College MISSION Cultural Enrichment Economic Development

Southeastern Community College

Key Strategic Drivers

2017-2020 Strategic

Plan

Strategic Performance Indicators

Educational Attainment Economic Development Cultural EnrichmentM

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2017-2020 Strategic Plan

VISION

To be recognized as the PREMIER rural community college in North Carolina.

MISSION

To continuously promote educational attainment, economic development, and cultural enrichment in Columbus County and surrounding areas.

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Student Success

Workforce Development

Enrollment

Employee Performance

Facilities

Resource Acquisition & Use

Community Services

Strategic Performance AreaSTUDENT SUCCESS

Initiatives1. Implement Aviso software for advising and retention2. Study and improve the advising process3. Implement summer melt / summer bridge programs4. Improve Student Success Rate in College-level English course (NCCCS Performance Measure)5. Improve Student Success Rate in College-level Math course (NCCCS Performance Measure)6. Improve Student’s First Year Progression (NCCCS Performance Measure)7. Improve Curriculum Student Completion (NCCCS Performance Measure)8. Improve Student’s College Transfer Performance (NCCCS Performance Measure)9. Explore, develop, and implement a first-year experience program10. Develop and implement a faculty-driven, instructional excellence program across all disciplines and

methods of delivery11. Develop, communicate, and implement clear and relevant pathways for students12. Improve Licensure / Certification First-time Pass rate (NCCCS Performance Measure)13. Implement the 5-year ADA plan

Performance MeasuresI. EnrollmentII. RetentionIII. CompletionIV. Student Satisfaction surveyV. Student Success Rate in College-

level English course (NCCCS Performance Measure)

VI. Student Success Rate in College-level Math course (NCCCS Performance Measure)

VII. Student First Year Progression rate (NCCCS Performance Measure)

VIII. Student Six Year Curriculum Completion rate (NCCCS Performance Measure)

IX. Student College Transfer Performance rate (NCCCS Performance Measure)

X. Licensure / Certification First-time Pass rate (NCCCS Performance Measure)

We measure student success because our ultimate goal is to enable our students to reach their goals. We recognize that enrollment is not enough. We must also focus on retention, completion and post-completion results.


Student Success


Enrollment


Facilities


Community Services

Strategic Performance AreaWORKFORCE DEVELOPMENT

Initiatives1. Evaluate and implement new programs and courses to create/support jobs2. Improve employer engagement to promote job growth through:

a. Customized training programsb. Apprenticeships / internships

3. Improve Basic Skills Student Progress (NCCCS Performance Measure)

Performance MeasuresI. Student Success

i. Completersii. Credentials earnediii. Job placement

II. Enrollmenti. Headcountii. FTE

III. Student Survey resultsIV. Employer survey resultsV. Basic Skills progression rate

(NCCCS Performance Measure)

Workforce Development is a strategic performance area, while also being a part of other strategic performance areas. Workforce Development measures are tracked on their own, but also exist within the college’s overall measures, such as enrollment and student success. Workforce Development training programs provide instructional opportunities for individuals seeking to gain new and/or upgraded skills for jobs in Columbus County.


Student Success


Enrollment


Facilities


Community Services

Strategic Performance AreaENROLLMENT

Initiatives1. Complete the implementation of new curriculum programs including:

a. Criminal Studies – Forensics concentrationb. Mechatronics Engineering Technologyc. Medical Office Administration

2. Evaluate and implement new curriculum programs. Potential programs include:a. Physical Therapy Assistant b. Engineering Associate in Science degreec. Agribusiness (2+2)d. Machining diplomae. Medical Assistingf. Sports Management

3. Evaluate and implement new workforce / continuing education programs and courses for jobs in Columbus County

4. Improve employer engagement to promote job growth through:a. Customized training programsb. Apprenticeships / internships

5. Build relationships in eastern Columbus County to develop and implement programs and services6. Increase Career and College Promise (CCP) enrollment7. Complete SACS COC 5-year Report

We measure ourselves through enrollment because enrollment is a measure of how well we are serving Columbus County and a measure of our funding from the state. These are related in that the more students we serve, the more funding we receive. Therefore, we must know the number of Columbus County citizens that we are serving, so we know our impact on Columbus County, and so we can effectively budget future expenditures.

Performance MeasuresI. Curriculum headcount / FTEII. Workforce / Continuing

Education headcount / FTEIII. Basic Skills headcount / FTE


Student Success


Enrollment


Facilities


Community Services

Strategic Performance AreaEMPLOYEE PERFORMANCE

Initiatives1. Measure and improve collaboration at the college 2. Study, develop, and implement a premier customer service standard for SCC 3. Implement employee recognition programs4. Invest in the professional development of all employees5. Measure and increase the diversity of the workforce6. Revise and improve the faculty evaluation process7. Revise and improve the staff evaluation process

This area focuses on the development of employees at SCC. It includes the establishment of a positive, performance-focused and student ready culture, the implementation of a useful performance evaluation system, the measurement of employee satisfaction, the professional development of employees, and the diversity of the college’s workforce.

Performance MeasuresI. Employee surveyII. Student surveyIII. Workforce demographics


Student Success


Enrollment


Facilities


Community Services

Strategic Performance AreaFACILITIES

Initiatives1. Complete T building expansion2. Complete B Building infrastructure project3. Complete M Building infrastructure project4. Use county funds to improve the campus to include:

a. Complete the paving of roads and parking lotsb. Install a new campus sign with digital messaging capabilityc. Improve campus lighting and sidewalksd. Develop and maintain a long-term campus HVAC system maintenance plane. Develop and maintain a long-term campus roof maintenance planf. Meet ADA requirements

5. Explore and evaluate use of campus grounds for:a. Instructional Programsb. Intercollegiate Athleticsc. Community Initiatives

Facilities includes the safety and security of the college’s students, employees and guests and the maintenance of the College’s current campus grounds, buildings, vehicles and equipment. It includes plans for new facilities and locations and encompasses the development and implementation of specific construction and campus improvement projects as well as the college’s Facilities Master plan.

Performance MeasuresI. Projects complete on time

and within budgetII. Expend county capital outlay

effectively within the fiscal year awarded


Student Success


Enrollment


Facilities


Community Services

Strategic Performance AreaRESOURCE ACQUISITION & USE

Initiatives1. Gain county funding for capital improvements2. Increase overall giving to the SCC Foundation3. Develop SCC Success Scholarship recognition process4. Improve the process of awarding scholarships5. Improve the college’s budgeting process6. Improve the effectiveness of internal processes

Resource Acquisition & Use addresses how the college acquires resources to funds its programs and services. It includes acquiring funds from the county, gaining funds from external grants from NCCCS, the federal government and non-profit foundations, and increasing donations to the SCC Foundation. It also includes cost saving initiatives to use the college’s funds as efficiently and effectively as possible.

Performance MeasuresI. County capital fundingII. County operating fundsIII. Foundation scholarship fundingIV. Foundation unrestricted fundingV. Grant fundingVI. Employee surveyVII. Donor survey

Initiatives1. Collaborate with community and educational partners

to leverage college resources, services and programs2. Offer cultural enrichment events for the community3. Ensure that grant contractual obligations are met

Community Services focuses on how well the College is meeting its contractual and other commitments to support the community. The College has fiduciary and operational responsibility for a number of federal and state grants. Community Services include Child Care Resource & Referral, Retired Senior and Volunteer Programs (RSVP), Educational Talent Search, NCWorks Career Center, general interest classes for personal enrichment to the community, SCC Child Development Center, Wyche Art Gallery and Richard F. Burkhardt Performing Arts Series.

Performance MeasuresI. Impact on students from partnering

with community servicesII. Number of and participation in

cultural enrichment eventsIII. Grant contractual requirements are

met

Strategic Performance AreaCOMMUNITY SERVICES


STRATEGIC DRIVERS

Strategic Driver Description Impact

Advising We must effectively advise our students so that they can achieve their goals. We help students identify their career and educational goals early, place them on a pathway that leads directly to their goals, and help them stay on the pathway to complete their program of study and reach their goals.

• Student Success• Workforce Development• Enrollment• Employee Performance

Collaboration This driver requires the college to work together internally towards the same goals. It is the foundation of the College’s motto: Succeeding Together. Collaboration will build better understanding, improved trust, and stronger relationships between employees to produce better results for our students and college.

• All Strategic Performance Areas

Customer Service

This driver requires the College to establish what premier customer service means as we deal with students who need help in entering college and dealing with a large and complex organization. Establishing and implementing a high level of customer service will establish the college as the place to go for students in Columbus County and our surrounding communities. In addition, internal customer service will improve the Colleges’ operational processes, build trust and collaboration between employees, and make SCC a more productive and enjoyable place to work.


Data-Informed Decision Making

We must use data to help us make decisions. We won’t ignore anecdotal evidence. Nor we will turn decision-making over to a pure analysis of data and let the data dictate what we do. We must work to determine which performance measure we are trying to affect, what the baseline performance is, and what the performance is after we implement our improvements.


Instructional Excellence

We must establish a rigorous system of faculty-driven expectations for what excellent teaching and learning means at SCC. Our goal will be to apply best–in-class methods for engaging students and improving their retention and application of the course material. Instructional excellence will ensure that students are receiving consistently rigorous and relevant instruction regardless of where or when they are receiving that instruction at SCC.

• Student Success• Workforce Development• Enrollment• Employee Performance• Facilities


Strategic Driver Description Impact

Innovation The College must be willing to experiment and try new ways of doing things. The willingness to be innovative is the foundation for being able to change and adapt to new demands from a changing environment. We must learn from our failures and must support each other as we change.


Pathways The College must establish effective pathways for students so that they can reach their goals without taking any courses that do not move them towards the credential they are pursuing. The College must support these pathways through consistent scheduling and resource allocation so that students understand the pathway, faculty can accurately advise students on their chosen pathway and that the pathway courses are available when needed.

• Student Success• Workforce Development• Enrollment• Employee Performance

Process Improvement

The College must improve its processes to effectively use its resources. We must ensure that our processes are streamlined to meet customer needs, whether students or employees, without requiring unnecessary, redundant or low value-added work. The College’s processes must consistently deliver the expected results for students, employees and the College.


Technology Technology is a critical tool for the College to use to impact each strategic performance area and to support the imple-mentation of the key strategic drivers. The College will provide the technological support for instructional excel-lence, student success, and premier customer service while ensuring the prudent expenditure of funds.


STRATEGIC DRIVERS(continued)

Thank you to the SCC Board of Trustees for their leadership in the development of this Strategic Plan.

Henry J. Edmund, ChairLake Waccamaw

Dr. Maudie Davis, Vice ChairTabor City

Theresa J. Blanks, SecretaryLake Waccamaw

Spruell R. BrittFair Bluff

Mark CartretWhiteville

Robert L. EzzellWhiteville

Harry W. FoleyLake Waccamaw

Jack HooksWhiteville

Joe HooksWhiteville

Brenden JonesTabor City

Charles LytleWhiteville

Terray SuggsWhiteville

Southeastern Community College4564 Old Chadbourn Hwy, PO Box 151, Whiteville, NC 28472

(910) 642-7141 • sccnc.edu

Documents

College MISSION Cultural Enrichment Economic Development