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.
1.11 Increase Faculty Professional development opportunity by 50% with 90% satisfaction rating on end of workshop surveys.
Human Resources
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.
1.9 Increase level of diversity by 5% within workforce. Ensure good “fit” in the hiring of a more diverse high caliber talent by the end of the fiscal year.
1.1 Enhance professional development opportunities for Classified staff as measured by number of opportunities presented to staff.
Administrative Services
1.5 Provide greater and more proactive service to customers.
Institutional Advancement
1.7 Engage with Active Advisory Boards.
Transform teaching and learning to meet the needs of all students.
Academic Affairs and Workforce Development
2.1 Establish a baseline for creating a PBL Culture by collecting GEAC Assessment, QEP and Student survey data.
2.2 ACE will expand and enhance programs, resources, and services to promote student persistence and improved academic success, resulting in a 90% student satisfaction rate from institutional, Brainfuse, and CCSSE survey results.
2.7 Innovative Instruction and Technology will conduct professional development for faculty resulting in 85% of all GCC courses will meet the VCCS best practices guidelines..
2.8 The Library will provide support for students & faculty accomplishing their learning goals to maintain an 85% satisfaction rate on LibQUAL+ survey questions for Information Control #1, 2, and 4.
2.9 The CTL/QEP will provide Support to implement the QEP of incorporating PBL methods into their curriculum so that the students will learn problem-solving skills relevant to their lives. 10% adjunct will be trained for the PBL training methods.
2.11 Increase Dual Enrollment faculty engagement.
2.12 Provide Program Committee review for 40% of academic programs in this Academic year for faculty resources, equipment needs, and curriculum revisions and provide recommendations for improvement.
2.13 Develop a minimum of 4 accelerated degree programs targeted for adults.
2.14 Infuse Gen Ed objectives in to 100% of academic programs.
Administrative Services
2.5 Provide the most state-of-the-art classroom technology available by achieving 90% replacement annually on 5 year replacement cycle.
Institutional Advancement
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 institutional graduation rate by 5% in Academic Programs.
3.8 Students will feel their Academic Advisor is knowledgeable about their program requirements.
3.9 Increase fall to fall retention to 50%.
3.10 Increase dual enrollment annually by 5%.
3.11 Increase enrollment in Fast Forward programs by 5% over the previous fiscal year.
3.12 Establish and complete the pathways for Apprenticeships to articulate into Technical Studies for associate’s degree for Plumbing, Machining, Welding, and Construction Craft Technician.
3.13 Increase exposure/online visibility of Early College Programs.
3.14 Develop 2 additional G3 stackable 3 level programs (6) for an increase of 35%.
3.15 Review 100% of academic programs for “60 to finish” initiative and implement revisions.
Eliminate barriers to access and success for all students.
Academic Affairs and Workforce Development
4.1 Create Program Review Taskforce in order to increase enrollment in 2019.
Student Services
4.25 Increase enrollment for AY 20, by increasing the Fall and Spring Application to Start (Yield) Rates from 48% to 52% and 24% to 26% respectively.
4.26 Improve completion rate by increase the total number of conferrals by 20% from AY 19/20 to AY 20/21 utilizing Navigate and paperless conferral process.
4.27 In AY 20, increase the fall-to-spring retention rate from 74.73% to 80 % and the number of students in academic good standing by improving success of students who are at-risk of failure.
4.28 In AY 20, increase opportunities to assist students with disabilities with job and career direction, as well as placement and completion of career-related activities.
4.29 In AY 20, 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).
4.3 Increase enrollment of independent dual enrollment students by 5% for AY20.
4.31 Increase fall-to-spring retention from 74.73 % to 80% in AY 20 by strengthening advising and student support to assist students in achieving their academic and career goals.
4.32 In AY 20, increase the number of students served by Disability Services by increasing the participation rate by 5%.
4.33 In AY 20, increase fall-to-spring persistence from 72% to 74% by serving students enrolled in SDV 108 and receiving disability accommodations.
4.34 In AY 20, increase the number of presentations offered to faculty and staff regarding disability awareness and other special topics, as demonstrated by an increase in offerings.
4.35 For the 2020-21 Aid Year, award financial aid by the end of January 2020 to increase application yield rate.
4.36 In Aid Year 20, achieve a 100% FAFSA completion rate for all high school seniors in the service region and currently enrolled students.
4.37 In AY 20, increase student engagement of the military affiliated student population by increasing student programming.
4.38 In AY 20, increase satisfaction with student activities by offering a centralized welcoming and engaging environment for all students.
4.39 In AY 20, improve student satisfaction with testing services to 85% satisfaction with overall quality of services, as measured on the Noel-Levitz Student Satisfaction Inventory.
4.4 Launch an updated College website focused on providing an enhanced and optimized experience for external audiences by fall 2020.
4.41 Expand and enhance College’s image and brand value by developing a new college identity and brand strategy by fall 2020.
4.42 Increase efficiencies, resulting in more standardized, uniform and high quality creative across products and platforms to coincide with new branding by fall 2020.
4.43 Develop an enhanced image and perception of the college through an expanded and enhanced recruitment toolkit by April 2020.
4.44 Increase efficiencies of prospect management and communication by fall 2020.
4.45 Expand and enhance high school outreach activities resulting in an increased number of area high school applicants for fall 2020 term.
4.46 Expand and enhance community outreach activities resulting in an increased number of post-traditional applicants for fall 2020 term.
4.47 Develop and launch campus tour, information session and open house strategy by spring 2020.
4.48 Enhance and expand outreach to key audiences through the establishment of a monthly digital newsletter to launch in fall 2020.
4.5 Improve student satisfaction with onboarding process to increase enrollment measured by increasing average applicant to student start rate to 40%.
Human Resources
4.19 Ensure transition of teaching faculty new hires into Germanna is smoother and seamless as measured by the number of instances where individuals were not set up in systems and on-boarded 30 days ahead of start date.
Institutional Advancement
4.21 Review scholarship criteria and alignment to current students’ needs- complete by Fall 2023.
4.23 Develop scholarship marketing plan to be implemented by Fall Semester 2020, distributing 100% use of allotted funds.
Build a sustainable infrastructure for mission fulfillment.
Academic Affairs and Workforce Development
5.17 Transition the Workforce departmental structure to align with LERN self-sufficiency best practices, to increase net revenue by 10%.
Human Resources
5.1 Ensure we have faculty and staff in 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.
Administrative Services
5.2 Improve network system performance to enhance end-user experience.
5.3 Enhance continuity and emergency/crisis preparedness planning to ensure College readiness.
5.4 Provide cultural perception of safety awareness and crime prevention that will improve the quality of campus life as measured by surveys and evaluations in the identified Currently Enrolled Student Survey, QCAs and participant presentation evaluations.
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)(tabled this year, will be revised next year).
5.9 Leverage data to develop institutional dashboard, for improved institutional decision-making.
5.13 Improve internal control to safeguard assets and insure sustainability.
5.14 Develop webpage that displays important data points and key performance indicators.
Institutional Advancement
5.15 Reasonably purchase the BJF Building in Stafford. Rent to GCC to support Stafford growth initiatives while decreasing financial risk to the college based upon enrollment.
5.16 Re-initiate old 2012 efforts to acquire ten acre parcel owned by the Stafford and Fredericksburg “R” Board, adjacent to the twenty-five acre permanent campus land.
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.
1.11 Increase Faculty Professional development opportunity by 50% with 90% satisfaction rating on end of workshop surveys.
Human Resources
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.
1.9 Increase level of diversity by 5% within workforce. Ensure good “fit” in the hiring of a more diverse high caliber talent by the end of the fiscal year.
1.1 Enhance professional development opportunities for Classified staff as measured by number of opportunities presented to staff.
Administrative Services
1.5 Provide greater and more proactive service to customers.
Institutional Advancement
1.7 Engage with Active Advisory Boards.
Transform teaching and learning to meet the needs of all students.
Academic Affairs and Workforce Development
2.1 Establish a baseline for creating a PBL Culture by collecting GEAC Assessment, QEP and Student survey data.
2.2 ACE will expand and enhance programs, resources, and services to promote student persistence and improved academic success, resulting in a 90% student satisfaction rate from institutional, Brainfuse, and CCSSE survey results.
2.7 Innovative Instruction and Technology will conduct professional development for faculty resulting in 85% of all GCC courses will meet the VCCS best practices guidelines..
2.8 The Library will provide support for students & faculty accomplishing their learning goals to maintain an 85% satisfaction rate on LibQUAL+ survey questions for Information Control #1, 2, and 4.
2.9 The CTL/QEP will provide Support to implement the QEP of incorporating PBL methods into their curriculum so that the students will learn problem-solving skills relevant to their lives. 10% adjunct will be trained for the PBL training methods.
2.11 Increase Dual Enrollment faculty engagement.
2.12 Provide Program Committee review for 40% of academic programs in this Academic year for faculty resources, equipment needs, and curriculum revisions and provide recommendations for improvement.
2.13 Develop a minimum of 4 accelerated degree programs targeted for adults.
2.14 Infuse Gen Ed objectives in to 100% of academic programs.
Administrative Services
2.5 Provide the most state-of-the-art classroom technology available by achieving 90% replacement annually on 5 year replacement cycle.
Institutional Advancement
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 institutional graduation rate by 5% in Academic Programs.
3.8 Students will feel their Academic Advisor is knowledgeable about their program requirements.
3.9 Increase fall to fall retention to 50%.
3.10 Increase dual enrollment annually by 5%.
3.11 Increase enrollment in Fast Forward programs by 5% over the previous fiscal year.
3.12 Establish and complete the pathways for Apprenticeships to articulate into Technical Studies for associate’s degree for Plumbing, Machining, Welding, and Construction Craft Technician.
3.13 Increase exposure/online visibility of Early College Programs.
3.14 Develop 2 additional G3 stackable 3 level programs (6) for an increase of 35%.
3.15 Review 100% of academic programs for “60 to finish” initiative and implement revisions.
Eliminate barriers to access and success for all students.
Academic Affairs and Workforce Development
4.1 Create Program Review Taskforce in order to increase enrollment in 2019.
Student Services
4.25 Increase enrollment for AY 20, by increasing the Fall and Spring Application to Start (Yield) Rates from 48% to 52% and 24% to 26% respectively.
4.26 Improve completion rate by increase the total number of conferrals by 20% from AY 19/20 to AY 20/21 utilizing Navigate and paperless conferral process.
4.27 In AY 20, increase the fall-to-spring retention rate from 74.73% to 80 % and the number of students in academic good standing by improving success of students who are at-risk of failure.
4.28 In AY 20, increase opportunities to assist students with disabilities with job and career direction, as well as placement and completion of career-related activities.
4.29 In AY 20, 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).
4.3 Increase enrollment of independent dual enrollment students by 5% for AY20.
4.31 Increase fall-to-spring retention from 74.73 % to 80% in AY 20 by strengthening advising and student support to assist students in achieving their academic and career goals.
4.32 In AY 20, increase the number of students served by Disability Services by increasing the participation rate by 5%.
4.33 In AY 20, increase fall-to-spring persistence from 72% to 74% by serving students enrolled in SDV 108 and receiving disability accommodations.
4.34 In AY 20, increase the number of presentations offered to faculty and staff regarding disability awareness and other special topics, as demonstrated by an increase in offerings.
4.35 For the 2020-21 Aid Year, award financial aid by the end of January 2020 to increase application yield rate.
4.36 In Aid Year 20, achieve a 100% FAFSA completion rate for all high school seniors in the service region and currently enrolled students.
4.37 In AY 20, increase student engagement of the military affiliated student population by increasing student programming.
4.38 In AY 20, increase satisfaction with student activities by offering a centralized welcoming and engaging environment for all students.
4.39 In AY 20, improve student satisfaction with testing services to 85% satisfaction with overall quality of services, as measured on the Noel-Levitz Student Satisfaction Inventory.
4.4 Launch an updated College website focused on providing an enhanced and optimized experience for external audiences by fall 2020.
4.41 Expand and enhance College’s image and brand value by developing a new college identity and brand strategy by fall 2020.
4.42 Increase efficiencies, resulting in more standardized, uniform and high quality creative across products and platforms to coincide with new branding by fall 2020.
4.43 Develop an enhanced image and perception of the college through an expanded and enhanced recruitment toolkit by April 2020.
4.44 Increase efficiencies of prospect management and communication by fall 2020.
4.45 Expand and enhance high school outreach activities resulting in an increased number of area high school applicants for fall 2020 term.
4.46 Expand and enhance community outreach activities resulting in an increased number of post-traditional applicants for fall 2020 term.
4.47 Develop and launch campus tour, information session and open house strategy by spring 2020.
4.48 Enhance and expand outreach to key audiences through the establishment of a monthly digital newsletter to launch in fall 2020.
4.5 Improve student satisfaction with onboarding process to increase enrollment measured by increasing average applicant to student start rate to 40%.
Human Resources
4.19 Ensure transition of teaching faculty new hires into Germanna is smoother and seamless as measured by the number of instances where individuals were not set up in systems and on-boarded 30 days ahead of start date.
Institutional Advancement
4.21 Review scholarship criteria and alignment to current students’ needs- complete by Fall 2023.
4.23 Develop scholarship marketing plan to be implemented by Fall Semester 2020, distributing 100% use of allotted funds.
Build a sustainable infrastructure for mission fulfillment.
Academic Affairs and Workforce Development
5.17 Transition the Workforce departmental structure to align with LERN self-sufficiency best practices, to increase net revenue by 10%.
Human Resources
5.1 Ensure we have faculty and staff in 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.
Administrative Services
5.2 Improve network system performance to enhance end-user experience.
5.3 Enhance continuity and emergency/crisis preparedness planning to ensure College readiness.
5.4 Provide cultural perception of safety awareness and crime prevention that will improve the quality of campus life as measured by surveys and evaluations in the identified Currently Enrolled Student Survey, QCAs and participant presentation evaluations.
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)(tabled this year, will be revised next year).
5.9 Leverage data to develop institutional dashboard, for improved institutional decision-making.
5.13 Improve internal control to safeguard assets and insure sustainability.
5.14 Develop webpage that displays important data points and key performance indicators.
Institutional Advancement
5.15 Reasonably purchase the BJF Building in Stafford. Rent to GCC to support Stafford growth initiatives while decreasing financial risk to the college based upon enrollment.
5.16 Re-initiate old 2012 efforts to acquire ten acre parcel owned by the Stafford and Fredericksburg “R” Board, adjacent to the twenty-five acre permanent campus land.