Strategic Initiative Dashboard

Priority 1: 

Implement comprehensive initiatives and tailored support systems to better serve adult learners

Diversity in Curricular and Co-curricular Content and Programming- Jason Vinson and Amy Lyn  

• Tactic 1.1 Build curriculum (course content & co-curricular programming) that reflects the diversity of our student body
  • Tactic 1.1.1 Bring a team of faculty together to review our curriculum to see where we already do this.
  • Tactic 1.1.2 Review course learning outcomes to identify existing course content and if any revisions are needed (faculty to determine).

Student Evaluation of Courses and Services & Faculty Development - Sheila Jones and Jennifer Batten

• Tactic 1.2 Identify a committee/group (Faculty Evaluation Systems Team- FEST) who can work towards developing a meaningful student evaluation of courses and services that is geared towards different modalities
  • Tactic 1.2.1 Develop a meaningful student evaluation of courses and services that is geared towards different modalities for classroom and non-classroom faculty.
  • Tactic 1.2.2 Review with interested groups and receive feedback, incorporate feedback, and provide recommendations.
• Tactic 1.3 Review and recommend changes to the sabbatical and faculty tenure and rank progression processes, in accordance with contractual agreements

Priority 2: 

Design a flexible schedule that accommodates students' diverse needs.

Section and Schedule Management - Rachael Jungblut & Jeff VanderVeen

• Tactic 2.1 Determine the current state of section and schedule management
  • Tactic 2.1.1 Conduct review and map out current processes
  • Tactic 2.1.2 Consult with academic departments/associate deans to determine gaps and assess data needs
  • Tactic 2.1.3 Review the needs and scheduling options at the Lakeshore Campus
  • Tactic 2.1.4 Compile current student program program enrollment and  scheduling data and determine additional data needs
  • Tactic 2.1.5 Develop and conduct student survey on scheduling needs, preferences and modalities
  • Tactic 2.1.6 Utilize data collected and process maps to identify gaps in scheduling offerings and processes
• Tactic 2.2 Determine areas for process improvement and develop a proposal to make improvements
  • Tactic 2.2.1 Work with academic departments/associate deans to review findings, gain their perspectives, and make plans for any schedule adjustments
  • Tactic 2.2.2 Identify ways to overcome class conflicts, low-enrolled course scheduling, faculty availability, and space limitations (ex. specific lab spaces, resources in classrooms)
• Tactic 2.3 Investigate technology to aid in scheduling based on academic department/associate dean needs
• Tactic 2.4 Plan for process institutionalization and schedule review to ensure that the course offerings evolve as needs change
   

Priority 3: 

Realize inclusive learning environments at GRCC in both physical and online settings.

Inclusive Learning Environments - Vicki Janowiak and Amy Lyn

• Tactic 3.1 Establish and articulate the vision for what contributes to inclusive learning environments  
  • Tactic 3.1.1 Update the GRCC Guidelines for Inclusive Learning Environments to incorporate conditions/features that support inclusivity in multimodal learning spaces
  • Tactic 3.1.2 Implement new Learning Management System (LMS), Canvas, to meet the Guidelines for Inclusive Learning Environments
  • Tactic 3.1.3 Develop a process to evaluate campus environments and establish a current condition baseline based on vision and guidelines
  • Tactic 3.1.4 Develop recommendations for learning environment enhancements to address any identified issues/concerns

Inclusive Teaching & Learning – Amy Lyn, Jenna Hess, and Rachel Lutwick-Deaner

• Tactic 3.2   Prioritize inclusive teaching and learning practices across the college that reflect a strong understanding of students’ diverse needs.
  • Tactic 3.2.1    Integrate the Good Practices for Inclusive Teaching and Learning into TLDE  programming.
    • Tactic 3.2.1.1    Develop and promote multimodal professional learning opportunities rooted in inclusive teaching and learning practices.
    • Tactic 3.2.1.2    Support Faculty and Staff to deepen and enhance inclusive teaching and learning practices.
  • Tactic 3.2.2    Report on the status of inclusive teaching and learning, including alignment of professional learning and recommendations for continuous improvement of inclusive teaching and learning across the college.
     

English as a Second Language Curriculum - Dan Sullivan and Grant Snider

• 3.3 Assess GRCC's current ESL policies and programs
  • 3.3.1 Develop a set of recommendations for ESL student success

Priority 1: 

Harness the power of data to inform our practices and guide decision-making

Data Governance  - Amanda Kruzona and Kevin Perrin 

• Tactic 1.1 Finalize and implement a data governance policy
  • Tactic 1.1.1 Establish a data governance model
  • Tactic 1.1.2 Establish procedures for ensuring data quality and integrity
  • Tactic 1.1.3 Minimize the number of locations where institutional data is stored
  • Tactic 1.1.4 Increase training for individuals in functional or technical roles who oversee institutional data

Data Literacy - Ashley Ruthruff and Eric Jones

• Tactic 1.2 Assess data literacy needs for employees
  • Tactic 1.2.1 Restructure and enhance data literacy training
• Tactic 1.3 Establish a data dictionary 
  • Tactic 1.3.1 Develop a common definition for completion and transfer
  • Tactic 1.3.2 Establish a process for reviewing the data dictionary

Data Access - Amanda Kruzona and Kevin Perrin

• Tactic 1.4 Increase employee access to institutional data through the use of technology
  • Tactic 1.4.1 Develop user-friendly dashboards 
  • Tactic 1.4.2 Offer resources to guide usage of dashboards 
  • Tactic 1.4.3 Develop a data repository
  • Tactic 1.4.4 Increase employee access to institutional data through data summits

Adding or Revising Data Elements - Amanda Kruzona

• Tactic 1.5 Create an action plan for federal changes to race/ethnicity data collection
  • Tactic 1.5.1 Propose a communication plan within proposed action plan
  • Tactic 1.5.2 Propose a technical plan within proposed action plan
  • Tactic 1.5.3 Identify impact on compliance and required reporting efforts
  • Tactic 1.5.4 Identify impact on internal disaggregation practices
• Tactic 1.6 Recommend an action plan template for adding or revising data elements
  • Tactic 1.6.1 Recommend justification process for adding or revising data elements
  • Tactic 1.6.2 Recommend a communication plan template within action plan template
  • Tactic 1.6.3 Recommend a technical plan template within action plan template
  • Tactic 1.6.3 Recommend template to help identify internal impact of adding or revising data elements

Priority 2: 

Foster a seamless integration between education and employment for our students

Student Career Planning - Megan Downey 

• Tactic 2.1 Review and understand the information the high schools are collecting on career planning (the checklist) to determine its relevance for GRCC
• Tactic 2.2 Review and collaborate on the planned work of the new Career Center to ensure that the SI compliments that work
• Tactic 2.3 Recommend mechanisms to make career planning part of the existing college-wide systems (shared communication across campus)
  • Tactic 2.3.1 Review and document the communications that are occurring around career planning
  • Tactic 2.3.2 Assess how students are using the options we currently have and identify gaps
  • Tactic 2.3.3 Recommend an indicator of where a student is in career decision making into orientation (explain they should expect this from GRCC) 
  • Tactic 2.3.4 Determine how we can better utilize the existing career exploration mechanisms we have in place
  • Tactic 2.3.5 Review software options to enhance student career exploration
• Tactic 2.4 Attract under-represented students into specific career paths/ encourage students to expand their thinking about career possibilities

Employer-Based Career Exploration & Career-Focused Curriculum - Michael Schavey and Luanne Wedge

• Tactic 2.5 Recommend a comprehensive structure to connect students to career exploration opportunities with employer partners to GRCC’s Career & Student Employment Center
  • Tactic 2.5.1 Recommend a definition and process of becoming an employer partner
  • Tactic 2.5.2 Recommend a definition and activities considered as career exploration
  • Tactic 2.5.3 Recommend an assessment strategy featuring Program Learning Outcomes, Student Learning Outcomes, and Key Service Indicators.
  • Tactic 2.5.4 Identify areas of concern around risk management and recommend solutions.
  • Tactic 2.5.5 Recommend a strategy to prepare and collaborate with key areas of the college involved in supporting students in seeking out opportunities for career exploration.

Non-credit to Credit Course Alignment - Matt Novakoski

• Tactic 2.6 Identify additional areas to enroll students from non-credit spaces to credit courses (alignment with grant opportunity)

Priority 3: 

Implement targeted retention and graduation strategies to support historically marginalized communities

Enhancing Belonging Among Underserved & Underrepresented Students - Leader(s) TBD

• Tactic 3.1 Better define what we mean by underrepresented & underserved and create strategies for each sub-group
  • Tactic 3.1.1 Assess strategies and best practices in creating a sense of belonging for students in each subgroup
  • Tactic 3.1.2 Implement best practices for creating a sense of belonging
• Tactic 3.2 Expand professional development opportunities around serving underrepresented & underserved populations

Academic Advising Experience - Ann Isackson, Dan Nyhof, and Leigh Kleinert

• Tactic 3.3 Establish a protocol for effective and consistent academic advising so that all students have an equitable and quality experience
  • Tactic 3.3.1 Establish a mission, vision, and definition of academic advising at GRCC
  • Tactic 3.3.2 Develop student responsibilities, student learning outcomes, and a syllabus for academic advising
  • Tactic 3.3.3 Identify advisor responsibilities, outcomes, competencies, and professional learning needs
  • Tactic 3.3.4 Identify the role of classroom faculty in the academic advising process

Priority 1: 

Strengthen mental health support for students, staff, and faculty by expanding resources and capacity to address their diverse needs and promote well-being

Campus-wide Mental Health Supports - Melissa Ware and Denise Jones

• Tactic 1.1 Gather more data on student, faculty and staff mental health
• Tactic 1.2 Identify gaps in infrastructure & systems, make recommendations 
• Tactic 1.3 Have the capacity (staffing and financial) to support the institutions mental health needs
• Tactic 1.4 Raise awareness of campus mental health needs as well as educate faculty/staff on existing resources

Priority 2: 

Provide comprehensive support for students' basic needs by implementing initiatives that provide access to essential resources inside and outside the classroom

Student Basic Needs & Wraparound Funding and Services - Valerie Butterfield

• Tactic 2.1 Institutionalize supporting students’ basic needs
  • Tactic 2.1.1 Support faculty and staff with knowledge and resources to support students’ needs
  • Tactic 2.1.2 Support adjunct faculty as a first-line for students (provide same information as full-time faculty)
  • Tactic 2.1.3 Help all staff & faculty know what is available to help students & support them getting their basic needs met
• Tactic 2.2 Identify grants and other additional funds for wraparound services to replenish existing funding sources
  • Tactic 2.2.1 Identify funding to be able to add human resources to focus on wraparound services

CARES Network of Student Support Outcomes - David Lovell

• Tactic 2.3 Increase transparency and accessibility of data from GRCC CARES including what services are most often requested
  • Tactic 2.3.1 Identify where the data is stored and how to gain access to it including who should access it 
  • Tactic 2.3.2 Better understand outcomes and students who use services vs. those who do not and how that impacts long-term outcomes

Priority 3: 

Cultivate an institutional environment that embodies and prioritizes equity and inclusion

Diversity, Equity, Inclusion, and Belonging Professional Development - LEADER(S) TBD

• Tactic 3.1 Create a shared understanding of what GRCC means by diversity, equity, inclusion and belonging (DEIB)
• Tactic 3.2 Review our current policies, procedures and systems in place
• Tactic 3.3 Create learning opportunities to support DEIB across the college (ongoing)

LGBTQ+ Inclusion Fundamentals Team (LIFT) - Nora Neill and Stacia Barczak

• Tactic 3.4 Engage partner institutions and leaders in LGBTQ+ inclusion efforts to expand training opportunities for staff and faculty
• Tactic 3.5 Integrate gender identity question/metric into data collection efforts to better assess the supports that students need
• Tactic 3.6 Collaborate with departments (MarComm and others) to modernize our language and messaging across campus

Priority 4: 

Ensure representation of faculty and staff are reflected by the richness and diversity of our student body and community

Inclusive Hiring Practices - Danielle Flaumenhaft

• Tactic 4.1 Review our hiring processes to ensure they support DEIB efforts
  • Tactic 4.1.1 Ensure coordination among HR, People/Culture/Equity, academic departments, and associate deans
  • Tactic 4.1.2 Encourage cooperation between hiring managers & HR
  • Tactic 4.1.3 Review/change our policy of internal postings (if pool isn’t diverse to start, this hinders us)
• Tactic 4.2 Redesign and deliver training on DEIB (including bias) for the search committees & anyone in a position to hire (before interviews)

Priority 1: 

Execute a comprehensive strategic enrollment management system to effectively manage and achieve enrollment goals

Strategic Enrollment Management Plan - Amy Soper, Lori Cook, and Ann Isackson

• Tactic 1.1 Fully develop a strategic enrollment management plan
  • Tactic 1.1.3 Develop student group enrollment strategies for each category of students we serve
• Tactic 1.2 Align current technology solutions to align data/enrollment management
  • Tactic 1.2.3 Evaluate our enrollment processes to ensure they align with the SEM when complete
• Tactic 1.3 There should be a tactic added here around retention.

Community Economic Feedback - Mark Champion

• Tactic 1.4 Better understand our competition - 4 years, For Profits, & Comm Orgs
• Tactic 1.5 Dig deeper into what the next 10-15 years look like including economic factors (forecasting)

Priority 2: 

Enhance academic and student services at the Lakeshore Campus

Lakeshore Academic and Student Services Optimization - Cameron Buck and Jaqueline Araiza

• Tactic 2.1 Determine the identity of Lakeshore (which programs serving which student)
  • Tactic 2.1.1 Assessment and gathering feedback from internal and external stakeholders to help determine gaps and direction for the campus
  • Tactic 2.1.2 Identify necessary student services and enhance them at the LS campus.
  • Tactic 2.1.3 Enhance the Lakeshore facilities including lab space to meet the needs of the LS stakeholders
• Tactic 2.2 More efficiently utilize technology to enhance the services available at LS & connect virtually to the main campus
  • Tactic 2.2.1 Identify necessary student services (technology) and enhance them at the LS campus

Priority 3: 

Forge strong partnerships between GRCC and K-12 educational institutions

K-12 Partnerships -  Lynnae Selberg

• Tactic 3.1 Establish new partnership models (beyond middle college) Ex. Pre-apprenticeships, Direct Credit, etc.
• Tactic 3.2 Align pathways for students to earn certificates that ladder to degrees
• Tactic 3.3 Establish partnerships with the lower grades K-8 to develop pipelines of students

Priority 4: 

Expand and diversify our network of employer partnerships by actively pursuing collaborations with previously untapped organizations

Strengthening Collaborations with Community and Employer Partners - Kristi Haik

• Tactic 4.1 Partner with community non-profits to expand employer relationships to lead to increase educational attainment for their employees
• Tactic 4.2 Offer work-based learning experience/internships with employers for students
• Tactic 4.3 Reinvigorate and diversify our advisory committees
  • Tactic 4.3.1 Create a President’s Employer Council
  • Tactic 4.3.2 Review of ways advisory boards or other existing mechanisms are being utilized for best practices (moved from Goal 1, Priority 1, Industry-relevant Content & Curriculum)
  • Tactic 4.3.3 Expand into liberal arts and other areas (beyond only workforce programs) 
• Tactic 4.4 Review technology solution to track partnerships (CRM)

Priority 1: 

Enhance our organization's human resource potential by implementing targeted training programs and fostering a supportive and inclusive work culture

The New Employee Experience - Kenneth Bertucci

• Tactic 1.1 Re-envision the onboarding process for staff
  • Tactic 1.1.1 Reinvigorate a mentoring program for new staff as part of onboarding
  • Tactic 1.1.2 Help new employees acclimate to the College (formal portion such as policies, procedures, technology, etc.)

Transparent Evidence-based Hiring Practices - Maddie Dyer

• 1.2 Review the evidence- based hiring process for staff
  • 1.2.1 Communicate how candidates are screened and progress through the hiring process
  • 1.2.2 Review and share data that demonstrates the efficacy of the evidence- based hiring process

Creating a Culture that Fosters Employee Recruitment and Retention - Leader(s) TBD

• Tactic 1.3 Create a better and more consistent employee experience to recruit and retain employees in a competitive environment
  • Tactic 1.3.1 Explore applicant tracking management system, onboarding, and performance management
  • Tactic 1.3.2 Share information about what is being done to address the turnover rate and ensure departments receive the same information
  • Tactic 1.3.3 Support supervisors to help provide a consistent employee experience across departments
  • Tactic 1.3.4 Establish more structure and policy around contingency positions

Priority 2: 

Strike a balance between physical space and technology for a seamless integration that enhances the learning experience

Facility Optimization - Whitney Marsh and Vicki Janowiak

• Tactic 2.1 Assessing physical space needs given the change in distance education demands
• Tactic 2.2 Use course scheduling to better respond to our physical space needs as assessed
• Tactic 2.3 Optimize and promote usage of our labs and study spaces to increase utilization
• Tactic 2.4 Provide guidelines to use student preference/ attendance to optimize building usage

Priority 3: 

Foster a culture of environmental responsibility to reduce our ecological footprint

Campus-wide Environmental Sustainability Effort - Klaas Kwant, Jim Van Dokkemberg, and Bill Faber

• Tactic 3.1 Reduce physical waste
• Tactic 3.2 Better understand how we can be more sustainable in the environments we are in
• Tactic 3.2.1 Reiterate the importance of incorporating sustainability actions into the daily routine  

Priority 4: 

Ensure financial stability and resource optimization

Departmental Budget Literacy - Nat Lloyd, Todd Hurley, and Jennifer Scott - Closure Request Submitted

• Tactic 4.1 Educate and empower supervisors and budget control officers to know the tools we have available including our budget process
• Tactic 4.2 Annual refresh on budgeting process