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Grayson 2020 Strategic Plan


The Grayson 2020 Strategic Plan has been developed, refined, and implemented through a collaborative process which began during the Spring 2013 semester. Work towards the finalization of benchmarks and initiatives for achieving this plan is currently underway. To view the strategic plan, click here.

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 2020, 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 2020, 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 2020, 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 2020, have a 20% increase in course completion (C or better). (from 63% to just over 75%)
By 2020, have a 20% increase in developmental course completion. (from 54% in Math to nearly 65%)

B2. Improve Student Retention
By 2020, have a 25% increase in fall-to-spring retention (From 70% to 87.5%)
By 2020, 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 2020, have a 20% increase in the number of students earning 15 hours of credit.
By 2020, have a 20% increase in the number of students earning 30 hours of credit.
By 2020, have a 20% increase in the number of students earning 45 hours of credit.
By 2020, have a 20% increase in the number of students earning a certificate.
By 2020, 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 2020, have a 25% decrease in the time to degree (from just over 4 years to nearly 3 years)
By 2020, 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 2020, 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 2020, 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

C3. Increase business and industry partnerships
Engage in internships with our community partners

EXCELLENCE
Demonstrate operational excellence and maintain a healthy fiscal operation that realizes and plans for declining state resources, while providing an affordable, world-class education.

D1. Operational excellence in all areas of service

D2. Recognition of the College, program, employees, students, or alumni by external bodies for excellence

D3. Align operational expenses to the goals of the college

D4. Best in Class Fundraising

D5. Provide alternative revenue streams through GC Enterprises