5P2 Future opportunities
How do your leaders guide your institution in seeking future opportunities and building and sustaining a learning environment?
The college’s strategic plan determines institutional direction and in so doing incorporates the vision for the future. That vision creates the need to seek future opportunities that will sustain a quality learning environment for students in a rapidly changing and competitive market. The strategic plan and the vision statement provide direction and necessary flexibility so that the college can move quickly and respond with agility while sustaining a quality learning environment.
Community linkages and planning, work force and economic development, the Missouri Community College Association, business and industry advisory councils, program partners, the SFCC Foundation, and the Missouri legislative agenda are all considered when the college’s strategic plan is reviewed and updated. The current plan, effective through 2012, will be updated annually based on external stakeholders’ needs, environmental scanning processes (see Figure 1P2.1
developed by an AQIP improvement team) and unforeseen opportunities and challenges.
The updated strategic plan through 2012 provides an excellent example of how the college leadership makes adjustments to improve the learning environment. While strategic planning Goal 1 remains the same in terms of purpose, the strategies stated have changed to take advantage of new opportunities to expand online courses, programs and services. The objective is to remove barriers to student success. As an example, the college will be the first in the state to create a 2 + 2 online degree program with a private four-year college.
The college’s strategic plan sets the direction for a number of other planning documents that define and require pursuit of new opportunities for partnerships, programming and services. Additional planning documents include the following:
- academic plan;
- ETS strategic plan;
- facilities master plan;
- three-year plan for extended campus sites;
- three-year revenue/expense forecasting;
- institutional assessment plan;
- marketing plan;
- communication plan;
- recruitment plan;
- retention plan;
- annual unit goals and objectives; and
- institutional three-year budget assumptions.
SFCC is committed to building and sustaining a quality learning environment. A data watch notebook has been developed for the vice presidents whose performance evaluations are based on meeting specific goals and objectives related to their specific areas of responsibility. For example, the vice presidents for finance administration and educational services are responsible for ensuring that the cost per student will be maintained at or below the state mean of $2,567 (ratio between state appropriation and number of FTE students). Data watch elements and KPIs are reviewed by the ELT every semester; are regularly distributed to the campus community; and are shared with board members in monthly public meetings.
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