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Grayson 2016 Strategic Plan

ACCESS

Be a best in class institution for student access in credit, non-credit, and online instruction. Close the gaps in these areas, ensuring participation of students representing the diversity of our community.

A1. Increase Enrollment

· By 2016, have a 20% increase in enrollment overall, ensuring representation of the diversity of our community. (from about 4900 to about 5850)

A2. Increase Online Enrollment

· By 2016, have a 30% increase in online enrollment, ensuring representation of the diversity of our community. (from about 2000 to about 2600)

A3. Increase Non-Credit Enrollment

· By 2016, have an increase in non-credit enrollment by 20%, ensuring representation of the diversity of our community.


SUCCESS
Be a best in class institution for student success, especially in the areas of course completion (including developmental courses), fall-to-fall retention, transfer, and graduation. Close the gaps in these areas, ensuring the performance of students representing the diversity of our community.

B1. Improve Course Completion

· By 2016, have a 20% increase in course completion (C or better). (from 63% to just over 75%)

· By 2016, have a 20% increase in developmental course completion. (from 54% in Math to nearly 65%)

· By 2016, have a 20% increase in fall-spring-fall persistence. (from 47% to 59%)

B2. Improve Student Retention

· By 2016, have a 25% increase in fall-to-spring retention (From 70% to 87.5%)

· By 2016, have a 20% increase in fall-to-fall retention (From 50% to 60%)

B3. Increase the number of students progressing toward a degree, ensuring representation of students representing the diversity of our community

· By 2016, have a 20% increase in the number of students earning 15 hours of credit.

· By 2016, have a 20% increase in the number of students earning 30 hours of credit.

· By 2016, have a 20% increase in the number of students earning 45 hours of credit.

· By 2016, have a 20% increase in the number of students earning a certificate.

· By 2016, have a 20% increase in the number of students earning an associate’s degree.

B4. Improve time to degree, ensuring representation of students representing the diversity of our community

· By 2016, have a 25% decrease in the time to degree (from just over 4 years to nearly 3 years)

· By 2016, have a 25% decrease in the number of hours taken by a student who ultimately earns a degree (from 88 hours to 66 hours)

B5. Increase student transfer success

· By 2016, have a 100% increase in the number of students who transfer after earning 30 hours of credit.


ENGAGEMENT
Be a best in class College for student and community engagement.

C1. Increase student engagement

· By 2016, have improve all CCSSE measured benchmarks to be at least to the 50th benchmark, with those over the 50th benchmark increasing by at least 2%.

C2. Engage in service learning within our community

· Student involved in service learning activities

· Student participation in Phi Theta Kappa

C3. Increase business and industry partnerships

· Engage in internships with our community partners


EXCELLENCE
Demonstrate operational, educational & service excellence by maintaining a healthy operation that realizes and plans for declining state resources; providing an affordable, world-class education; recognizing the diversity of the community, while supporting economical, accountability and efficiency and lifelong learning.

D1. DEMONSTRATE OPERATIONAL EXCELLENCE

· By 2016, increase Financial Viability Ratio by (From .5% to 1%)

(Financial Viability Ratio: Measures the availability of expendable net assets to cover long term debt should the institution need to settle its obligations as of the balance sheet date.)

· By 2016, maintain Institutional Support, consistent with enrollment & operating expenses (12.4%)

(Institutional support as a percent of total operating expenses: The dollar value of current year Institutional Support expenses reported in the Annual Financial Report Divided by the dollar value of operating expenses (excluding depreciation and auxiliary))

· By 2016, increase Net Revenue per Student (From $2,000 to $2,100)

(Revenue per FTE Student includes: State, Local, and Federal Funds as well as tuition and fee revenue

Expenditures per FTE Student: Instructional, institutional support, and academic support)

· By 2016, break Even on Auxiliary Enterprises

· By 2016, increase Net Position of the Foundation Endowment (20% Increase – From $11.3 million to $13.6 million)

D2. Educational Excellence

· By 2016, lower FTE Faculty/Student Ratio (From 21:1 to the Avg. of Peer Institutions 18:1)

· By 2016, increase Licensure Pass Rate for All Programs (From 95% to 100%)

· By 2016, increase Local, State and National Recognitions for Faculty/Staff/Students (From 4 to 10)

D3. Service Excellence

· By 2016, achieve 90% External Customer Satisfaction

· By 2016, be Recognized As A "Great College to Work For" (internal customer satisfaction)


College Effectiveness Council

March 28, 2014
Goal Team Recommendations
Final Goal Team Recommendations to Executive Council