design a plan toaddress; 4. Research elements toconduct and administer an equity audit;5. LAT to design courses withintercultural competency focus; 6.Continue and expand MALES program; 7.Continue to support TRIO and otherprograms designed to supportunderserved populations 7. Conductclimate survey.Suggested SharedGovernanceAssignmentVP SA, VP HR, VP AA,AcademicLeading for ChangeCurriculum,Team, Senior SpecialDiversityPrograms Coordinator in Leadership, StudentStudent NCHMARKOUTCOMES1. Accomplish Leading Changepriorities and benchmarks; 2. Designa Plan for cultural gaps; 3.Participate in DH Equity Initiativeprograms and grant opportunities; 4.Continue to serve a minimum of 25%Latinx student population; 5.Redesign 6 LAT courses withintercultural competency focus; 6.Implement MALES program for newcohort of 40 students; 7. Implementprogramming focusing on distinctgroups with opportunity gaps (e.g.,single mothers who are parenting,students on academic probation, andstudents on academic suspension).RESOURCES1. Maintain 25% Latinx studentPlanning time, potential artspopulation for HSI designation in 2021; consultant time. Cost of Climate2. Increase retention rates for students Studyof color; 3. Improve ESL retention andtransition to college level courses; 4.Conduct Family Connections eventsboth on campuses and in thecommunity that provide bilingualpresentations/ information; 5. ReviewClimate Study data and address anyareas identified as concerns; 6.Conduct at least one newevent/program for each of thefollowing groups (single mothers whoare parenting, students on academicprobation, and students on academicsuspension).Accomplishment toward Goal: Increase retention, transfer and completion rates by 1% each, with attention towards reducing achievement gaps.R:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
8Strategic Framework: AFFORDABILITY - Creating high quality education and training through efficient and cost-effective planning and delivery of programs and services while ensuring students are not overburdened with debt.Goal: By 2021, College auxiliary and entrepreneurial revenues will each grow by 4 percent and College Foundation annual contributions will grow by 35 percent while reducing student loan cohort default rates to below the Massachusettscommunity college mean.12RESPONSIBLE/PARTNERSSTRATEGYYEAR FOUR NEXT STEPSExpand and Implement SSU collaboration: transfer,reverse transfer, monitoring of deferred admissions,housing, clubs & activitiesPhase 2 implementation as defined byPresident, Senior Staff,the SSU -NSCC MOU:appropriate committee1. Implement robust Reverse Transfer; people for tasks2. Implement strong referral andplacement processes;3. Implement the first two seamlessarticulation degree programs;4. Continue formalized NSCC-SSU facultynetworking and collaboration;5. Market and utilize a housingagreement for NSCC students enrolling inFall 2019;6. Finalize cost effective agreementelements to mitigate rising institutionalexpenses;7. Implement shared service efficienciesin facility-related functions.13 NSCC Foundation to raise 390,000 toward scholarshipsand support endeavors for NSCC students; NSCC fullyutilizes MassGrant Plus to help support students in need;NSCC continues to market and support the MACommonwealth Commitment.1. Support the Foundation with anappropriate level (not to exceed 25% oftime) of College Staff to fulfill itsfundraising goals; 2. Develop Marketing& Communications plan to promotediscount programs to increase use ofMass Grant Plus funding; 3. Increaseparticipation in CommonwealthCommitmentSuggested SharedGovernanceBENCHMARKAssignmentInput from College 1. Obtain MOU benchmarks for FY19Forum, curriculum that flow over into FY20; 2. Obtainwork throughMOU benchmarks for FY2020AcademicCurriculum, cocurricular, housingand sports throughStudentDevelopmentCommitteesPresident, VP AF, VP SA, StudentAVP Financial Services, DevelopmentAVP Accounting &CommitteeFinance, ED PR/ResourceDev, Dir Development,Dir of Fin Aid, DirDevelopment,Foundation Directors1. MassGrant Plus outcomes - totalsreceived increases; 2. Mean greaterthan 327 per student in FY2020; 3.Total of 25 students completeCommonwealth Commitment byFY2020; 4. A total of 50 new MACommonwealth Commitmentstudents are recruited in FY2020.OUTCOMESRESOURCES1. Implement a robust reverse1. personnel time; 2. Costs oftransfer agreement; 2. FinalizeFaculty SummitReferral and placement processes infor appropriate placement of students;3. Implement two seamlessarticulation degree programs - IT andPsychology 4. Implement secondfaculty networking summit session; 5.Evaluate shared jobs/services plannedand implemented in FY19; 6. Finalizecost containment agreement.1. The NSCC Foundation achieves itsfundraising goals; 2. NSCC increasesthe number of students and amounts(mean and total) of support fromMassGrant Plus; 3. Goal of 150 totalstudents enrolled in MACommonwealth Commitment.1. Foundation covers fundraisingexpenses in their budget; 2.Time/labor of college staff tosupport the Foundation work; 3.marketing expenses to promotefinancial supports, CommonwealthCommitment, MassGrant Plus, etc.R:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
9Entrepreneurial and Philanthropic RevenueAccomplishment toward Goal: Enhance entrepreneurial revenue by 1%; enhance transparency through 100% compliance with MA records law requirements; ensure NSCC student loan CDR remains under mean for MA community collegesSTRATEGY14 Begin strategic planning process for FY2022-2027YEAR FOUR NEXT STEPS1. Begin and complete externalenvironment analysis; 2. Complete aninternal SWOT analysis through sharedgovernance system; 3. Respond tofindings in the NECHE accreditationreport for areas to continuously improveor special areas of emphasis; 4. Beginupdate of Master Academic Plan.RESPONSIBLE/PARTNERSShared Governance;Office of President(IR/Planning), SeniorManagement teamSuggested SharedGovernanceAssignmentShared GovernanceSteering Committeeto oversee strategicplanning cycle.BENCHMARK1. SWOT and External Environmentanalyses completed; 2. MasterAcademic and Master Facilities Plansstarted; 3. NECHE Feedbackintegrated into process; 4. SharedGovernance system incorporated asprocess facilitator; 5. Plan forstrategic process started with SharedGovernanceOUTCOMESRESOURCESPlan for completion of StrategicPlanning with new 5-year planapproved through governance, BOT,BHE by June 2021.1. Personnel time; 2. Cost ofdemographic analysis.R:\Docs\PLANINFO\FY2016-2021 Strategic Plan\FY2020\Board Meeting\Draft FY2020 Tactical Plan 4-11-19.xlsx
stackable credential. 4. Create agreement with SSU for IT/Computer Science, Psychology and Nursing for a 2 2 agreement. 5. If awarded, implement a Title III grant to improve guided pathways through an educational planning tool. VPAA, Academic Deans, Dean of Enrollment, Registrar, Director of Advising, IT for technology tool, Grants
