Nurture a culture of high performance, innovation and appreciation
Academic Affairs and Workforce Development
1.1 Continue to develop the Academy by increasing faculty involvement in governance and meetings with increased positive response in the “Great Colleges to Work For” survey.
Human Resources
1.2 Increase level of diversity by 5% within workforce. Ensure good “fit” in the hiring of a more diverse high caliber talent by end of FY 19.
1.3 Increase retention rate (reduced voluntary turnover) by 10% by end of FY 19.
1.4 Increase communication and transparency as it relates to HR plans/programs to assist in creating a culture that is positive, collaborative, equitable and safe throughout the life cycle of the employee as measured by the number of new policies developed, toolkits provided and compensation study presentations made. Make concerted progress by end of FY 2019.
Administrative Services
1.5 Provide greater and more proactive service to customers by increasing rating performance by 10% on average for help desk tickets.
Educational Foundation
1.6 Institute a Board Development Committee to review and recruit Foundation Board members, with the goal of aligning board member skill sets with college programs, along with increasing ethnic and geographic diversity.
1.7 Engage with Active Advisory Boards
1.8 Actively work with faculty and staff to award faculty and staff development awards from established funds, such as the Turnage Fund, the Gossweiler Fund and the Phyllis Martin Endowment. Evaluate criteria to make sure it aligns with current faculty needs.
Transform teaching and learning to meet the needs of all students
Academic Affairs and Workforce Development
2.1 The Center for Teaching and Learning/ Quality Enhancement Plan (QEP) will provide support for faculty to implement the QEP of incorporating problem-based learning (PBL) methods into their curriculum so that the students will learn problem-solving skills relevant to their lives. 90% full time faculty will be trained for the PBL training methods.
2.2 The Academic Center for Excellence will expand and enhance programs, resources, and services to promote student persistence and improved academic success, resulting in a 90% satisfaction rate using multiple department based survey and assessment instruments.
2.3 The library will provide support for students and faculty to accomplish their learning and teaching goals by ensuring resource availability both online and in person, resulting in a 5% improvement in the satisfaction rates on multiple departmental assessments and surveys.
2.4 Innovative Instruction and Technology will increase the number of contacts for professional development and support to campus stakeholders to enhance teaching and learning, resulting in an overall 5% increase in the annual total.
Administrative Services
2.5 Provide the most state-of-the-art classroom technology available by achieving 90% replacement annually on 5 year replacement cycle.
Educational Foundation
2.6 Develop funding to start new College programs.
Construct an educational and career pipeline for all students from connection through completion
Academic Affairs and Workforce Development
3.1 Increase the graduation rate by 5% in Academic Programs.
3.2 Increase fall to fall retention to 65% by AY 20.
3.3 Increase the enrollment by 5% annually in Dual Enrollment and the Early College programs by 2020.
3.4 Provide career counseling and application support to students enrolled in Dual Enrollment and Early College programs.
3.5 Enhance Academic advising for students by increasing student satisfaction by 5% annually on the Currently Enrolled Student Survey (CESS) and biennially on Community College Survey of Student Engagement (CCSSE).
3.6 Establish and complete the pathways for Apprenticeships to articulate into Technical Studies for associate’s degree for Asphalt, HVAC, and Electrical by FY 21.
3.7 Increase enrollment in Fast Forward programs by 10% over FY 18, by June 30, 2019.
Eliminate barriers to access and success for all students
Academic Affairs and Workforce Development
4.1 Increase Fall to Spring retention of credit students to 74% in AY 19.
Student Services
4.2 Increase enrollment for AY 19, by increasing the number of applications for admissions for credit programs from 5,714 to 6,246.
4.3 Increase enrollment for AY 19, by increasing the Application to Start (Yield) Rate from 39% to 50%.
4.4 Improve completion rate, by increasing the total number of conferrals by 376 degrees, certificates or career studies certificates from FY 2017 to FY 2018.
4.5 In AY 19, improve student satisfaction with the onboarding process to increase enrollment by increasing yield rate from 39% to 50%.
4.6 Beginning with the 2019-20 Aid Year, award estimated financial aid earlier, by mid-December to increase application yield rate.
4.7 In AY 19, achieve a 100% FAFSA completion rate for all high school seniors in the service region and currently enrolled students.
4.8 In AY 19, increase student engagement of the military affiliated student population by increasing student programming.
4.9 Increase fall-to-spring retention from 72% to 74% in AY 19 by strengthening advising and student support to assist students in achieving their academic and career goals.
4.10 In AY 19, increase opportunities to assist students with disabilities with job and career direction, as well as placement, as measured by completion of career-related activities.
4.11 In AY 19, increase awareness and access to career, transfer, and internship information for all students, as measured by available resources and on the Currently Enrolled Student Survey (CESS).
4.12 In AY 19, increase the fall-to-spring retention rate from 72% to 74% and the number of students in academic good standing by improving success of students who are at-risk of failure.
4.13 Promote completion by increasing credential completion of independent dual enrollment students by 5% over two years.
4.14 In AY 19, increase the number of students served by Disability Services by increasing the participation rate by 5%.
4.15 In AY 19, increase fall-to-spring persistence from 72% to 74% by serving students enrolled in SDV 108 and receiving disability accommodations .
4.16 In AY 19, increase the number of presentations offered to faculty and staff regarding disability awareness and other special topics, as demonstrated by an increase in offerings.
4.17 In AY 19, increase satisfaction with student activities, as measured annually on the Currently Enrolled Student Survey (CESS) and biennially on the Community College Survey of Student Engagement (CCSSE) by offering a centralized welcoming and engaging environment for all students.
4.18 In AY 19, improve student satisfaction with testing services to 85% satisfaction with overall quality of services, as measured on the Currently Enrolled Student Survey (CESS).
Human Resources
4.19 Ensure transition of new hires into Germanna is smoother and seamless by the end of September 2019 as measured by the number of instances where individuals were not set up in systems and on-boarded 30 days ahead of start date.
Educational Foundation
4.20 Develop revised GGP allocation Model by Fall Semester 2019.
4.21 Review scholarship criteria and alignment to current students needs- complete by Fall 2023.
4.22 Establish five new scholarships, including a Second Chance Scholarship.
4.23 Develop scholarship marketing plan to be implemented by Fall Semester 2020, generating 100% use of allotted funds.
4.24 Establish new regular donor reporting program for proper stewardship and solicitation. Complete by the end of the year 2019.
Build a sustainable infrastructure for mission fulfillment
Human Resources
5.1 Ensure we have faculty and staff in the appropriate roles to effectively support our mission and strategic goals while obtaining the greatest ROI. As personnel expense is the greatest operating expense, ensure we are being good stewards of our resources. This is an ongoing initiative.
Administrative Services
5.2 Improve network system performance to enhance end-user experience regardless of type of device used by decreasing network downtime by 10%.
5.3 Enhance continuity and emergency/crisis preparedness planning to ensure College readiness.
5.4 Achieve a 10% increase in cultural perception of safety awareness and crime prevention that will improve the quality of campus life as measured by identified Currently Enrolled Student Survey(CESS).
5.5 Establish a billing process that is simple for students and families to access and understand, communicate payment options and expectations early in the enrollment process while maintaining compliance with VCCS policies.
5.6 Attain VCCS Financial Standards to ensure judicious use of limited financial resources.
5.7 Develop and implement a training program that includes all College owned facilities. The training will allow all facilities staff to cross-train on each facility across the service region as measured by scoring rubric.
5.8 Improve overall perception of condition of facilities and grounds at GCC by 10% as measured in the Currently Enrolled Student Survey (CESS).
5.9 Leverage data to develop institutional dashboard, for improved institutional decision-making.
5.10 Guide the College through the development and launch of its new strategic plan for successful SACSCOC reaffirmation by June 30, 2020.
Educational Foundation
5.11 Establish a Donor relations Committee to identify and help cultivate potential individual and business donors to fund the local monies requirements of the proposed new buildings at Locust Grove and Stafford.
5.12 Increase webpage views by 10% in FY 19.
Nurture a culture of high performance, innovation and appreciation
Academic Affairs and Workforce Development
1.1 Continue to develop the Academy by increasing faculty involvement in governance and meetings with increased positive response in the “Great Colleges to Work For” survey.
Human Resources
1.2 Increase level of diversity by 5% within workforce. Ensure good “fit” in the hiring of a more diverse high caliber talent by end of FY 19.
1.3 Increase retention rate (reduced voluntary turnover) by 10% by end of FY 19.
1.4 Increase communication and transparency as it relates to HR plans/programs to assist in creating a culture that is positive, collaborative, equitable and safe throughout the life cycle of the employee as measured by the number of new policies developed, toolkits provided and compensation study presentations made. Make concerted progress by end of FY 2019.
Administrative Services
1.5 Provide greater and more proactive service to customers by increasing rating performance by 10% on average for help desk tickets.
Educational Foundation
1.6 Institute a Board Development Committee to review and recruit Foundation Board members, with the goal of aligning board member skill sets with college programs, along with increasing ethnic and geographic diversity.
1.7 Engage with Active Advisory Boards
1.8 Actively work with faculty and staff to award faculty and staff development awards from established funds, such as the Turnage Fund, the Gossweiler Fund and the Phyllis Martin Endowment. Evaluate criteria to make sure it aligns with current faculty needs.
Transform teaching and learning to meet the needs of all students
Academic Affairs and Workforce Development
2.1 The Center for Teaching and Learning/ Quality Enhancement Plan (QEP) will provide support for faculty to implement the QEP of incorporating problem-based learning (PBL) methods into their curriculum so that the students will learn problem-solving skills relevant to their lives. 90% full time faculty will be trained for the PBL training methods.
2.2 The Academic Center for Excellence will expand and enhance programs, resources, and services to promote student persistence and improved academic success, resulting in a 90% satisfaction rate using multiple department based survey and assessment instruments.
2.3 The library will provide support for students and faculty to accomplish their learning and teaching goals by ensuring resource availability both online and in person, resulting in a 5% improvement in the satisfaction rates on multiple departmental assessments and surveys.
2.4 Innovative Instruction and Technology will increase the number of contacts for professional development and support to campus stakeholders to enhance teaching and learning, resulting in an overall 5% increase in the annual total.
Administrative Services
2.5 Provide the most state-of-the-art classroom technology available by achieving 90% replacement annually on 5 year replacement cycle.
Educational Foundation
2.6 Develop funding to start new College programs.
Construct an educational and career pipeline for all students from connection through completion
Academic Affairs and Workforce Development
3.1 Increase the graduation rate by 5% in Academic Programs.
3.2 Increase fall to fall retention to 65% by AY 20.
3.3 Increase the enrollment by 5% annually in Dual Enrollment and the Early College programs by 2020.
3.4 Provide career counseling and application support to students enrolled in Dual Enrollment and Early College programs.
3.5 Enhance Academic advising for students by increasing student satisfaction by 5% annually on the Currently Enrolled Student Survey (CESS) and biennially on Community College Survey of Student Engagement (CCSSE).
3.6 Establish and complete the pathways for Apprenticeships to articulate into Technical Studies for associate’s degree for Asphalt, HVAC, and Electrical by FY 21.
3.7 Increase enrollment in Fast Forward programs by 10% over FY 18, by June 30, 2019.
Eliminate barriers to access and success for all students
Academic Affairs and Workforce Development
4.1 Increase Fall to Spring retention of credit students to 74% in AY 19.
Student Services
4.2 Increase enrollment for AY 19, by increasing the number of applications for admissions for credit programs from 5,714 to 6,246.
4.3 Increase enrollment for AY 19, by increasing the Application to Start (Yield) Rate from 39% to 50%.
4.4 Improve completion rate, by increasing the total number of conferrals by 376 degrees, certificates or career studies certificates from FY 2017 to FY 2018.
4.5 In AY 19, improve student satisfaction with the onboarding process to increase enrollment by increasing yield rate from 39% to 50%.
4.6 Beginning with the 2019-20 Aid Year, award estimated financial aid earlier, by mid-December to increase application yield rate.
4.7 In AY 19, achieve a 100% FAFSA completion rate for all high school seniors in the service region and currently enrolled students.
4.8 In AY 19, increase student engagement of the military affiliated student population by increasing student programming.
4.9 Increase fall-to-spring retention from 72% to 74% in AY 19 by strengthening advising and student support to assist students in achieving their academic and career goals.
4.10 In AY 19, increase opportunities to assist students with disabilities with job and career direction, as well as placement, as measured by completion of career-related activities.
4.11 In AY 19, increase awareness and access to career, transfer, and internship information for all students, as measured by available resources and on the Currently Enrolled Student Survey (CESS).
4.12 In AY 19, increase the fall-to-spring retention rate from 72% to 74% and the number of students in academic good standing by improving success of students who are at-risk of failure.
4.13 Promote completion by increasing credential completion of independent dual enrollment students by 5% over two years.
4.14 In AY 19, increase the number of students served by Disability Services by increasing the participation rate by 5%.
4.15 In AY 19, increase fall-to-spring persistence from 72% to 74% by serving students enrolled in SDV 108 and receiving disability accommodations .
4.16 In AY 19, increase the number of presentations offered to faculty and staff regarding disability awareness and other special topics, as demonstrated by an increase in offerings.
4.17 In AY 19, increase satisfaction with student activities, as measured annually on the Currently Enrolled Student Survey (CESS) and biennially on the Community College Survey of Student Engagement (CCSSE) by offering a centralized welcoming and engaging environment for all students.
4.18 In AY 19, improve student satisfaction with testing services to 85% satisfaction with overall quality of services, as measured on the Currently Enrolled Student Survey (CESS).
Human Resources
4.19 Ensure transition of new hires into Germanna is smoother and seamless by the end of September 2019 as measured by the number of instances where individuals were not set up in systems and on-boarded 30 days ahead of start date.
Educational Foundation
4.20 Develop revised GGP allocation Model by Fall Semester 2019.
4.21 Review scholarship criteria and alignment to current students needs- complete by Fall 2023.
4.22 Establish five new scholarships, including a Second Chance Scholarship.
4.23 Develop scholarship marketing plan to be implemented by Fall Semester 2020, generating 100% use of allotted funds.
4.24 Establish new regular donor reporting program for proper stewardship and solicitation. Complete by the end of the year 2019.
Build a sustainable infrastructure for mission fulfillment
Human Resources
5.1 Ensure we have faculty and staff in the appropriate roles to effectively support our mission and strategic goals while obtaining the greatest ROI. As personnel expense is the greatest operating expense, ensure we are being good stewards of our resources. This is an ongoing initiative.
Administrative Services
5.2 Improve network system performance to enhance end-user experience regardless of type of device used by decreasing network downtime by 10%.
5.3 Enhance continuity and emergency/crisis preparedness planning to ensure College readiness.
5.4 Achieve a 10% increase in cultural perception of safety awareness and crime prevention that will improve the quality of campus life as measured by identified Currently Enrolled Student Survey(CESS).
5.5 Establish a billing process that is simple for students and families to access and understand, communicate payment options and expectations early in the enrollment process while maintaining compliance with VCCS policies.
5.6 Attain VCCS Financial Standards to ensure judicious use of limited financial resources.
5.7 Develop and implement a training program that includes all College owned facilities. The training will allow all facilities staff to cross-train on each facility across the service region as measured by scoring rubric.
5.8 Improve overall perception of condition of facilities and grounds at GCC by 10% as measured in the Currently Enrolled Student Survey (CESS).
5.9 Leverage data to develop institutional dashboard, for improved institutional decision-making.
5.10 Guide the College through the development and launch of its new strategic plan for successful SACSCOC reaffirmation by June 30, 2020.
Educational Foundation
5.11 Establish a Donor relations Committee to identify and help cultivate potential individual and business donors to fund the local monies requirements of the proposed new buildings at Locust Grove and Stafford.
5.12 Increase webpage views by 10% in FY 19.