STRATEGIC PLANNING SUMMARY
Objective
Action Items
Accountable Person
GOAL I: Prepare students to be successful in education and the workplace.
Dean of Enrollments Management
1.1 Meet the state requirement for 1.1 Determine base rate
graduation rate
Look at impact of project
Dean of Enrollments Management
graduation
VPAcademic Affairs
Dean of IT
Graduation rate by program division
to academic area
VPAcademic Affairs
Look at how to improve health care VPAcademic Affairs
certificate
Scheduling of courses and courses VPAcademic Affairs and Campus
in sync with graduation
Deans
1.2 Increase retention rate by 2%
each year
Emphasis on undecided students in
terms of identifying and counseling
Dean of Enrollments Management
Dean of IT
VPAcademic Affairs
Implement Distance Education
Programs
1.2 Determine base rate by each
type of student at each campus
VPAcademic Affairs
Implement Plans from the Student
Success Summit
Mandatory orientation or
workshops
Wheeling Campus Dean
Review and assess academic
advising and institute changes and
VPAcademic Affairs
Dean of Enrollments Management
Dean of Enrollments Management
Dean of IT
Dean of Enrollments Management
VPAcademic Affairs
Campus Deans
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STRATEGIC PLANNING SUMMARY
Objective
Action Items
use of resources to improve
advising process
Review college policies and
practices and their effects on
retention
Accountable Person
Campus Deans
Address retention issues of select
populations
Dean of Enrollments Management,
VPWorkforce and Economic
Development, VPAcademic Affairs,
Campus Deans
Implement professional
development opportunities to staff
to enhance service to students
Target recruiting after determining
who is successful
Financial aid impact on success
VPAcademic Affairs, HR Director
VP of Adm Services/CFO, VP
Workforce and Economic
Development, Dean of Enrollments
Management, Campus Deans,
Dean of IT
Increase retention of evening and
Dean of Enrollments Management
part-time students
VPAcademic Affairs
Increase technology awareness and VPAcademic Affairs, Dean of IT
preparedness among faculty, staff
Dean of Community Relations,
and students
Dean of Enrollments Management,
1.3 Instituting engaging families
using best practices
Dean of Enrollments Management
Dean of IT, VPAcademic Affairs
Dean of Enrollments Mgmt, VP of
Adm Services/CFO
Campus Deans, Dean of
Enrollments Management
Implement a family orientation
which models Lisa Slie’s program
in New Martinsville
Implement outreach programs to
high schools
Increase communications to tie
Campus Deans, Dean of
Enrollments Management
Dean of Community Relations
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STRATEGIC PLANNING SUMMARY
Objective
1.4 Assist student with the use of
technology
Action Items
high schools to families
Reach students early to emphasize
college preparedness
Connect high school faculty and
college faculty to meet college
entrance requirements
Require the use of email
Accountable Person
Require online registration
Dean of IT, Dean of Enrollments
Management, Campus Deans
Dean of IT, Campus Deans
VPAcademic Affairs
President’s Cabinet and students
Add a technology component to
mandatory student orientation
Define a student help desk
1.5 Develop and implement a
comprehensive Career Planning
and Preparedness Program
Dean of IT, Dean of Enrollments
Management
Dean of Community Relations
Dean of IT
Make website enhancements
Implement a plan to get emails to
students consistently
Implement greater technology
integration and consistency in
curriculum
Mobile accessibility
Teach students about appropriate
career documents
Dean of IT, VPAcademic Affairs
Dean of IT
VP Workforce and Economic
Development,, Campus Deans
Skill set per program
VP Workforce and Economic
Development
Campus Deans , HR
Establish an effective professional
network
Offer an “Intro to Workplace
Basics” training (expectations,
dress, resume, drug testing, social
Dean of IT, VPAcademic Affairs,
HR Director, VP Workforce and
Economic Development, Campus
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STRATEGIC PLANNING SUMMARY
Objective
Action Items
media)
Professionalism
Accountable Person
Deans
Dean of IT, VPAcademic Affairs,
HR Director, VP Workforce and
Economic Development, Campus
Deans
Dean of IT, VPAcademic Affairs,
HR Director, VP Workforce and
Economic Development, Campus
Deans
Dean of IT, VPAcademic Affairs,
HR Director, VP Workforce and
Economic Development, Campus
Deans
Dean of IT, VPAcademic Affairs,
HR Director, VP Workforce and
Economic Development, Campus
Deans
Dean of IT, VPAcademic Affairs,
HR Director, VP Workforce and
Economic Development, Campus
Deans
Dean of IT, VPAcademic Affairs,
HR Director, VP Workforce and
Economic Development, Campus
Deans
Basic Customer Service
Use employer relations advisory
committees to network students
Revisit internships/capstones
Change job placement to job
recruiter
Hold ON CAMPUS job fair
opportunities
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STRATEGIC PLANNING SUMMARY
GOAL II: To continue to provide educational opportunities for all students.
President’s Cabinet
2.1 Strengthen the use of financial Maintain institutional compliance
aid for maximum institutional and with regulatory requirements
student benefit
President’s Cabinet
Educate students regarding
financial aid responsibilities
Reduce default rates by 3% each
year
Increase scholarship opportunities
2.2 Continue to increase
recruitment efforts
Dean of Enrollments Management,
VP of Adm Services/CFO
President, Executive to the
President for Development,
Foundation Board members
Increase students’ financial
literacy
Determine a baseline
Dean of Enrollments Management,
Dean of IT
Determine target populations
2.3 Disability population and
service
Dean of Enrollments Management,
VPAcademic Affairs, Dean of IT,
Dean of Enrollments Management,
VPAcademic Affairs
Dean of Enrollments Management,
VPAcademic Affairs
Increase the recruitment of
minority and special populations
Assist middle and high school
students with the transition to
furthering their education
Determine baseline
Dean of Enrollments Management,
VP Workforce and Economic
Development, Dean of IT
VP Workforce and Economic
Development, VPAcademic Affairs,
Campus Deans, HR Director, Dean
Determine space and resources
needed
5
STRATEGIC PLANNING SUMMARY
of IT
VP Workforce and Economic
Development, HR Director , VP of
Adm Services/CFO, Executive to
the President for Development
Determine and secure necessary
funding
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STRATEGIC PLANNING SUMMARY
GOAL III. Provide workforce and community engagement programs that anticipate and respond to constituent needs and contribute to
economic and community development.
Increase enrollment in workforce
VP Workforce and Economic
3.1 Increase participation of
programs by 2% per year
Development
workforce programs
Increase number of new employers VP Workforce and Economic
served by workforce by 2% per
Development
year
Increase continuing education
VP Workforce and Economic
enrollment by 4% per year
Development
Integrate data reporting/collection VP Workforce and Economic
of workforce into the institution
Development
reporting/collection
Explore and determine continuing
VP Workforce and Economic
ed. budgetary needs
Development
Implement mechatronics
VP Workforce and Economic
3.2 Add three new technical
Development
degree programs
Campus Deans
Assess employer needs for new
VP Workforce and Economic
program development
Development
3.3 Further cultivate and expand
partnerships and coalitions
3.4 Increase the functionality of
the college’s website
Actively participate in energy sector
partnerships, consistent with CTC
goals
Document activities with all
constituents
Establish early entrance baseline
VP Workforce and Economic
Development
VPAcademic Affairs
Campus Deans
Dean of Enrollments Management
Campus Deans
Dean of Enrollments Management
Campus Deans
Dean of Community Relations
Increase early entrance by 2& each
year
Implement effective use of mobile web
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STRATEGIC PLANNING SUMMARY
3.5 Improve effective internal
communication
3.6 Promote and support service
learning opportunities
Effective use of social media outlets to
share information
Create a campaign to kick off new
website
Purchase ads that utilize various
advertising opportunities
Create a communication pathway for
sharing information internally
Use social media outlets and
resources for effective internal
communication
Implement effective use of mobile web
to share information internally
Create a campaign kicking off new
website for faculty and staff
Adopt a centralized method of logging
service hours
Dean of Community Relations
Dean of Community Relations
Dean of Community Relations
President’s Cabinet
President’s Cabinet
President’s Cabinet
President’s Cabinet
VPAcademic Affairs, Campus
Deans, Dean of Enrollments
Management
VPAcademic Affairs, Campus
Deans, Dean of Enrollments
Management
VPAcademic Affairs, Campus
Deans, Dean of Enrollments
Management
VPAcademic Affairs, Campus
Deans, Dean of Enrollments
Management
Identify and establish benchmark of
service learning
Utilize a vehicle to measure and track
service learning hours
Integrate service learning in every
academic program
GOAL IV. Enhance the human, fiscal, physical and technological resources of the college to better support teaching and learning.
Sustain plan to increase state
College President Executive to the
4.1 Increase outside funding
funding
President for Development
sources
8
STRATEGIC PLANNING SUMMARY
Submit a minimum of 14 grant
applications annually with awards
totaling $100,000 or more
Increase special event fundraising
by 10% each year
Executive to the President for
Development
Executive to the President for
Development
WVNCC Foundation Board
Executive to the President for
Development
Federal Grants Committee
Executive to the President for
Development
WVNCC Foundation Board
Continue to research and
appropriately pursue federal
funding sources
Increase endowment for more
scholarship opportunities
4.2 Enhance facilities to meet the
growth and expansion needs of
the college
Improve and refine the planned giving
program by one mailing per year
College President
Identify, cultivate and, when
appropriate, solicit donors at a rate of
3-5 per month
College President
Solicit donors with a goal of
increasing gifts by 1% each year and
new donors by 1% each year
Executive to the President for
Development
College President
WVNCC Foundation Board
College Community
President’s Cabinet
Executive to the President for
Development
Executive to the President for
Development
Complete structure in Weirton
President’s Cabinet
President’s Cabinet
Complete structure in Wheeling
Develop a strategy to meet the
technical needs in New
Martinsville
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STRATEGIC PLANNING SUMMARY
4.3 Create a data system
4.4 Augment and align
technological resources in
meeting the equipment needs of
our programs and services
4.5 Maximize value of human
capital
Determine data needs in each area
Validate current data at a rate of
one area per year
Audit data to ascertain reporting
needs
Provide access to needed data
Identify equipment needs
President’s Cabinet
President’s Cabinet
Purchase updated equipment
Audit/inventory current equipment
President’s Cabinet
VPAcademic Affairs
VP of Adm Services/CFO
Campus Deans
Dean of IT
President’s Cabinet
???
Assess human capital needs
Align resources against findings of
assessment
Increase professional development
opportunities
Monitor federal mandates
President’s Cabinet
President’s Cabinet
VPAcademic Affairs
VP of Adm Services/CFO
Campus Deans
President’s Cabinet
President’s Cabinet
President’s Cabinet
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STRATEGIC PLANNING SUMMARY
GOAL V. Continue to provide quality education to the communities we serve.
Develop new technical programs to VPAcademic Affairs
5.1 Enhance technical fields of
meet community needs
VP Workforce and Economic
study
Development
Strengthen needs analysis to
VPAcademic Affairs
incorporate federal
VP Workforce and Economic
guidelines/regulations
Development
Use assessment processes to
VPAcademic Affairs
enhance program quality
VP Workforce and Economic
Development
Determine and secure necessary
VPAcademic Affairs
funding
VP Workforce and Economic
Development
College President
Executive to the President for
Development
Determine space needs
VPAcademic Affairs
VP Workforce and Economic
Development
VP of Adm Services/CFO
Cultivate new and strengthen
VPAcademic Affairs
existing partnerships
Campus Deans
VP Workforce and Economic
Development
Research
current
learning
VPAcademic Affairs
5.2 Follow use of academic best
strategies, motivational models and Campus Deans
practices
retention models
Develop learning activities
VPAcademic Affairs
Campus Deans
Implement professional
VPAcademic Affairs
development best practices
11
STRATEGIC PLANNING SUMMARY
educational opportunities
5.3 Continue to enhance academic Assess resource needs
support services
Align resources with findings of
assessment
Enhance the use of supplemental
instruction
5.4 Enhance distance learning
opportunities
5.5 Utilization of technologies in
instruction
Create distance education
programs
HLC approval
Augment support for online
programs
Professional development for
faculty creating online courses
Assess technological needs
Align resources with findings
Professional development for
awareness and use of technology
Assess effectiveness of use by
faculty and staff
5.6 Increased use of new
modalities in delivery of
instruction
Assess technological needs
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
VPAcademic Affairs
VPAcademic Affairs
VPAcademic Affairs
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
Campus Deans
Dean of IT
12
STRATEGIC PLANNING SUMMARY
Align resources with findings
Professional development for
awareness and use of technology
Assess effectiveness of use at
program, course and faculty level
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
Campus Deans
Dean of IT
VPAcademic Affairs
Campus Deans
Dean of IT
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