2015-2020 Strategic Plan | Allegany College of Maryland · 2020-01-23 · In addition, an...

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TABLE OF CONTENTS

Message from the President ..................................................................................................................................3

Board of Trustees ....................................................................................................................................................4

Vision, Mission, Values, Guiding Principles ......................................................................................................5

Planning Process ....................................................................................................................................................7

2015 2020 Strategic Priorities ............................................................................................................................10

• Student Success and Access

• Organizational Development and Support

• Community

• Resource Management

• Planning and Assessment

2015 2020 Strategic Planning Council................................................................................................................17

Accomplishments—2009 2014 Strategic Plan ..................................................................................................18

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MESSAGE FROM THE PRESIDENT Allegany College of Maryland’s 2015 2020 Strategic Plan sets the direction needed to meet the education and training needs of our region’s community for the next five years. The landscape of higher education is changing rapidly and like all community colleges, ACM faces difficult and complex challenges. By thinking boldly, challenging the status quo, and advancing new and innovative solutions, we will help our students achieve success in a fast paced and ever changing world.

The 2015 2020 Strategic Plan is the product of open dialogue and collaboration among our faculty, staff, students and community supporters. The 17 member Strategic Planning Council, made up of faculty and staff from across the College, collected, analyzed, synthesized, envisioned, and wrote the new Strategic Plan. The result is a plan that defines five strategic priorities that will:

1) increase student success and access 2) enhance organizational development and

support 3) expand community collaboration 4) strengthen resource management 5) improve student learning, student success

and institutional effectiveness through planning and assessment

Each priority has stated goals tied to ACM’s mission based guiding principles. All individual units throughout the College have established measureable actions and performance measures aligned with the strategic priorities and goals.

We have developed a five year implementation and planning cycle to demonstrate and ensure that Allegany College of Maryland is committed to continuous assessment, improvement, and planning to maximize the full potential of the College. Because so many contributed to the development and implementation of the plan, I am confident that we can achieve the ultimate goal of strategic planning: aligning our resources with our priorities so that we can continue to fulfill our Mission.

This written document is only the first step in an ongoing process, one that must be sustained with appropriate infrastructure and careful oversight. Guided by the five priorities, the 2015 2020 Strategic Plan will serve as our roadmap for the future and contributions from all employees will be critical to the success of the plan.

I thank everyone who contributed their time, energy, and ideas toward the creation of this plan. This is an exciting time for all of us and with your help, we will find ways to sustain and improve all that Allegany College of Maryland has to offer the citizens of our region. Together, we will succeed!

Dr. Cynthia Bambara President


BOARD OF TRUSTEES

Kim B. Leonard, Chair

Jane A. Belt, Vice Chair

Joyce K. Lapp

John J. McMullen, Jr.

James J. Ortiz

James R. Pyles

Barry P. Ronan

BRIEF OVERVIEW OF OUR COLLEGE Allegany College of Maryland, a community college with a regional focus, meets wide ranging needs in the communities it serves through credit program offerings in career and transfer areas and courses and training programs in continuing education.

In addition to its Cumberland campus, the college operates campuses in Bedford and Somerset counties in Pennsylvania, the School of Hospitality Management and Culinary Arts in downtown Cumberland and offers academic programs at the Bedford County Technical Center and a nursing education site in Garrett County.

Career Programs – Nearly 60 associate degree, certificate and letter of recognition programs in career areas, notably allied health care, computer science and other technology based fields.

Transfer Programs – Three dozen associate degrees in transfer areas that include business, education, the arts and sciences and pre professional.

Continuing Education – Wide variety of courses and training programs, including employer customized training, for business and industry, health and human services, the professions and trades, and the community at large.

VISION We will be the college of choice that transforms lives, strengthens communities, and makes learners the center of everything we do.

MISSION Allegany College of Maryland is a lifelong learning community dedicated to excellence in education and responsive to the changing needs of the communities we serve. Our focus is the preparation of individuals in mind, body, and spirit for lives of fulfillment, leadership, and service in a diverse and global society. We are committed to engaging students in rich and challenging learning opportunities within a small college atmosphere that is known for its personal touch.

VALUES Quality—We improve through assessment.

Integrity—We promote honesty and trust.

Respect—We foster dignity and worth.

Opportunity—We provide innovative choices.

Wellness—We promote healthy lifestyles.


MISSION-BASED GUIDING PRINCIPLES

1. To provide convenient geographical access to post secondary education to people within the service region of the College.

2. To provide financial access to a college education by assuring reasonable tuition rates, comprehensive financial assistance, and college scholarship opportunities.

3. To provide quality education and services, in a safe and comfortable environment, at a reasonable cost.

4. To support an environment that promotes quality teaching and learning.

5. To promote a college that enhances lives and the community through education and service.

6. To instill in our students a philosophy of life long learning.

7. To foster a pro learning campus environment that embraces the values of Allegany College of Maryland.

8. To develop the technical competence, knowledge and other essential skills that prepare students for direct entry into the workforce, for career change and advancement, or for transfer to another college or university.

9. To continually assess our programs and services in order to promote and encourage continuous improvement.

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THE PLANNING PROCESS

Allegany College of Maryland began a new five year strategic planning cycle in 2014 that will guide the efforts of the College from 2015 to 2020. The cycle started with the collection of information from students, employees, local business people and other community members.

Planning Timeline January 2014 - March 2014 The President established a task force to review the current Vision, Mission and Values of the College. Questions were included in open forums and on electronic surveys seeking responses from faculty, staff, students, Trustees and other members of the community.

A SWOT (Strengths, Weaknesses, Opportunities, Threats) assessment was conducted through a total of 19 open forums held across the three campus locations for students, faculty and staff. In addition, an electronic SWOT survey was distributed to the campus community to gain additional input. The SWOT assessment was also conducted with members of the Board of Trustees and members of the ACM, Bedford and Somerset Foundation and advisory boards.

May 2014 The President convened the task force to review the feedback from the open forums, survey

results, and Trustee and Foundation meetings. The task force determined that the mission statement and values remained relevant; however, the vision statement required updating.

June 2014 - May 2015 The strategic planning process paused during this time so that any requirements, recommendations or suggestions of the Middle States Commission on Higher Education (MSCHE) Self study could be incorporated into the plan. However, data continued to be collected through the Strategic Enrollment Management Planning process and were added to the SWOT assessment data. In addition, requirements, recommendations or suggestions from the MSCHE team visit were included in the environmental scanning process (see page 8).

Implementation Timeline June 2015 The annual assessment of the final year of the current Strategic Plan was conducted and an executive summary of the five year plan was provided to the Board of Trustees and the College community.

A community survey was distributed electronically through area Chamber of Commerce newsletters and media outlets to


further advance the SWOT assessment information for the new Strategic Plan.

The President formed a 17 member Strategic Planning Council of faculty and staff from across the College. The purpose of the Council is to facilitate the strategic planning process and serve as the primary body responsible for evaluating the assessment of the plan and forming the future direction of the College.

Environmental Scanning (SWOT Analysis) During the planning process, an internal and external analysis of the College was completed using feedback collected from faculty, staff, students, administrators and the community. Stakeholders were asked to identify the College’s strengths, weaknesses, opportunities and threats to assist in identifying the strategic priorities for the next five years. All data was compiled into the SWOT analysis for the Strategic Planning Team to review.

• Internal Analysis Input from faculty, staff, students and administrators is essential to the College’s planning process. Between January and March 2014, a total of 19 open forums were held at the three campuses. Assessment results from student surveys such as the SENSE, CCSSE, Graduate Follow up Survey, the Enrollment Management Survey, the annual Employee Survey, and Educational Advisory Board studies as well as enrollment trends, financial reports and other internal data influenced the planning process.

• External Analysis The Board of Trustees, College foundations, and advisory committees as well as the citizens at large were surveyed electronically for input into the SWOT analysis. Stakeholders were asked to

identify strengths, weaknesses and potential opportunities and threats the College faces in the next several years. The 2015 report of requirements, recommendations and suggestions from the MSCHE influenced the planning process as well as requirements of the Maryland Higher Education Commission and other external compliance bodies. Reports from the Education Advisory Board were used to review the region’s employment needs. National and state trends in community colleges also helped to shape the 2015 2020 Strategic Plan.

July 2015 The President convened the Strategic Planning Council on July 6 for an overview of the process. A two day retreat was held July 14 and 15 to develop the new vision statement and a new Strategic Plan. During the retreat, the College vision statement was revised. The Council reviewed the SWOT analysis constructed from all available data and through a SWOT matrix developed possible strategies from each of the matrices. Through this analysis, five broad institutional priorities were established. After the priorities were established, the potential strategies were matched to the themes and further refined into goals for each priority. On July 20, the draft documents of the vision statement and the Strategic Plan were shared with the Board of Trustees for further input.

August 2015 The Strategic Planning Council met on August 6 to incorporate input from the Board of Trustees and to create a final draft of the vision statement, the institutional priorities and supporting goals to share with the College community. On August 20, following the All College Meeting, Strategic Planning Council members facilitated ten separate forums for employees to provide feedback on the draft vision statement,

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institutional priorities and supporting goals. On August 26, the Council met to incorporate the feedback from the College community into the document.

September 2015 Programs and departments developed goals and action plans with assessment measures, benchmarks, and budget implications to advance the strategic priorities.

October 2015 - December 2015 Five Strategic Priority Teams were created (one for each strategic priority) to review program and department goals and action plans as they relate to the Strategic Plan and to conduct a gap analysis. The Teams developed additional strategic goals and action plans with means of assessment, benchmarks, and budget implications to advance the strategic priorities.

The Board of Trustees gave final approval of the 2015 2020 Strategic Plan at their October meeting.

Resources needed to implement action plans were incorporated into departmental budget requests during the annual budgeting cycle.

Action plans developed by institutional units, academic programs and the Strategic Priority Teams were implemented.

January 2016 - July 2020 By January of 2016, all programs and departments throughout the College will assess their goals and action plans and revise them according to assessment results. Each will provide a progress update for review by the Strategic Planning Council, and a mid year report will be provided to the Board of Trustees. In the spring of 2016 and every year thereafter, the Strategic Priority Team leaders will provide progress updates to the planning council. The planning council will assess the action plans effectiveness in achieving the strategic priorities. If needed, other action plans will be developed. Action plans will continue to be created, assessed and reviewed in order to ensure that the strategic priorities are being addressed, and that the Strategic Plan is forwarding the vision and mission or the College. In the fall of each year, resources required for the implementation of action plans will be included in departmental budget requests. Upon recommendation of the Budget Committee, the President’s Staff will allocate resources based on need and the relative importance of the request in supporting the College’s strategic priorities.


201 -2020 STRATEGIC PRIORITIES

Institutional Priority One - Student Success and Access Allegany College of Maryland develops and delivers quality academic offerings, services and activities that are accessible, affordable and flexible to help students achieve their goals.

Strategic Goals 2015-2020 1. Foster a learner centered culture throughout

the College.

2. Optimize enrollment.

3. Identify and diminish barriers that impede student success.

4. Maximize financial opportunities and resources for students to attend ACM.

5. Increase employability of graduates within today’s regional and global economy.

6. Enhance quality instruction, academic support and student services for all delivery methods.

Institutional Priority Two - Organizational Development and Support Allegany College of Maryland enhances the learning and working environment by valuing, supporting and recognizing a diverse and highly qualified faculty and staff.

Strategic Goals 2015-2020 1. Promote positive employee engagement,

wellness and work life balance.

2. Invest in hiring and retaining a diverse and highly qualified faculty and staff.

3. Expand and promote professional development opportunities.

4. Support and promote shared governance that includes open and timely decision making, effective communication and accountability.

5. Increase the cultural competency within the College community.

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Institutional Priority Three - ommunity Allegany College of Maryland leads and collaborates with business, educational, non profit and governmental agencies to enhance student opportunities and contribute to workforce development for the region and the global economy.

Strategic Goals 2015-2020 1. Expand educational, governmental and

community partnerships that strengthen educational solutions for local economic and social issues.

2. Support service and civic engagement of students, faculty and staff.

3. Collaborate with ACM affiliated foundations to enhance community relations and institutional advancement.

Institutional Priority Four - Resource Management Allegany College of Maryland prudently applies resources to enhance teaching, learning and working.

Strategic Goals 2015-2020 1. Identify and acquire new resources for the

College.

2. Proactively plan for the infrastructure needs of the College.

3. Utilize data to align resource allocation with institutional plans.

4. Identify and incorporate strategies that will improve institutional efficiencies.

5. Implement a systematic review process to ensure that the College maintains compliance with relevant regulations.

Institutional Priority Five - Planning and Assessment Allegany College of Maryland integrates planning and assessment of programs, services, and resources to continuously improve student learning, student success and institutional effectiveness.

Strategic Goals 2015-2020 1. Expand the strategic planning process to

ensure systematic and sustainable planning, using student learning assessment and institutional effectiveness data.

2. Develop and maintain the institutional effectiveness plan which includes an organized and sustainable assessment process that details the procedures, timelines, links to budgeting, and analysis and incorporates program and administrative unit reviews.

3. Complete the assessment cycle of student learning outcomes following the guidelines of the Academic Assessment Plan and ensure the information collected is analyzed and used for decision making, resource allocation and initiative development.

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The graphic above has been developed as a visual representation of the Institutional Strategic Planning process. As depicted in the design, the Strategic Plan is the focal point of the College’s planning process as part of our ongoing effort and commitment to continuous assessment for the institution.

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FIVE-YEAR IMPLEMENTATION AND PLANNING CYCLE TIMEFRAME ACTION

YEAR ONE

RESPONSIBLE PERSON(S)

June 2015 Conduct annual assessment of the current Strategic Plan year five implementation

President Vice Presidents

June September 2015 Write final 2015 2020 Strategic Plan document incorporating assessment results

Develop an on going implementation and planning process

Develop a rollout plan for Year One of the new Strategic Plan

President Vice Presidents Planning Council

July 2015 Five Year summary report of the 2009 2014 Strategic Plan to Board of Trustees and ACM Community

President Associate Dean of Institutional Effectiveness, Research and Planning

September 2015 June 2016 Implementation of Strategic Priorites College Community

October 2015 Present the 2015 2020 Strategic Plan to Board of Trustees


February 2016 Progress Report (covering July December) to Board of Trustees

President Strategic Priority Team Leads

July August 2016 Conduct annual assessment of the implementation through unit data; adjust plan as necessary

President Planning Council Strategic Priority Team Leads

August 2016 Progress report to Board of Trustees (covering January June)


August 2016 Annual report to Board of Trustees and ACM community—Results of the first year’s implementation and a rollout plan for year two


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TIMEFRAME ACTION

YEAR TWO


July 2016 June 2017 Implementation of Strategic Priorites College Community

February 2017 Progress report to Board of Trustees (covering July December)


July August 2017 Conduct annual assessment of the implementation; adjust plan as necessary




August 2017 Annual report to Board of Trustees and ACM community—Results of the third year’s implementation and a rollout plan for year three

YEAR THREE









August 2018 Annual report to Board of Trustees and ACM community—Results of the fourth year’s implementation and a rollout plan for year four


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TIMEFRAME ACTION

YEAR FOUR



September December 2018 Comprehensive review of Vision, Mission, Values and Guiding Principles

President Planning Council







August 2019 Annual report to Board of Trustees and ACM community—Results of the final year’s implementation and a rollout plan for year five

YEAR FIVE



September 2019 April 2020 Develop a new Strategic Plan 2020 2025 President Planning Council



April 2020 Open comment period for 2020 2025 Strategic Plan


July August 2020 Write final 2020 2025 Strategic Plan document incorporating assessment results

Conduct annual assessment of the current Strategic Plan’s implementation

Develop a rollout plan for Year One of the new Strategic Plan




August 2020 Five Year summary report to Board of Trustees and ACM community

Present a new Strategic Plan 2020 2025 to Board of Trustees


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201 -2020 STRATEGIC PLAN PRIMARY TRACKING MEASURES STRATEGIC PRIORITY DESCRIPTION SOURCE

1. SP1 Four Year Graduation Rate PAR* 2. SP1 Four Year Transfer Rate PAR

3. SP1 Fall to Fall Retention Rate PAR

4. SP1 Fall to Spring Retention Rate IR

5. SP1 Annual credit and non credit unduplicated enrollment PAR

6. SP1 Fall Early College enrollment PAR

7. SP1 Market share of Allegany County first time, full time freshman PAR

8. SP1 Student Satisfaction with ACM experience CCSSE**, SENSE*** 9. SP1 Student Satisfaction with services CCSSE

10. SP1 Annual number of scholarship recipients Advancement 11. SP1 Total scholarships awarded Advancement 12. SP2 Money spent on professional development Finance

13. SP2 Percent of employees participating in professional development HR

14. SP2 Average student satisfaction with instruction Course evaluations

15. SP2 Employee satisfaction with College support for professional development

Employee Survey****

16. SP2 Employee satisfaction with communication Employee Survey

17. SP2 Employee perception of morale Employee Survey

18. SP Number of companies served through customized trainings Continuing Education

19. SP Total amount of private giving to ACM foundations Advancement 20. SP4 Percent revenue per source Advancement/

Finance

21. SP4 Months cash on hand Finance

22. SP4 Percent of expenditures by function Finance

23. SP5 Compliance with MSCHE Accreditation Liaison Officer

24. SP5 Percent of administrative units successfully completing assessment cycle

Assessment Office

25. SP5 Percent of academic programs successfully completing the assessment cycle

Assessment Office

Notations: * Performance Accountability Report (PAR) **** Annual Employee Satisfaction Survey ** Community College Survey of Student Engagement (CCSSE) **** Great Colleges to Work For Survey *** Survey of Entering New Student Engagement (SENSE)

Expanded definitions of measures are available from the Office of Institutional Assessment, Research and Planning.

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STRATEGIC PLANNING COUNCIL

Dr. Cynthia Bambara, President

Ms. Autumn Becker, Professional Support Staff Association Chair

Mr. Wayne Blue, Executive Director of Workforce Development and Training for PA Campuses

Dr. Connie Clifton, Dean of Enrollment, Academic and Student Services

Dr. Renee Conner, Dean of Student and Legal Affairs

Ms. Breann D’Atri, Professional Support Staff Association Vice Chair

Mr. David DeWitt, Vice President of Finance and Administration

Ms. Joanna Duvall, Associate Support Staff Association Vice Chair

Mr. Scott Harrah, Associate Dean of Institutional Effectiveness, Planning and Research

Dr. Kurt Hoffman, Interim Senior Vice President of Instructional and Student Affairs

Mr. David Jones, Vice President of Advancement and Community Relations

Mr. Jeff Kirk, Dean of Continuing Education and Workforce Development

Ms. Kim Mouse, Associate Support Staff Chair

Ms. Leah Pepple, Director of PA Advancement and Community Relations

Dr. Bill Rocks, Faculty Senate Chair

Ms. Stacey Rohrbaugh, Faculty Senate Vice Chair

Dr. Barb Zuchelli, Dean of Early College and PA Curriculum Development

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2009-2014 STRATEGIC PLAN ACCOMPLISHMENTS

Student Access and Success • Obtained a five year $1.9 M Title III grant to

improve academic advising. • Obtained first award of the TRIO Student

Support Services (Pathways) grant. • Online degrees and courses expanded each year

of the plan. • Scholarships expanded through the work of all

three foundations. • Established framework for the Allegany County

Opportunity Scholarship. • Established three new spaces for learner support

in the areas of reading, writing and math. • Designated as a Veteran Friendly Campus. • Launched online LPN to RN program. • Joined The Democracy Commitment infusing

civic learning into the College community. • Established the Enrollment Management

Committee. • Established the Completion Agenda Committee. • Established a Counseling Services Taskforce that

led to enhancements in mental health services. • Added new curriculum in advanced

manufacturing and cybersecurity.

Faculty and Staff • Established a five year salary plan. • Implemented an annual employee satisfaction

survey. • Piloted a shared governance model at the College. • Piloted and implemented a summer compressed

work week option.

Community • ACM’s 50th Anniversary was celebrated in a

year long series of events. • Economic Impact Study was completed. • Partnered with the Board of Education to bring

the transition program to ACM. • Established the IT Center for Excellence

through EARN grant funding.

Technology • ERP system implemented in all areas of the

College. • College wide phone systems were upgraded. • College web site was redesigned. • Launched social media platforms. • Completed distance learning upgrades.

Planning and Assessment • Obtained funding and completed renovation of

the Auto Tech/Physical Plant buildings. • Obtained funding and completed renovation of

Founders Hall at the Somerset Campus. • Doubled grant funding between 2009 and 2014

($1.6 to $3.3 M). • Established protocols and implemented a

system of student learning assessment.

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Cumberland Campus 12401 Willowbrook Road, SE • Cumberland, MD 21502-2596

301-784-5000

Bedford County Campus 18 North River Lane • Everett, PA 15537-1410

814-652-9528

Somerset County Campus 6022 Glades Pike, Suite 100 • Somerset, PA 15501-4300

814-445-9848

Bedford County Technical Center 195 Pennknoll Road • Everett, PA 15537-6946

814-623-2760

School of Hospitality Management and Culinary Arts The Culinaire Café Gateway Center

110-114 Baltimore Street • Cumberland, MD 21502-2302 301-784-5410

Allegany College of Maryland does not discriminate against any individual for reasons of race, ethnicity, color, sex, religion or creed, sexual orientation, gender identity or expression, national origin, age, genetic information, familial status, disability or veteran status in the admission and treatment of students, educational programs and activities, scholarship and loan programs, or to terms and conditions of employment, including but not limited to, hiring, placement, promotion, termination, layoff, recall, transfer, leave of absence, compensation and training. Allegany College of Maryland complies with applicable state and federal laws and regulations prohibiting discrimination and Maryland prohibits retaliation in any form against any person who reports discrimination or who participates in an investigation.

Allegany College of Maryland prohibits sexual misconduct and sex discrimination by or against all students, employees, and campus guests. If you have any questions or concerns or if you need to make a complaint, contact ACM’s Title IX Coordinator, Dr. Renee Conner in CC-152, by email at [email protected], or by phone at (301) 784-5206. For detailed information about policy, procedures, and prevention education, see www.allegany.edu titleIX.

https://www.allegany.edu/titleIX

mailto:[email protected]

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2015-2020 Strategic Plan | Allegany College of Maryland · 2020-01-23 · In addition, an...

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