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Y O U R C O M M U N I T Y. Y O U R C O L L E G E .S T R AT E G I C P L A N2013-2018

Message from the PresidentCVCC has placed planning, assessment,evaluation, and action as the core tenants of allprocesses and operations of the College. TheCollege has chosen to plan, not based onresources we have, or capabilities that areknown, but to embrace planning and strategicvision on what we believe the College should,can, and will be. Our Strategic Plan is based ondata and analysis, involving current and futurestakeholders in the College. We believe theplan identifies strategies to address urstrengths. Planning ensures we continue to provide the services ourstudents and community need in order to provide the best opportunities forsuccess. Planning ensures we are good stewards of limited resources in ahighly competitive world. Planning ensures CVCC remains a viable andessential component of the community, influencing the socio-economicwell-being of the Valley Region as it has for the last forty years. CVCC’sStrategic Plan identifies goals and strategies, moving the College into aneven more important role as the connector of education, business, service,and success for the next forty years.

VisionVisionChattahoochee Valley Community College (CVCC) will be a dynamic, engaged,institution of higher learning dedicated to serving the community andstudents by providing excellent educational, cultural, and careeropportunities allowing individuals to be successful and achieve their goals.CVCC will provide quality services through innovative practices, state-of-theart facilities, and an understanding of meeting individuals where they are.CVCC will enhance the lives of its students, faculty, staff, and the communityby: Promoting instructional excellence in all program areas Expanding and enhancing programs to meet the needs of the area’sworkforce Strengthening partnerships to advance the mission of the College Creating a supportive teaching and learning environment Integrating technology to support all programs and services Implementing the use of evidence based decision making Providing exceptional student support services

ContentsStrategic Focus Areas 1Strategic Focus Area I: Student Success 2Strategic Focus Area II: Broadening Our Reach 4Strategic Focus Area III: Infrastructure and Technology 6Strategic Focus Area IV: Measuring Effectiveness .8Strategic Focus Area V: Expanding Resources .10

2013-2018 Strategic Focus Areas,Action Steps, and Tracking MeasuresChattahoochee Valley Community College has developed five StrategicAreas of Focus for the next five years, along with Action Steps to fulfill thosestrategies, and Measures to track progress in each area.Strategic Focus Areas:I.Student SuccessII.Broadening our ReachIII.Technology and InfrastructureIV.Measuring EffectivenessV.Expanding Resources1

Strategic Focus Area IWe will enable our students to succeed in accomplishing their education and careergoals by providing them with a high quality education, as evidenced by data. CVCC willprovide a supportive teaching and learning environment, accompanied by an effectivearray of support services.StudentSuccessIStudent Success2

StudentSuccessImplementation of the following Action Steps related to the classroom experience, student supportservices, and academic and career planning will focus the College on Student Success.Action Steps1. Leverage technology to support student learning in and out of the classroom.2. Implement an outcomes assessment plan and infrastructure for general education and allprogram curricula.3. Align and guarantee course offerings and schedule.4. Plan/implement an inclusive professional development plan for full-time faculty and adjuncts.5. Offer collegiate student activities that provide opportunities for the social, cultural, and personalgrowth of its diverse student population, including opportunities to develop leadership skills.6. Provide students with an integrated learning environment that includes preparation forsuccessful entry into the work environment.7. Strengthen communication outside the classroom between students and instructors/advisors.Tracking Measures- Retention of full-time freshman- Graduating Student Survey- Number of degrees and certificatesawarded each year- Online Unit Plans- Student Satisfaction Survey- Student transfer GPA- Job Placement- Employer SurveyCompletion of the Action Steps will assist in moving the College ahead to achieve its mission.Move FromMove ToFragmented course-takingA focus on teachingNon-active campus lifeClear, coherent educational pathwaysA focus on learningA vibrant, active campus life3

Strategic Focus Area IIWe will increase enrollment in the College by motivating individuals toexpand their educational aspirations and by facilitating their participation.IIBroadening our ReachBroadeningour Reach4

Broadeningour ReachImplementation of the following Action Steps related to student recruitment, distance educationand expansion of programs and services will focus the College on Broadening our Reach.Action Steps1. Develop/implement a marketing plan that identifies/motivates target audiences to enroll (e.g.high school, non-traditional, and military students).2. Reach students at a distance with comprehensive programs and services.3. Develop a comprehensive intake process that streamlines and facilitates enrollment via the “onestop” concept.4. Explore/expand scheduling options and flexibility offering more classes and classes offered atmore times to increase college participation (e.g., Dual Enrollment)5. Develop new and evaluate current programs, degrees and certificates for relevance/quality.6. Evaluate programs in specified areas for opportunities to incorporate stackable certificates.7. Expand and integrate employment outreach services, including strengthening advisorycommittees and expanding relationships with our alumni.Tracking Measures- Enrollment of credit students,including new students, distanceeducation and those ages 25 andolder- Enrollment of non-credit students,including new students, as well asworkforce and contract training- Program Reviews- Class Schedule- Alumni Survey- WFDCompletion of the Action Steps will assist in moving the College ahead to achieve its mission.Move FromMove ToProgram offerings with consistently low enrollmentMinimal community involvementLimited course and time offeringsOffering relevant, in-demand programsCollege integrated into the communityCourses and times that are convenient to bothtraditional and nontraditional students5

Strategic Focus Area IIIWe will continually enhance student learning by integrating the most up-todate technological, curricular and environmental resources into ourteaching, service, support, and administrative functions.IIITechnology and InfrastructureTechnologyandInfrastructure6

Technology &InfrastructureImplementation of the following Action Steps will focus the College on the continual advancementof Technology and Infrastructure.Action Steps1. Take advantage of technological advances resulting in cost savings and increased campus facility efficiency.2. Upgrade current infrastructure to support the needs of a changing and growing campus.Tracking Measures- Level of student satisfaction with technology and infrastructure- Level of employee satisfaction with technology and infrastructure- Classrooms with technology- Reports used for analysis and planning- Master Plan- Facilities SurveyCompletion of the Action Steps will assist in moving the College ahead to achieve its mission.Move FromMove ToInformation infrastructure as management supportClassrooms and labs lacking the latest technologyInformation infrastructure as learning analyticsUpdated classrooms and labs to enhance student learningand understandingAll courses utilizing technology to supplement coursematerialSelect courses using technology to supplement coursematerial7

Strategic Focus Area IVWe will enhance college-wide communications, operational processes, andinternal, external and student customer service through the use of evidencebased decision making and “best practices”.IVMeasuring EffectivenessMeasuringEffectiveness8

MeasuringEffectivenessImplementation of the following Action Steps related to communications, use of data, andperformance improvement will focus the College on Measuring Effectiveness.Action Steps1. Identify/proliferate common data sets, models, measures, and sources; implement theInstitutional Effectiveness committee to provide direction regarding the use of data.2. Define College-wide communications, perform a communications audit; develop/implement aninternal communications plan.3. Create and disperse survey data.4. Identify performance improvement opportunities and associated best practices; implementidentified opportunities for improvement.5. Utilization of online unit plans; showing evidence of improvement over time and ensuringopportunities for student learning College-wide.Tracking Measures- Employee satisfaction with internal communication- Implementation of best practices College-wide- Community perception of CVCC- Successful use of online unit planning system- SACSCOC Accreditation- NLNAC AccreditationCompletion of the Action Steps will assist in moving the College ahead to achieve its mission.Move FromMove ToA culture of anecdoteA culture of isolationA culture of independent actionsA culture of evidenceA culture of collaborationA culture of collective group actions9

Strategic Focus Area VWe will increase financial support of College initiatives by educating andmotivating individuals as well as seeking funders with priorities that alignwith CVCC’s mission.VExpanding ResourcesExpandingResources10

ExpandingResourcesImplementation of the following Action Steps related to the expansion of resources will focus theCollege on Expanding Resources.Action Steps1.2.3.4.5.6.7.8.9.Increase foundation board participation to 100% over the next five years.Provide leadership in support of fundraising initiatives.Develop an expanded list of potential donors.Host at least two friendraising and fundraising events each year.Increase public awareness of College.Research grant opportunities.Increase the number of grants applied for and received.Provide professional development opportunities for grant writing and fundraising.Become involved in State and national organizations that support fundraising.Tracking Measures- Annual Fund campaign- Major gifts- Events held and numbers attending- Number of articles and press releases generated- Number of grant applications submitted and funded- Professional development activitiesCompletion of the Action Steps will assist in moving the College ahead to achieve its mission.Move FromMove ToFunding inconsistenciesLack of awareness of fundingopportunitiesLimited community supportConsistent sources of fundingIdentified resources, both public and privateIncreased community support by individuals and businesses11

Alabama State Board of EducationGovernor Robert BentleyPresident of Board, MontgomeryDr. Mark HeinrichChancellor, Alabama Department of Postsecondary EducationRandy McKinneyVice President, First District, Gulf ShoresBetty PetersSecond District, KinseyStephanie BellThird District, MontgomeryDr. Yvette RichardsonFourth District, FairfieldElla B. BellFifth District, MontgomeryDr. Charles ElliotSixth District, DecaturGary WarrenPresident Pre Tem, Seventh District, HaleyvilleMary Scott HunterEighth District, HuntsvilleAdministrationDr. D. Glen Cannon – PresidentDr. David Hodge – Vice President/Dean of the CollegeDr. K. Joy Hamm – Dean of Student ServicesMr. Earl Cook – Chair and Administrator of Special ProjectsDr. Joree Jones – Director of Institutional EffectivenessMs. Brenda Kelley – Chief Financial Officer12

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