PGCC Strategic Plan
Strategic Goals and Objectives - Fiscal Years 2006 to 2010
I. Lifelong Success for All Students
II. Academic and Career Pathways through Collaborations
III. Technological Investment in People and Solutions
IV. An Institutional Culture That Embraces Learning Centeredness
V. An Enhanced Total Work Environment
VI. An Enhanced Physical Environment
VII. Increased Sources of Revenue
I. Lifelong Success for All Students
Prince George's Community College will empower students for lifelong success by fostering student engagement in a learning-centered environment that inspires academic excellence, encourages professionalism and leadership development, and prepares students for transition to senior colleges, universities and/or the workplace.
Objective I.a: Increase student educational goal attainment.
Institutional Critical Steps
I.a.(1) Assess all learning programs.
I.a.(2) Align credit and noncredit programs that support career development and lifelong learning.
I.a.(3) Design and implement a set of college-wide performance indicators to measure students’ academic process.
I.a.(4) Link course assessment and general education assessment more closely to student success.
I.a.(5) Develop a broad array of student engagement opportunities to foster academic excellence, professionalism, leadership, and lifelong learning.
I.a.(6) Implement a degree audit system for tracking student progress toward degrees at 15, 30, and 45 credit intervals.
Performance Indicators
o Student attainment of educational goals
o Student graduation rates
o Career student job placement rates
o Percentage of students participating in engagement activities
Objective I.b: Improve student academic outcomes.
Institutional Critical Steps
I.b.(1) Ensure that oral and written communication, abstract reasoning, and critical thinking are outcomes for all courses throughout the curricula.
I.b.(2) Develop and implement a process for integrative assessment of student learning.
I.b.(3) Develop and implement a plan to improve the effectiveness of course prerequisites.
Performance Indicators
o Student performance on Academic Profile assessment
o Course pass rates
o Percentage of course syllabi that include communication, abstract reasoning, and critical thinking as outcomes for credit courses
Objective I.c: Improve student utilization and satisfaction with academic support and student services.
Institutional Critical Steps
I.c.(1) Modify service delivery patterns to respond to comprehensive student and faculty needs across sites, instructional modalities, and times of the day.
I.c.(2) Improve customer service in all areas of the college in line with the learning-centered philosophy.
I.c.(3) Improve student awareness and use of student support services.
Performance Indicators
o Student satisfaction with academic and support services
o Student satisfaction with course schedule and delivery options
o Student awareness of student support services
o Number of students who use student support services
o Number of programs reviewed within the last 2 years
o Number of services that have been reviewed and appropriately modified
Objective I.d: Improve retention of students.
Institutional Critical Steps
I.d.(1) Develop and implement a comprehensive, data-driven student retention plan that includes discipline-specific retention activities and faculty mentoring.
I.d.(2) Develop and implement an action plan for “at-risk” students to provide appropriate supports for those students.
I.d.(3) Expand student participation in the Collegian Centers, Honors program, and Phi Theta Kappa.
Performance Indicators
o Second year retention rate of first-time, full-time freshmen
o Second year retention rate of first-time, part-time freshmen
o Number of students in Honors program
o Number of students in Phi Theta Kappa
o Number of participants in the Collegian Centers
o Number of disciplines with targeted retention activities
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II. Academic and Career Pathways through Collaborations
Prince George's Community College will collaborate with organizations to identify and meet the educational needs of the community and the business world. It will collaborate with the county school system and four-year colleges and universities to build seamless transitions that ensure lifelong student success.
Objective II.a: Increase student transfer to 4-year colleges and universities.
Institutional Critical Steps
II.a.(1) Increase the number of articulation agreements with four-year institutions by 50 percent.
II.a.(2) Establish disciplinary majors and mechanisms to track transfer and success with the majors.
II.a.(3) Establish partnerships and disciplinary collaborations with four-year colleges and universities.
II.a.(4) Develop and implement a plan to increase the transfer rates of students for whom this is a goal.
Performance Indicators
o Student transfer rates to 4-year colleges and universities
o Number of articulation agreements with 4-year institutions
o Percentage of students that transfer to articulated institutions
o Success of students two years after transfer
Objective II.b: Expand collaborative efforts with Prince George's County Public Schools to increase college readiness for students.
Institutional Critical Steps
II.b.(1) Increase the number of college readiness programs in partnership with the Prince George’s Public School System.
II.b.(2) Pursue programs that support the basic skills needs of the county (i.e., GED, school-to-work, basic skills training, English language proficiency).
II.b.(3) Develop programs for working with middle school and high school counselors to provide information to students and parents about Prince George's Community College programs.
II.b.(4) Assess the effectiveness and impact of refresher courses for developmental programs.
II.b.(5) Establish an ongoing dialogue between college faculty and PGCPS teachers within the disciplines.
II.b.(6) Build articulated linkages between PGCPS career academies and PGCC career, technical and occupations programs.
Performance Indicators
o Number of high school students participating in readiness programs
o Number of students participating in developmental refresher courses (i.e., math, reading, English)
o Number of Tech Prep and other partnership programs with PGCPS
o Percentage of PGCPS system graduates who succeed in first year of credit courses at the college
Objective II.c: Increase enrollments in credit and noncredit programs.
Institutional Critical Steps
II.c.(1) Develop a consistent, unified marketing plan that supports academic, workforce development, and continuing education programs.
II.c. (2) Develop and implement a strategic college-wide distance learning plan for credit and noncredit as part of the college’s Enrollment Management Plan.
Performance Indicators
o Fiscal year unduplicated headcount in credit programs
o Fiscal year unduplicated headcount in noncredit programs
o Market share of county high school graduates in college
o Distance learning enrollments
Objective II.d: Develop innovative solutions to respond to business employee recruitment, training, and retention needs.
Institutional Critical Steps
II.d.(1) Identify career pathways that meet the staffing needs of businesses.
II.d.(2) Increase collaboration with local businesses, industry and governmental entities to develop a comprehensive program for economic and workforce development.
Performance Indicators
o Satisfaction of local businesses with the performance of college graduates
o Satisfaction of businesses with contract training
o Number of business collaborations across areas of the college
o Number of businesses paying tuition costs for classes and training
o Number of business leaders serving on college boards and committees
Objective II.e: Identify career pathways to meet the workforce needs of the community.
II.e.(1) Identify career pathways that are critical to the economic well-being of Prince George’s County.
II.e.(2) Develop a comprehensive plan for meeting the education and training needs of the community.
o Community satisfaction with college programs
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III. Technological Investment in People and Solutions
Prince George's Community College will make cost-effective investments in the technological development of its students and employees and will acquire emerging, proven technologies to meet institutional needs and support a learning-centered college.
Objective III.a: Streamline college-wide business processes.
Institutional Critical Steps
III.a.(1) Implement an Enterprise Resource Planning system.
III.a.(2) Upgrade the network infrastructure.
III.a.(3) Ensure accessibility of appropriate institutional data (i.e., student, financial, payroll, human resources) for use by members of the college community.
III.a.(4) Standardize paper processes throughout the college.
Performance Indicators
o Percent of paper processes converted to technology-based
o Conversion of data-fields from legacy to ERP for student, financial, and human resources databases
o Student and employee satisfaction with accessibility of institutional data
o Percent increase in bandwidth of LAN and WAN.
Objective III.b: Improve security of data, systems, and network privacy.
Institutional Critical Steps
III.b.(1) Implement a set of computer usage standards, policies and procedures.
III.b.(2) Develop a process for auditing the computer usage standards on a regular basis.
III.b.(3) Invest in technology to improve the physical security of the campus.
III.b.(4) Implement a system of identifying students that eliminates the use of social security numbers.
Performance Indicators
o Number of security breaches in technological infrastructure
o Employee and student perception of improved physical safety
Objective III.c: Improve technology systems support structure.
Institutional Critical Steps
III.c.(1) Acquire the human resources to effectively manage the expanding use of technology.
III.c.(2) Implement regular and up-to-date computer refresh processes for the total college environment.
III.c.(3) Improve the effectiveness of user support services for all areas of the college.
Performance Indicators
o Ratio of technology support staff to systems served
o User satisfaction with system support services
o Percent of desktops refreshed within the last two years
o Number of operational hours of technology help desk and tech support services
o Number of resolved problems initiated through the technology help desk
Objective III.d: Maintain, upgrade and expand technology resources to support academic and administrative systems.
Institutional Critical Steps
III.d.(1) Upgrade and expand the college’s Web presence and services and make the Web site more functional and effective for students and the community.
III.d.(2) Enable web-based, just-in-time (real-time) student access to relevant, personal college-related information.
III.d.(3) Acquire and deploy specified software services (e.g., one-card, portal, student email, pay for print, cyber café, online degree audit, online tutoring, and advising) and provide training for their use.
III.d.(4) Update the college’s strategic technology plan.
Performance Indicators
o Number of external hits to Web site
o Number of error messages recorded from college’s web site
o Student and employee satisfaction with software services and training
o Number of online degrees awarded
o Percent of students and employees with standard college email and network logins
Objective III.e: Upgrade the technology skills of all students and employees of the college.
Institutional Critical Steps
III.e.(1) Develop a procedure to identify the priority needs for technology training.
III.e.(2) Provide ongoing training to students and employees to use software applications and equipment.
III.e.(3) Expand programs to assist faculty in acquiring the skills needed to incorporate technology into their teaching.
Performance Indicators
o Student and employee satisfaction with level of preparedness to use technology
o Percent of employees participating in training on basic institutional software
o Number of technology-based workshops provided to employees
o Number of staff and faculty attending technology workshops
o Number of faculty receiving technology support through the Technology Resource and Distance Learning Centers
o Number of online courses that meet quality assurance standards
Objective III.f: Develop and expand technology in classrooms, laboratories, and services.
Institutional Critical Steps
III.f.(1) Expand the integration of technology into the college’s program offerings and provide every classroom with resident multimedia and internet capability.
III.f.(2) Provide student support services with appropriate technology to enhance the student learning experience.
III.f.(3) Expand the pervasive use of web-based and/or electronic course management tools in all applicable credit and noncredit courses.
Performance Indicators
o Percent of classrooms with a minimum of resident PC, LCD projector and internet connectivity
o Number of mobile technology equipment deliveries to classrooms
o Percent of classrooms with technological capability
o Number of technologically enhanced labs available for student use
o Number of computers available for student use
o Number of technologically enhanced support services
o Enrollment in online classes
o Number of online courses (sections)
o Number of non-online courses ( sections) using the college’s course management system
o Number of instructional software applications used by students
o Number of students using open computer lab services
o Number of faculty that actively use the college’s course management system
o Number of new or renovated computer-enabled classrooms
o Increase in campus areas that provide wireless access to the internet
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IV. An Institutional Culture That Embraces Learning Centeredness
Prince George's Community College will adopt an institutional culture that is learning centered; a system of collegial governance; and data-driven, decision-making systems.
Objective IV.a: Create an institutional culture that is focused on learning.
Institutional Critical Steps
IV.a.(1) Educate the college community on the processes and practices related to the learning-centered philosophy.
IV.a.(2) Identify and adopt a set of principles across all areas of the college that is in line with our institutional commitment to learning-centeredness.
IV.a.(3) Define and adequately communicate the institutional measures that are related to learning-centeredness.
Performance Indicators
o Employee familiarity with common definition of learning-centeredness
o Consistency of academic and non-academic department/division mission statements to college’s mission, vision, values
o Student familiarity with the code of academic integrity
o Employee familiarity of college academic standards
Objective IV.b: Become a learning-centered institution.
Institutional Critical Steps
IV.b.(1) Establish a single institutional assessment plan that includes clear guidelines for linking assessment of results to mission, goals and objectives in order to measure college accountability and improvement.
IV.b.(2) Develop a process of quality improvement to identify the essential components of the programs that support learning-centeredness.
Performance Indicators
o Percent of key strategic indicators that surpass benchmarks and/or national/peer standards
o Percentage of administrative and academic departments that have gone through a self-study process within the last two years
Objective IV.c: Enhance the governance system and leadership structure of the college.
Institutional Critical Steps
IV.c.(1) Create a mechanism to track students’ and employees’ recommendations from conception through adoption or rejection.
IV.c.(2) Enhance regular and effective internal communications.
IV.c.(3) Establish a collaborative governance system that is efficient and productive within the learning-centered paradigm.
Performance Indicators
o Employee satisfaction with governance system
o Employee satisfaction with internal communication
o Employee satisfaction with opportunities to share voice in governance
o Employee satisfaction with representation on recommending bodies
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V. An Enhanced Total Work Environment
Prince George's Community College will build the human resources capacity to effectively deliver institutional objectives and create a work environment that is flexible and responsive, and supports employee and organizational growth.
Objective V.a: Increase the number and diversity of qualified employees.
Institutional Critical Steps:
V.a.(1) Establish and implement a comprehensive human resources strategic plan that includes succession planning and a commitment to diversity.
V.a.(2) Increase diversity among college employees.
V.a.(3) Reduce the amount of time required to recruit, interview, and hire new employees in order to create a more flexible and responsive work environment.
V.a.(4) Develop a process to identify new training needs for staff in each unit.
Performance Indicators
o Average time required to recruit and hire new employees
o Number of positions left vacant for over six months
o Percent of minorities and women in staff, faculty, and administrative ranks
o Manager satisfaction with knowledge and skills of employees
Objective V.b: Ensure that salaries and benefits are competitive.
Institutional Critical Steps
V.b.(1) Evaluate compensation and benefits for all positions on a three-year, cyclical basis.
V.b.(2) Implement a plan to provide competitive salaries and benefits for all positions across all organizational levels.
Performance Indicators
o Consistency of salaries with regional and state averages
o Employee satisfaction with fringe benefits
o Percentage of positions for which compensation and benefits have been evaluated within the last 3 years
Objective V.c: Increase staff utilization of and satisfaction with professional development and training.
Institutional Critical Steps:
V.c.(1) Develop and implement a professional development plan that will enhance supervisory skills and increase oral and written communication, discipline specific knowledge, and technical literacy so all employees can realize their full potential for advancement.
Performance Indicators
o Employee satisfaction with professional development
o Employee satisfaction with opportunities for advancement
o Employee satisfaction with safety and security of campus
o Employee satisfaction with work environment and ergonomics
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VI. An Enhanced Physical Environment
Prince George’s Community College will develop and implement capital projects that respond to the learning-centered environment, improve the physical facilities, and increase the physical safety of the college.
Objective VI.a: Complete major renovation projects.
Institutional Critical Steps:
VI.a.(1) Complete renovation of Bladen Hall Student Services.
VI.a.(2) Complete renovation of Accokeek Hall Library Building.
Performance Indicators
o Progress on completion of Bladen Hall renovation
o Progress on completion of Accokeek Hall renovation
Objective VI.b: Increase the physical safety of the college.
Institutional Critical Steps:
VI.b.(1) Develop and implement a plan to improve campus safety for students and employees.
Performance Indicators
o Student and employee satisfaction with the levels of order, safety and security on campus.
o Student and employee satisfaction with the quality of police services and accessibility to safety, security and crime prevention information.
o Decreased number of on-campus injuries and vehicular accidents.
o Decreased number of reported criminal offenses and arrests.
Objective VI.c: Develop new capital improvement projects.
Institutional Critical Steps:
VI.c.(1) Annually develop and revise the college’s five-year capital improvement program.
VI.c.(2) Develop and implement an approach to effectively fund capital improvement projects.
VI.c.(3) Complete construction of the High Technology Center.
VI.c.(4) Complete construction of the Center for Health Studies.
Performance Indicators
o Progress on High Technology Center
o Progress on Center for Health Studies
o Successful funding of capital improvement initiatives per year
o Employee awareness of capital improvement projects
Objective VI.d: Improve physical facilities, furnishings and equipment, and signage.
Institutional Critical Steps:
VI.d.(1) Process and evaluate requests for college improvements and major repairs within applicable construction and safety codes.
VI.d.(2) Develop and implement a process for improving college signage.
Performance Indicators
o Percent of requests for improvements processed and completed per fiscal year
o Student and employee satisfaction with physical facilities
o Progress on development of process for improving college signage
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VII. Increased Sources of Revenue
Prince George's Community College will fund its long-term strategic priorities by increasing revenue from public and private sources.
Objective VII.a: Increase public sources of financial support for the college.
Institutional Critical Steps:
VII.a.(1) Educate the electorate, businesses and community on the importance of the college to the economic well-being and quality of life for citizens of Prince George’s county through education, workforce development, and cultural enhancement.
VII.a.(2) Foster and nurture relationships with elected officials and those who influence elected officials (i.e. Home Owners Associations, parents, business leaders, community groups, student groups, alumni).
VII.a.(3) Increase the funds received from external grants.
Performance Indicators
o Percent and dollar amount of budget from state
o Percent and dollar amount of budget from county
o Dollar amount of grants awarded
Objective VII.b: Increase private sources of financial support for the college.
Institutional Critical Steps:
VII.b.(1) Increase contributions to the annual fund and capital campaigns.
VII.b.(2) Increase grants received from private foundations.
Performance Indicators
o Dollar amount in private annual giving
o Dollar amount in the Prince George's Community College Foundation
o Dollar amount awarded from private foundations
Objective VII.c: Expand the number of programs and services offered to businesses for a fee.
Institutional Critical Steps:
VII.c.(1) Deliver innovative degree programs and instructional formats through contract training.
VII.c.(2) Develop and deliver new revenue-generating programs for credit and noncredit.
Performance Indicators
o Dollars generated through contract training
o Dollar amount generated from new credit programs offered
o Dollar amount generated from new noncredit programs offered
Objective VII.d: Increase institutional efficiency.
Institutional Critical Steps:
VII.d.(1) Revisit operational budget process to include innovative budget allocation techniques.
VII.d.(2) Assess cost centers for efficiency and adequacy of funding.
VII.d.(3) Align the annual operational budget with institutional goals and objectives.
Performance Indicators
o Dollar amount of cost-savings accrued each fiscal year
o Dollar amount of operational requests funded each fiscal year
o Dollar amount associated with cost containment
o Direct costs of programs as a percentage of overall costs
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