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SECC Action Strategy - Plan for 1999-2000 ADMINISTRATION |
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Action # 1 |
Action # 2 |
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College's Goal met with this Plan |
To maintain a transfer program which is responsive to the needs of students pursuing a Baccalaureate Degree. |
To maintain a transfer program which is responsive to the needs of students pursuing a Baccalaureate Degree. |
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Priority initiative |
Seek official transfer agreements and 2+2 partnerships with senior institutions |
Monitor student progress at other institutions and develop a mechanism for sharing this information with faculty and staff |
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Actions/ implementation procedures necessary |
Continue process (begun 1998-99) of strengthening relationships with transfer institutions and secure transfer agreements |
Ask KCTCS to consider seeking sponsorship for a legislative measure to mandate data-exchange between postsecondary institutions in Kentucky. Work with CPE & KCTCS institutions to develop data-sharing mechanism. |
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Resources required to carry out this plan |
Staff time, travel expenses |
Staff time, travel expenses |
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Criteria and anticipated outcomes used to measure success |
1) Transfer agreements will be secured as required; 2) In lieu of new 2 + 2 agreements within the Kentucky system, the Baccalaureate Transfer Framework (CPE 1998-99) will be monitored for effectiveness. |
Measure will be adopted and data-transfer mechanism implemented.
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Other divisions/ programs affected |
Offices of Academic Dean, Institutional Planning & Research, Student Services, Administration |
Offices of Academic Dean, Institutional Planning & Research, Student Services, Administration |
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Action # 3 |
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College's Goal met with this Plan |
To provide technical programs based on local regional, and state employment needs for students who seek immediate employment upon graduation. |
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Priority initiative |
1) Work closely with community, business and industry leaders in the planning, development and assessment of associate of applied science programs; 2) Develop methods for identifying and developing training, retraining and cross-training of workers for industries with new and emerging technologies and for changing job requirements |
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Actions/ implementation procedures necessary |
A) Implement program in Hospitality Management B) Implement Develop program in Golf Course Management C) Develop program in Museum Management D) Implement Arts & Crafts program - pottery emphasis E) Pursue reactivation of 1) Civil Engineering and 2) Mining Engineering programs F) Provide for admission of SECC students into HCC's Early Childhood Education Program |
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Resources required to carry out this plan |
A) through E) Approximately $85,000-to-$100,000 each annually F) Approximately $15,000-t0-$20,000 annually Staff and Faculty time, travel expenses, printing |
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Criteria and anticipated outcomes used to measure success |
New or revised programs listed above will be implemented |
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Other divisions/ programs affected |
Offices of Academic Dean, Institutional Planning & Research, Community & Business Development, and Administration, Appalachian Program, Resource Development; Divisions: Social Sciences & Related Technologies, Communications, Humanities & Fine Arts, Physical Sciences & Related Technologies |
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Action # 4 |
Action # 5 |
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College's Goal met with this Plan |
To Ensure that the College's Land, Buildings, and Equipment are Utilized Effectively, Well-Maintained and Enhanced |
To provide adequate academic and support services so that students have realistic opportunities for successful attainment of their educational goals. |
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Priority initiative |
Provide a safe and healthy campus environment |
Provide a full range and schedule of services to improve the retention and well-being of students |
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Actions/ implementation procedures necessary |
In cooperation with the Department of Transportation, complete the design for a new access road for the Cumberland campus and launch project implementation. |
Successfully integrate new computer software systems in all administrative areas and ensure that personnel are trained to use systems in their respective areas. |
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Resources required to carry out this plan |
State has allocated $800,000; some college funds necessary for staff time, travel, consultation |
Computer resources and upgrades, personnel training costs, trouble-shooting - approximately $150,000 annually |
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Criteria and anticipated outcomes used to measure success |
New access road will be designed, community input and support will be solicited, funding secured, and timetable for completion will be publicized. |
People Soft system will be fully functioning in all administrative areas; Problem-areas will be identified and overcome |
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Other divisions/ programs affected |
Administration |
All Divisions; Office of Academic Dean, Business Affairs, Student Services, and Administration (all campuses) |
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Action # 6 |
Action # 7 |
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College's Goal met with this Plan |
To Actively Seek External Funding for Projects and Programs Supportive of and Compatible with the College and Its Mission |
To provide for the development and implementation of alternative approaches to learning through the use of a flexible educational delivery system. |
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Priority initiative |
Maintain a planning mechanism through which the college can grow in an orderly pattern, ensuring an optimum use of resources and the maximizing of services to the community |
1) Establish a distance learning network, linking all campuses, and arrange for a full complement of courses to be offered each semester by specially-trained instructors; 2) Explore the possibility of offering independent study courses in various formats, including access to a virtual college |
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Actions/ implementation procedures necessary |
Review the College's current administrative organizational chart and make recommendations for better representation of College-based programs, services, and activities that are not, at the current time, represented distinctly in relationship to other College departments. |
Begin programming in the Telecommunications Center, using it as the platform for developing a regional tele-linking network, for offering course work and laboratory experiences, and for expanding the utilization of technology in the classroom. |
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Resources required |
Personnel time |
FIPSI grant ($1.25 million), ongoing support, resource development (grants-writing) |
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Criteria and anticipated outcomes |
Recommendations for revisions to the College's organizational chart will specifically address the Appalachian Center, Appalachian Program, Institutional Advancement, Institutional Effectiveness centers, and Institutional Planning |
Telecommunications Center will be completed and fully operational by Spring 2000; new programming will be outlined and appropriate plans developed for each; implementation of regional tele-linking network will be in-progress. |
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Other divisions/ programs affected |
All campuses, All divisions |
Offices of Academic Dean, Institutional Planning & Research, Director of Information Technology, and Administration (all campuses); All Divisions and Computer Services |
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Action # 8 |
Action # 9 |
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College's Goal met with this Plan |
To prepare the college to be more responsive to needs and opportunities by maintaining a program for faculty and staff growth and development. |
To Provide Adequate Academic and Support Services so that Students have Realistic Opportunities for Successful Attainment of their Educational Goals |
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Priority initiative |
Plan an on-going program for the Institutional Excellence Center and provide adequate funding to support approved activities |
Establish and maintain tutorial assistance, easily available to all students |
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Actions/ implementation procedures necessary |
Through the Office of Institutional Planning and Research, establish a model IEC on the Cumberland campus and develop strategies for implementation of similar centers at Middlesboro and Whitesburg. |
1) More tutors will be made available; 2) Students will be made aware of tutorial services by having tutors visit classes; 3) Tutors will set up study groups in locations convenient to students; 4) Peer tutors will maintain monthly contact with assigned instructors. |
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Resources required to carry out this plan |
Staff, equipment procurement (approximately $10,000), printing and dissemination costs. |
Increased budget for Academic Support Center Tutors; will also request work study students to serve as receptionists & tutors |
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Criteria and anticipated outcomes used to measure success |
A fully-realized Institutional Excellence Center will be established on the Cumberland campus; plans for implementation of similar Centers on other campuses will be presented to IAE Team. |
1) A 5% increase in the number of students utilizing peer tutoring services; 2) A 5% decrease in the number of students achieving less than 2.9 GPA |
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Other divisions/ programs affected |
All Divisions Offices of Academic Dean, Administration (all campuses), Director of Information Technology, Computer Services, Business Affairs, Community & Business Development. |
Student work study program & all academic divisions |
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Action # 10 |
Action # 11 |
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College's Goal met with this Plan |
To Maintain a Flexible Educational Structure to Accommodate the Special Economic, Cultural, and Development Needs of the Area. |
To Actively Seek External Funding for Projects and Programs Supportive of and Compatible with the College and its Mission |
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Priority initiative |
1) Encourage faculty and staff participation in community organizations and as technical advisors; 2) Allow community organizations to have access to and the use of campus facilities and equipment |
Establish a resource development program designed to assist the college in meeting needs for which traditional sources of funding are not available |
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Actions/ implementation procedures necessary |
Establish closer working relationships with the public schools: A) Offer in-service workshops and seminars for faculty and staff; B) Make courses available to high school juniors and seniors C) Establish a tele-linking network in Harlan, Bell, and Letcher counties that includes the public schools |
Through the Office of Institutional Planning and Research, develop a fully-functioning "Resource Center for Institutional Advancement" to identify external funding sources, disseminate information relating thereto, and assist faculty & staff with successful grants-writing. |
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Resources required to carry out this plan |
Staff & Faculty time, travel expenses, workshop costs, training materials, Resource development |
Staff time, printing costs, research activities, institutional support |
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Criteria and anticipated outcomes used to measure success |
In-Service workshops offered will increase by 50%; Enrollment in SECC classes by high school juniors and seniors will increase by 25%; Tele-linking network will be funded and a plan for implementation will be developed and presented for approval to participating entities |
A fully-functioning Resource Center will be implemented by November 1999; an array of funding opportunities will be identified and publicized to concerned faculty and staff; support activities (i.e., budget preparation, documentary support, community needs assessment) will be integrated into regular functions of Office of I P & R with electronic dissemination provided to Middlesboro & Whitesburg personnel. |
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Other divisions/ programs affected |
All Divisions; Offices of Academic Dean, Institutional Planning & Research, Community & Business Development, and Administration (all campuses) |
Offices of Academic Dean, Community & Business Development, Resource Development, Administration (all campuses) |
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Action # 12 |
Action # 13 |
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College's Goal met with this Plan |
To Actively Seek External Funding for Projects and Programs Supportive of and Compatible with the College and its Mission |
To Actively Seek External Funding for Projects and Programs Supportive of and Compatible with the College and its Mission |
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Priority initiative |
Maintain a planning mechanism through which the college can grow in an orderly pattern, ensuring an optimum use of resources and the maximizing of services to the community |
Maintain a planning mechanism through which the college can grow in an orderly pattern, ensuring an optimum use of resources and the maximizing of services to the community |
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Actions/ implementation procedures necessary |
Complete & circulate for staff & faculty input, the concept plan for a "Southeast Center for Appalachian Development"; develop a plan for identifying and securing external funding for Center and present to appropriate authorities. |
Develop a successful framework for the management and operation of projects affiliated with the Southeast Education Foundation, Inc. |
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Resources required to carry out this plan |
Staff time, printing costs, research activities, institutional support |
Staff time, printing costs, research activities, institutional support |
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Criteria and anticipated outcomes used to measure success |
External funding resources will be identified and researched; management plans and action strategies will be developed and presented to the Foundation's managing entity by Dec. 1999 |
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Other divisions/ programs affected |
Offices of Academic Dean, Community & Business Development, Resource Development, Administration (all campuses) |
Offices of Community & Business Development, Resource Development, Institutional Planning & Research, and Administration (Cumberland) |
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Action # 14 |
Action # 15 |
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College's Goal met with this Plan |
To Actively Seek External Funding for Projects and Programs Supportive of and Compatible with the College and its Mission |
To Ensure that the College's Land, Buildings, and Equipment are Utilized Effectively, Well-Maintained and Enhanced |
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Priority initiative |
Maintain a planning mechanism through which the college can grow in an orderly pattern, ensuring an optimum use of resources and the maximizing of services to the community |
Provide a safe and healthy campus environment |
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Actions/ implementation procedures necessary |
Devote major emphasis on planned giving in the College's development program and work toward the establishment of (at least) one charitable remainder trust whose proceeds will benefit the College. |
In cooperation with KCTCS and community leaders, develop new signage for all campuses; Develop better identification of handicapped-accessible pathways and work to secure funding to ensure that all SECC facilities are fully accessible |
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Resources required to carry out this plan |
Staff time, printing costs, research activities, institutional support |
Funds for staff time, travel, consultation, and signage |
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Criteria and anticipated outcomes used to measure success |
External funding resources will be identified and researched; management plans and action strategies will be developed and presented to the Foundation's managing entity by December 1999 |
New signage will be developed and installed; Handicapped-accessible pathways will be fully-marked and easily read; External funding sources will be explored and action strategies for securing same will be developed and implemented. |
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Other divisions/ programs affected |
Offices of Community & Business Development, Resource Development, Institutional Planning & Research, and Administration (all campuses) |
Administration (all campuses) |
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Action # 16 |
Action # 17 |
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College's Goal met with this Plan |
To Ensure that the College's Land, Buildings, and Equipment are Utilized Effectively, Well-Maintained and Enhanced |
All 12 College Goals are served by this Action Strategy |
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Priority initiative |
Provide a safe and healthy campus environment |
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Actions/ implementation procedures necessary |
Complete initial planning for renovation projects approved by the 1998 General Assembly |
Devote full institutional support to the College's Self-Study process for SACS re-accreditation (2001) |
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Resources required to carry out this plan |
Funds for staff time, travel, consultation, and appropriate professional consultation |
Administration will provide technical leadership and resources as requested by Self-Study committees |
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Criteria and anticipated outcomes used to measure success |
Timetables for new construction & renovations will be determined and projects launched |
Self-Study process continues to progress in efficient, effective manner without undue disruption in regular College functions |
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Other divisions/ programs affected |
Administration (all campuses) |
All campuses, All divisions, All Faculty & Staff |
Middlesboro campus
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Action # 18 |
Action # 19 |
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College's Goal met with this Plan |
To provide technical programs based on local regional, and state employment needs for students who seek immediate employment upon graduation. |
To Ensure that the College's Land, Buildings, and Equipment are Utilized Effectively, Well-Maintained and Enhanced |
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Priority initiative |
Work cooperatively with Kentucky Tech institutions in the college's service area to offer joint and/or 1+1 programs whenever possible |
Provide a safe and healthy campus environment |
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Actions/ implementation procedures necessary |
Develop a plan (for presentation to KCTCS) to consolidate Southeast Community College and Cumberland Valley Technical College |
Complete landscaping improvement project on the Middlesboro campus |
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Resources required to carry out this plan |
Staff and Faculty time, travel expenses, printing, advertising |
Funds for staff time, travel, consultation, and project completion |
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Criteria and anticipated outcomes used to measure success |
Plan for consolidation will be developed and submitted to appropriate agencies, faculties, and community advisory groups for their approval and/or input. Target date for implementation of consolidation: FALL 2000. |
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Other divisions/ programs affected |
Offices of Academic Dean, Institutional Planning & Research, Community & Business Development, and Administration All Divisions |
Administration, Facilities management |
Whitesburg campus
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Action # 20 |
Action # 21 |
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College's Goal |
To Create a Service-Oriented Environment Responsive to the College Community and the Public |
To Ensure that the College's Land, Buildings and Equipment are Utilized Effectively, Well Maintained and Enhanced |
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Priority initiative |
Ensure that administrative offices are open and accessible to students and visitors throughout the work day |
To provide a safe and healthy campus environment |
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Actions/ implementation procedures necessary |
Create flexible scheduling for staff that will cover critical times (such as early morning, lunch, and late afternoon); Starting July 1, 1999, a flexible schedule will be implemented. |
Train staff to be aware of situations that may create danger for students and employees. Begin July/August 1999. |
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Resources required |
Cooperation of staff |
Money & personnel to provide necessary training. |
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Criteria and anticipated outcomes |
Greater access for students and local residents; evaluation will be based on the amount of time offices remain open. |
Completion of training program in campus safety. |
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Other divisions/ programs affected |
All administrative offices. |
All divisions of the college |
Whitesburg campus
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Action # 22 |
Action # 23 |
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College's Goal |
To Maintain a Flexible Educational Structure to Accommodate the Special Economic, Cultural and Development Needs of the Area |
To Provide Adequate Academic and Support Services so that Students have Realistic Opportunities for Successful Attainment of their Educational Goals |
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Priority initiative |
Encourage faculty and staff participation in community organizations and as technical advisors |
Provide a full range and schedule of services to improve the retention and well-being of students |
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Actions/ implementation procedures necessary |
Provide timely information of opportunities for personnel to become active in their community. Start: Fall 1998 |
To significantly increase the number of opportunities for students to engage in activities that will add to the quality of college life, we will create a Calendar of Events that will allow students to incorporate extracurricular activities into their schedules. This Calendar will be provided beginning Fall 1999. |
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Resources required |
Time & personnel |
Personnel, Counselor, directors, and Student Council |
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Criteria and anticipated outcomes |
Number of employees actively participating in community organizations will increase by 25% |
Creation of Calendar and number of events provided |
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Other divisions/ programs affected |
All divisions |
Admissions |