COLLEGE - STRATEGIC PLAN Operational Plan
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ACADEMIC YEAR 2018-19 TO 2022-23
STRATEGIC PLAN
Operational Plan
MADE
COLLEGE.
2
OPERATIONAL PLAN
Goal 1: Achieve 100% student success
Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
Strategy 1.1: Increase access to education.
Project Leaders: Lillian Ortiz
1. Identify and implement Yes, if we
1.1.1: Identify
alternatives to Accuplacer 1. Increase percentage of have to
and overcome
placement testing, including students placed in college-level FA18 SP21 Maybe Yes Maybe purchase
barriers to
the potential use of multiple courses. new
enrollment.
measures. software
1. QCC will research, purchase
and implement appropriate
2. Right-size semester course
predictive analytic tools that
offerings and classroom FA19 SP21 No Yes No Yes
will be utilized in scheduling to
scheduling.
help facilitate fewer disruptions
to student schedules.
1. Monitor and review
3. Implement enrollment
CampusWorks
recommendations from FA18 FA20 Yes Yes Yes Yes
recommendations for adequate
CampusWorks report.
yearly progress.
4. Implement appropriate
1. Accelerate time to
acceleration course SP19 SP21 Yes Yes Yes Yes
completion.
methodology.
5. Create a centralized student
1. Launch Student Success
services model to better serve FA18 SP21 Yes Yes Yes No
Center
our students at all locations.
1.1.2: Address
student 1. Increase institutional 1. Reduce student out-of-pocket
FA19 SP20 Maybe Maybe No No
affordability and financial aid dollars. cost.
cost structure.
Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
1. Models for more competitive
2. Analyze current cost student cost structures are Yes, if
structure. OR Conduct recommened. OR Use as a new
FA18 SP19 No Yes No
a competitive analysis consideration for budgeting software
considering cost and value. fees, and for marketing needed
strategies.
3. Communicate financial
1. Reduction of # of students
aid and payment plan FA18 FA20 Maybe Maybe No No
dropped for non-payment.
opportunities earlier.
Yes, each
semester
when
student first
enrolls or
registers,
we need the
student to
Yes, if
4. Explore payment plan answer with
1. More students will have a new
options that better meet the FA19 FA20 Maybe "fin aid" or No
plan to pay. software
needs of our students. "third party"
needed
or "paying
out of
pocket," and
we'll need a
daily report
for different
offices for
outreach.
1. Determine demand Depen-
1.1.3: Align
for various instructional dent on
course delivery Yes Maybe (cx
modalities (competency- 1. Implement as appropriate. SP19 SP21 No program/
method to (I.D.) changes)
based/accelerated/hybrid/ disci-
student demand.
online). pline
2. Create a better 1. Students are able to self-
infrastructure for accelerated register for accelerated FA19 FA20 Yes Yes No Yes
terms. coursework.
3
4
Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
1. Early College, ACE, dual
1.1.4: Strengthen
enrollment and Gateway
dual enrollment/ 1. Centralize oversight of high
program team members FA18 SU19 No Maybe Yes Yes
early college school/early college programs.
become centralized under one
infrastructure.
area.
2. Streamline enrollment
1. Enrollment process for
process for dual enrollment/
dual enrollment/early college
early college. Provide cohesive FA18 SU19 No Yes Yes Yes
programs becomes streamlined
outreach for all early college
and simplified.
programs.
1.1.5: Increase 1. Metrics are established to
1. Assess the impact of current
outreach to measure the effectiveness
outreach to underserved SP19 SP20 Yes Yes No No
underserved of outreach activities to
populations
populations. underserved populations.
1. Metrics from 1.1.5.1.1 will
2. Determine how to promote
be used to create an inclusive
and expand outreach efforts SP20 FA20 Maybe Maybe No No
outreach plan for underserved
for underserved groups.
groups.
Strategy 1.2: Create clear college and career pathways.
Project Leaders: Nancy Schoenfeld
1.2.1: Help
students
1. Create and implement a
identify/ 1. Increase Fall to Spring
clear onboarding process for SP19 SP20 Yes Yes Yes Maybe
implement their persistance.
students.
academic career
goals.
1. Increase number of students
2. Implement FYE 101 – First Yes
who have an academic and FA18 SP21
Year Experience. (I.D.)
career plan.
3. Research and recommend a 1. Faculty and staff are able to
Yes
system or process to track the view and continually discuss SP19 SP21 Yes Yes
(I.D.)
specific goals of each student. goals with students.
Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
4. Provide better training
programs for advisors to guide 1. Increase opportunity for
SP19 Ongoing Yes Maybe Yes No
students toward personalized faculty and staff training.
success.
1. Implement meta majors,
2. Implement corequisite
5. Implement guided
remediation, 3. Implement SP19 SP21 Yes
pathways.
full time and part time block
scheduling options.
1.2.2: Strengthen
basic and
1. Review and update core
transferable 1. Identify basic and
competencies and general Yes
skills for transferable skills common to SP19 SP20 Maybe Maybe Maybe
education outcomes needed (QORE)
academic & most/all courses and programs.
for success.
continued
success.
2. Integrate foundational,
academic and workforce 1. Increase completion and
SP19 SP20 Yes Yes
readiness skills into courses employment placement rates.
and programs.
3. Investigate and implement
1. Increase number of students
ways to accelerate students to SP19 SP20
in college-level courses.
college-level courses.
4. Clearly articulate 1. Increase employment
SP19 SP21 Yes Yes
transferable skills. placement rates.
1. Develop and implement an
1.2.3: Implement 1. Increase registration
online, graphical-format, user-
technology accuracy, ability to adjust
friendly academic planning
for Academic academic progress goals
tool that allows students and
Planning as needed. OR Decreased SP19 SP21 Yes (I.D.)
their advisors to review and
Pathways registration errors, ability to
monitor academic progress
(e.g., progress adjust academic progress goals
towards completion in real-
tracking) as needed.
time.
5
6
Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
1. Increase appropriate
2. Use existing data to improve
course placement and course SP19 SP21 Yes Yes Yes
student support.
completion rates.
Strategy 1.3: Improve retention via student support services.
Project Leader: Lillian Ortiz, Nancy Schoenfeld
1. Increased faculty and staff
1.3.1: Achieve
1. Training expanded and utilization of current support
100% utilization
scheduled in a variety of structures. Appropriate areas Yes
of existing FA18 Ongoing Yes Yes
modalities (train-the-trainer, and departments meet, (I.D.)
support
online, video, face-to-face). determine, and implement
structures.
work flow, practices and needs.
1. Increase appropriate
2. Use existing data to improve
course placement and course SP19 SP21 Yes Yes Yes
student support.
completion rates.
3. Strategically infuse Starfish
into areas/departments not
currently using the system in
SU18 SU19 Yes Yes
a manner that supplements
their current practices and
improves student support.
1.3.2: Improve
1. Develop and implement 1. Social media and mobile
communication
a mobile communication apps used to communicate with
processes and
strategy to effectively students, providing "QCC on
procedures with FA18 SP20 Yes Yes Yes
communicate with students the Go" for students to access
students, dapart-
to improve the overall campus and learn from any location
ments and loca-
experience. with their own device.
tions.
2. Further develop and 1. Students, faculty and staff
implement student services able to access online services
FA18 SP20 Yes Yes Yes
web sites and online access to for students to more fully
services. address their needs.
Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
1.3.3: Assure
the same level
1. Solicit timely student
of service 1. Systematic assessment
feedback to assist
across student metrics developed and FA18 SP20 Yes Yes Yes
future student program
populations, implemented.
development.
locations and
times.
2. Assess and create virtual
office environments which 1. Virtual office technologies
allow students to access and services are offered at all
FA19 SP21 Yes Yes Yes
communicate with campus locations (Skype, remote kiosks,
stakeholders from any etc.).
location.
1. Students will be registered
3. Invest in appropriate for their schedules a year in
FA18 SP20 Yes Yes Yes
scheduling software. advance, across credit and non-
credit pathways.
1. Increased number of touch
Ongoing;
points between each student
1.3.4: Refine 1. Change the role of advising initial
and their advisor, changing the
and personalize from course registration to FA18 assessment Yes Yes
conversation from scheduling
student advising. intrusive advising. completed
to goal attainment and student
by FA19
success.
1. Advising syllabus and
handbook published and
2. Develop and implement
provided to all new incoming
a common set of uniform
students, with an easily SP19 SP20
policies, procedures and
accessible training protocol for
training protocols.
all new faculty and professional
advisors.
3. Design cross-campus
1. Coordinated use of campus
interventions that will
resources having a positive
encourage improved student SP19 SP20 Yes Yes Yes
impact on our at-risk student
persistence, retention and
population.
graduation rates.
7
8
Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
1.3.5: Promote
physical/
1. Student participation in
psychological 1. Students will have
intramurals, wellness activities
health through access to physical wellness FA18 SP22 Yes Yes Yes Yes
and collegiate sports increased
appropriate opportunities on campus.
by at least 7%.
programs and
services.
2. Students will have access 1. A 5% increase in students'
to counseling and support knowledge of counseling and
FA18 SP21 Yes Yes
services 24 hours a day across support services on and off all
all campuses and via phone. campuses and via phone.
1.3.6: Implement
1. Monitor and review
recommen- 1. Embed recommendations
Student Success Task Force
dations from from Student Success Task FA18 Ongoing Yes Yes
recommendations for adequate
Student Success Force in Strategic Plan.
yearly progress.
Task Force.
1. Evaluate and identify open
1.3.7: Improved spaces that can be utilized
facilities and by QCC faculty and staff with 1. Common student huddle
infrastructure students for student work and spaces and charging stations FA18 Ongoing
plan to support collaboration, a.k.a. frequent designated on all campuses.
retention. “huddle spaces” and charging
stations.
2. Create an aquire-retire
furnishing plan to modernize
1. Accessible, clean furniture for
student furniture on an
classrooms and huddle spaces FA18 Ongoing Yes Yes
ongoing basis in classrooms
purchased and/or repurposed.
and common spaces at all
college locations.
Strategy 1.4: Improve and expand infrastructure (plant/technology).
Project Leader: Steve Marini
1.4.1: Improve
1. Evaluate wireless coverage
technology 1. All wireless gaps are filled. SP18 FA21 Yes Yes
and repair dead spots.
infrastructure.Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
2. Update fiber wiring to 10G
as well as supporting network 1. New fiber wiring is installed. SP18 FA21 Yes Yes
hardware.
3. Replace old Uninterruptable
Power Supply (UPS) in the HLC 1. UPS is replaced. SP19 FA20 Yes Yes Yes
data center.
4. Fund recommended 1. Technology systems are
technology replacement life- maintained with up-to-date SU10 Ongoing Yes Yes Yes
cycles. capabilities and better support.
1. Increase efficiency of
software updates by using cloud
alternatives, while reducing
5. Consider cloud alternatives
costs. OR Increase efficiency
for any new or refreshed SP18 Ongoing Yes Yes
of software updates and
technology.
support and decrease hardware
maintenance by implementing
cloud alternatives.
1.4.2: Improve
1. Inventory and evaluate
academic and 1. Decreased number of IT
current systems; clean and SP19 FA21 Yes Yes
administrative managed systems.
consolidate.
technology.
2. Upgrade to HSM (Heat 1. Introduce more efficient
Service Management) and organized ticket tracking SP18 FA19 Yes Yes Yes
ticketing system. method.
3. Evaluate the dean's
1. Reduce redundancy and
database; develop and
improve work flow among AA,
implement a plan to improve SP19 FA21 Yes Yes Yes
HR, payroll, and registrar's
functionality within existing
offices.
application(s).
1. Monitor and review
4. Embed recommendations CampusWorks
from CampusWorks IT report recommendations for adequate
yearly progress.
910
Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
5. Implement annual IT 1. Support student success with
surveys of users for future increased project completion
projects and wish list. rates and positive project SP19 FA21 Yes Yes
OR Implement annual IT impacts as related to the survey
departmental reviews. analytics.
1.4.3: Improve 1. Complete Suprenant HVAC 1. New HVAC system for all
SP18 FA18 Yes
physical plant. project. classrooms for Surprenant.
2. Build Life Sciences Labs 1. Updated labs and support
FA19 SP20 Yes Yes Yes
417S, 414S, 413S. spaces developed.
3. Build new Dental Materials 1. Modern Dental Materials Lab
SP20 FA20 Yes Yes Yes
Lab 217S. created.
1. Increased security with newly
4. Complete campus door lock
installed locks for classrooms SP18 SP21 Yes
project.
and offices.
5. Prioritize and complete
1. Increased accessibility
identified exterior SP18 FA18 Yes
compliance.
accessibility Improvements.
6. Prioritize and complete
1. Increased accessibility
Surprenant and Hebert SP19 FA21 Yes
compliance.
accessibility.
Strategy 1.5: Engage and leverage alumni and community partners.
Project Leaders: Lillian Ortiz, Nancy Schoenfeld
1.5.1: Develop
and implement 1. Match students in order to 1. Increase students'
community receive support and guidance persistance and goal FA18 F22 Yes Yes Yes
mentoring from a mentor. completeion.
program.
2. Develop and Implement
1. Connect students to support
strategies for managing
resources that will assist them FA18 FA22
social, academic, and
in their academic life.
financial hardships.Budget Impact
Review Action Items Per Objective Outcome/Deliverable Start Comple- Person- IT Support Space $, (cap-
Objectives Per Action Item Date tion Date nel ital
expendi-
tures)
3. Create a survey tool that
allows collection of data on 1. Increased persistence and
FA18 FA22 Yes Yes Yes
student success through student engagement.
mentoring programs.
1.5.2: Identify 1. Number of active
1. Utilize preexisting
QCC-engaged alumni mirroring student
methods of contact to ensure FA18 FA22
and engageable demographics who participate
participation.
alumni. in mentoring programs,
volunteering at events,
2. Hold events to engage more donating, attending social
networking events, or other FA18 FA22 Yes Yes
alumni from the community.
activities is increased.
1.5.3: Develop a
comprehensive
mentoring
program to 1. Increase mentor and 1. Students identified and
include faculty, mentee awareness of support supported in a timely manner, FA18 FA22
staff, students, services at the college. including by mentors.
alumni, and
community
members.
2. Cultivate an environment
1. 70% of mentors and mentees
that supports and challenges
will meet the recommended
students' personal FA18 FA22
7 meetings throughout the
development and continuous
academic year.
learning.
1112
Goal 2: Become the leader in quality, innovative academic and workforce programs.
Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
Strategy 2.1: Develop and Implement a set of practices emphasizing students’ strengths not deficits.
Project Leader: Nancy Schoenfeld
1. Promote student 1. Professional development
engagement through offered to integrate active
2.1.1: Promote active learning in the learning strategies into courses,
student-centered classroom, service workshops and programs; FA18 Ongoing Yes (I.D.) Yes
teaching strategies. learning opportunities, effective evaluation strategies
and experiential learning conducted, and helpful feedback
events. received and acted upon.
1. Establish a Multiple
2.1.2: Develop and
Measures Task Force
implement a system 1. Options for multiple measures
of cross-functional
of multiple measures of incoming students' academic
stakeholders to examine FA18 SP19 Yes Yes Yes
for determining the achievement recommended by
and define the goals for
skills of incoming task force.
using multiple measures in
students.
placement decisions.
2. The Multiple Measures
Task Force will identify 1. A new placement model using
practical and effective multiple measures piloted and
placement practices assessed for comparison of FA19 SP20 Yes (I.D.) Yes Yes
that will be used when student success in key gateway
evaluating incoming courses.
students.
3. Based on pilot project
data, multiple measures 1. All incoming students assessed
will be redesigned and using the developed Multiple SP20 Ongoing Yes (I.D.) Yes Yes
scaled up to ensure Measures Assessment (MMA).
accurate course placement.Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
Strategy 2.2: Integrate essential learning outcomes across curriculum for today’s challenges and opportunities.
Project Leader: Nancy Schoenfeld
1. To achieve greater
2.2.1: Infuse
consistencey in essential
knowledge and
learning outcomes,
application of
continue to fund digital
general education 1. Identify top-20 enrolled general
course template teams for Yes
goals or essential education courses and create
top 20 enrolled general (QORE,
learning outcomes teams for development of digital FA18 SP21 Yes
education courses (identify Faculty,
throughout course templates (4-semester
top 20 general education I.D.)
students’ learning process) engaged.
courses, continue those in
experiences,
process, create teams for
curricular and co-
remaining, and develop
curricular.
timelines).
2. Develop guidelines for 1. Compose a communication
use of general education strategy for faculty, staff and
Yes
outcome statements students and systemize; create
SP19 FA20 (QORE, Yes
across classroom and a user guide to align courses
I.D.)
non-classroom learning to general education outcome
experiences. statements across campus.
3. Promote use of 1. Implement communication
assignment design and strategy for assignment design
Yes
assessment toolkits and assessment toolkits, and
SU19 SP21 (QORE, Yes Yes
across classroom and deliver workshops to demonstrate
I.D.)
non-classroom learning use in classroom and non-
experiences. classroom learning experiences.
1. Format existing 10
general education learning
2.2.2: Continue the
outcome documents to
development and 1. Redesign 10 general education
be consistent with new
implementation of learning outcome documents for In
format. Designate public SP19 Yes (I.D.) Yes Yes
general education consistency and make publicly Process
location for documents
outcomes available.
which are easily found and
assessment.
accessed for faculty, staff
and students.
1314
Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
2. Incorporate general
education competencies 1. Ensure all 10 general education
into Blackboard outcomes outcomes & objectives are Yes
so educators can align their made available in Blackboard FA18 SU19 (QORE, Yes
projects, assignments, etc. Outcomes for use by faculty and I.D.)
seamlessly and expand staff.
alignment on campus.
1. Design and deploy shared
3. Create a visual system
visual system which aligns with
to indicate alignment Yes
general eductation goals (icons,
of materials and SP19 FA20 (QORE, Yes Yes
logos, badges, etc.) to increase
programming with I.D.)
awareness of goals across
General Education Goals.
campus.
4. Develop and encourage
generation of authentic, 1. Implement required
meaningful assessment consultation with Quinsigamond Yes
projects from the Outcomes Research Excellence FA18 Ongoing (QORE, Yes Yes
APR process (requires (QORE) Team as part of APR I.D.)
college-wide approval for process.
implementation).
2.2.3. Grow practices
for interpreting
evidence, 1. Create and maintain central
envisioning 1. Consolidate existing one-stop digital access location
improvements, QCC assessment research for assessment research and best
SU20 SP21 Yes Yes Yes
and implementing into central one-stop practices, and solicit ongoing
change-based digital location. contributions from faculty and
general education staff.
outcomes
assessment.
1. Faculty and staff are equipped
2. Train educators to
to interpret evidence relevant to
interpret evidence and
their program/course/area and
create action items SP19 SP21 Yes Yes Yes
develop action items based on
based on qualitative and
their qualitative and quantitative
quantitative evidence.
evidence.Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
1. Publish annual review of
3. Make assessment results
student learning outcomes FA19 SP21 Yes
transparent.
assessment research and results.
Strategy 2.3: Prepare students with the skills, knowledge and abilities for jobs of the future.
Project Leaders: Nancy Schoenfeld
2.3.1: Ensure a
relevant program 1. Develop and implement
mix based upon programming based on 1. Increase program completion
market analysis, employer-driven data and industry-specific FA18 Ongoing
including at all specific to workforce employment rates.
locations and in all needs.
modalities.
2. Review of prerequisite
courses' relevancy to
subsequent courses, 1. Accelerate time to completion. FA18 Ongoing
and particular degree
objectives.
3. Review and revise
general education 1. Increase completion and
FA18 FA19
requirements in employment rates.
certificates.
2.3.2: Explore
options in 1. Assess demand for
competency-based programming aligned 1. Increase attainment of
FA18 FA21 Yes (I.D.) Yes Yes
assessment aligned with industry-recognized industry-recognized credentials.
with critical regional credentials.
industries.
2. Develop awareness of
1. Increase number of credits
credit for prior learning FA18 SP21 Yes Yes Yes Yes
awarded for prior learning.
opportunities.
1516
Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
3. Examine and revise
processes for awarding 1. Increase number of credits
FA18 SP21 Yes
experience-based awarded for prior learning.
education.
2.3.3: Develop and
integrate a scalable
1. Integrate supplemental
program model
instruction into gateway 1. Increase college-level course
that simultaneously FA18 FA20 Yes Maybe Maybe Yes
courses for career-track completion rates.
integrates basic
programming.
skills and technical
training.
2. Select existing 1. Up to 5 Career Technical Ed
certificates to pilot model. (CTE) certificates piloted.
3. Improve staff and
community use of 1. Increase students' use of
pathways and resouces integrated college resources, and FA18 SP20 Yes
through an integrated persistance of students.
approach and referral.
Strategy 2.4: Expand workforce development and lifelong learning programming.
Project Leaders: Nancy Schoenfeld
2.4.1: Expand data-
1. The Corporate Engagement
backed workforce
1. Create a holistic Team will increase awareness of
development and
business outreach QCC's capacity to serve industry
lifelong learning for
strategy by coordinating needs for current and future FA18 SP21 Yes Maybe Yes Yes
seamless transition
internal departments and workforce development and
from non-credit to
resources. align with priority industries and
credit in regional
strategic partners in our SDA.
industry sectors.Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
2. Create and survey past
and present students 1. Metrics from survey data
within industry sectors will be used in creating career
FA18 SP21 Yes Maybe Maybe Yes
for feedback on career readiness and professional
readiness and professional development programming.
development needs.
3. Build programming 1. Target one new company each
designed to meet the needs year to expand pipeline entry- FA18 SP21 Yes Maybe Maybe Yes
of working students. level training.
2.4.2: Expand
1. A. Increased revenue in
contract training 1. Create a comprehensive
contract training. B. Increase
to meet critical outreach structure and
in companies using tuition
technical skills gaps plan that will allow for a
remission benefits for credit and FA18 SP21 Yes Yes Maybe Yes
and professional strategic and continuous
non-credit training. C. Increased
development to serve external presence in all
employer recruitment for
our business and areas of our SDA.
internship and co-op placements.
industry community.
1. A. Increase in QCC brand
2. Develop and implement
recognition beyond traditional
an integrated marketing
offerings. B. Internal QCC
plan that will include a
community recognizes the FA18 SP21 No Maybe No
holistic approach with
capacity of QCC to serve the
all college marketing
community through credit and
initiatives.
non-credit contract training.
1. A. Less time spent on
sourcing and more time spent
on client engagement will
3. Develop lead generation
result in a decreased sales
tools and strategies
cycle and increased revenue. FA18 SP21 Maybe Maybe Maybe
to identify qualified
B. Sales cycle time decreased.
prospects.
C. Staff productivity and
revenue generation capabilities
maximized.
1718
Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
2.4.3: Evaluate and
enhance existing
college resources 1. Engage in collaborative
and infrastructure, process of re-engineering 1. Processes are client driven and
to support workforce to ensure QCC policies and have the systems and policies in FA18 SP21 Maybe Maybe No
development efforts systems are client driven place to support it.
to be responsive and fiscally compliant.
to business and
industry needs.
2. Increase workforce
development utilization of 1. College resources (Blackboard,
labs and resources in order Sim Lab, Starfish, etc.) are more
SP19 FA21 Maybe Maybe Maybe
to maximize capabilities widely used for workforced
to serve business and development programming.
industry needs.
Strategy 2.5: Create a culture of academic innovation and collaboration.
Project Leader: Nancy Schoenfeld
1. Establish a Community
of Practice (CoP) for
2.5.1: Create
educators and staff across SP19,
opportunities Yes
all areas of the college 1. Schedule of events created. FA18 then Yes (I.D.)
for academic Training
to engage with each ongoing
innovation.
other around academic
innovation.
2.5.2: Publish
deliverables of
innovative idea 1. Create a marketing plan
proposals to the for academic innovation at 1. Marketing plan created. SP19 SP20
college community QCC.
and external
constituencies.Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
2.5.3: Review and
1. Using data-driven
revise the proposal
research, increase course
processes to solicit
offerings in an alternative 1. Increase alternative course
innovative pedagogy FA18 FA21
format for those courses offerings by 10%.
that considers our stu-
that demonstrate student
dents’ diverse learn-
success.
ing styles.
2. Identify programs
1. Pilot one competency-based
where competency-based SP19 SP21 Yes - faculty
education program.
education can be applied.
2.5.4: Incentivize
1. Establish a strategic
academic innovation 1. Increase in academic innova-
planning fund to seed pi- SU18 Ongoing Yes (I.D.)
aligned with strate- tion pilots.
lots of innovative ideas.
gic goals.
2.5.5: Develop and
implement a lifecycle
process (conception
1. Create a process to evalu-
through full produc-
ate whether the innovation 1. Process is in place. (Note: utilize
tion) for innovation FA18 Ongoing Yes - faculty
should be operationalized existing structures)
that encourages ex-
further.
perimentation and
facilitates operation-
alization.
2.5.6: Establish a
model to project
instruction and ser- Yes
1. Create process model(s)
vices to online stu- 1. Model(s) created. SP18 Ongoing Train-
to service remote students.
dents and students ing
at QCC remote loca-
tions/learning hubs.
2. Implement synchronous Yes
1. Synchronous classes offered
distance learning among SP19 Ongoing Yes - TA Yes Train-
among locations.
all QCC locations. ing
1920
Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Per Action Start Com- Person- IT Sup- Space $, (cap-
Item Date pletion nel port ital ex-
Date pendi-
tures)
3. Create and implement
technology plan to facili- Yes
1. Students can be advised and
tate enrollment processes, SP19 Ongoing Yes Train-
enroll online.
academic support and dis- ing
tance learning.
Strategy 2.6: Engage and leverage community, corporate and global partners.
Project Leader: Nancy Schoenfeld, Lillian Ortiz
2.6.1: Develop and 1. Collaborate with
1. Corporate and global partners
implement corporate peer colleges to create
and international presence on F18 F22
and international opportunities for exchange
campus increased.
collaborations programs.
Strategy 2.7: Improve placement and developmental education to increase access to academic and workforce programs.
Project Leader: Nancy Schoenfeld
2.7.1: Promote entry
into college-level 1. Develop the
1. Faster entry into college level
courses and success infrastructure to make ? SP21
courses.
in program gateway data-driven decisions.
requirements.
2. Improved completion of
2. Apply best practices
developmental coursework,
and innovations in
and successful enrollment and ? SP21
developmental education
continuation of college-level
based on data collected.
coursework.Goal 3: Optimize communication to enhance collaboration.
Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Start Com- Person- IT Space $, (cap-
Per Action Item Date pletion nel Support ital
Date expendi-
tures)
Strategy 3.1: Streamline communication.
Project Leader: Steve Marini, Lillian Ortiz
1. Evaluate the information
3.1.1: Integrate The Q with on The Q to determine what is 1. A streamlined user Yes
SP19 FA21 Yes
QCC.edu. public and what needs to reside experience (Portal)
behind the firewalll.
2. Review The Q and QCC.edu
1. A streamlined user
for consistency, redundancy,
experience
accuracy.
3.1.2: Create a centralized 1. Uniform quality
1. Map college-wide
communications across all written
communications.
structure. communication.
2. Use college calendar sofware
to better inform community of 1. One centralized
events and special dates. Deploy calendar for all QCC SP19 FA21
one calendar throughout the events and special dates.
institution.
3. Create a centralized college 1. Clearer and more
electronic information hub, for concise information
SP19 FA21
staff and faculty to access when distributed to students,
assisting students staff and faculty.
2122
Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Start Com- Person- IT Space $, (cap-
Per Action Item Date pletion nel Support ital
Date expendi-
tures)
4. Implement a college-wide
CRM to allow all departments 1. Increased transparency
to view communications activity and higher quality student SP19 FA21 Yes
and real-time analytics of customer service.
student life cycle.
Strategy 3.2: Be more responsive to internal and external inquiries.
Project Leader: Steve Marini, Lillian Ortiz
1. Level 1 service is
1. Create a call center to
provided by call center,
3.2.1: Provide excellent triage iniitial calls. Route ALL
reducing the volume of SP19 FA21 Yes Yes Yes
customer service. incoming calls through the call
calls being transferred to
center.
offices.
2. Provide customer service
training for all staff and faculty 1. Increased customer
SP19 FA21
that includes information about service satisfaction.
student services.
3. Use data/analytics to identify 1. Integrate student
resources needed to drive services and resources for SP19 FA21 Yes Yes Yes
student satisfaction. better student outcomes.
3.2.2: Demonstrate to
1. Use consistent voicemail
students the importance
messages, and establish a 48- 1. Better customer service. SP19 FA21
to the college of their call
hour response time policy.
or e-mail.
2. Establish a 48-hour email
response time policy, and
1. Better customer service. SP19 FA21
effective FAQ auto response for
timely student help.
3.2.3: Utilize appropriate 1. On new phone system, 1. Improved phone
communication methods maximize phone system and experience for students,
SP19 FA21
to streamline all analytics to improve phone call staff and community
communication. flow and responsiveness. members.Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Start Com- Person- IT Space $, (cap-
Per Action Item Date pletion nel Support ital
Date expendi-
tures)
2. Create a centralized college
electronic information hub, for 1. Improved information
SP19 FA21 Yes Yes
staff and faculty to access when sharing.
assisting students
3.2.4: Create opportunties
for all departments/
divisions to present 1. Campus personnel are
current achievements and more informed about other FA18 Ongoing
challenges, or process departments.
changes (All College
Forum).
Strategy 3.3: Improve communication with external partners.
Project Leader: Lillian Ortiz
3.3.1: Increase College’s
presence within the
community. Develop
strong community
1. College becomes more
partnerships to leverage 1. Develop plan to integrate QCC
visible and viewed as an
existing resources. Be employees and resources into
active member of the
an active member in the the community.
community.
community to increase
knowledge and awareness
of College offerings and
services.
1. Increased knowledge
2. Ensure College offerings
and awareness of college
and partnership opportunities
events and services
are promoted and developed
throughout the College's
throughout entire service area.
service area.
2324
Budget Impact
Review Objectives Action Items Per Objective Outcome/Deliverable Start Com- Person- IT Space $, (cap-
Per Action Item Date pletion nel Support ital
Date expendi-
tures)
1. Current business model
3. Develop marketing and
changed from focusing on
outreach plans to maximize
one core revenue source
business opportunities and
to expanding all potential
income streams.
revenue streams.
Strategy 3.4: Develop and implement a coordinated annual planning process for recurring activities and tasks that require
college-wide input, resources or responses.
Project Leader: President’s Office
3.4.1: Improve processes 1. Form a committee that serves 1. A document is
for sharing information as a central clearinghouse distributed that informs
between offices and more for collecting and sharing the campus community of FA19 SP20
effectively coordinate activities relative to the campus the relevant activities and
work flow. community. the timelines.
2. Develop a template to track
activities relative to the campus FA20 SP22
community.Goal 4: Foster a diverse and engaged community.
Review Objectives Actions Items Per Outcome/Deliverable Per Start Comple- Personnel IT Sup- Space $, (cap-
Objective Action Item Date tion Date port ital ex-
pendi-
tures)
Strategy 4.1: Promote a welcoming and supportive sense of community within the College.
Project Leader: Steve Marini
4.1.1: Increase
support for all 1. Implement an employee 1. Interpret survey results to
FA18 SP19 Yes Yes Yes
faculty, staff and satisfaction survey. improve campus climate.
students.
1. Adopt and conduct diversity
2. Schedule diversity Yes
dialogues ("Brave Space") on a FA18 Ongoing Yes
dialogues. (trainer)
regular continuous schedule.
3. Identify an unconcious
bias training model or 1. Offer the selected model
SP19 Ongoing Yes
program applicable to campus wide.
QCC.
4.1.2: Create a
Diversity and
1. Serve as an advisory
Inclusion Advisory 1. Develop a mission statement
group to the president
Committee. (How and establish a process for
to discuss employee and FA18 FA18 Yes
to differentiate employees and students to
student concerns around
this from Diversity address diversity concerns.
diversity.
Council and
Diversity Caucus?)
1. Adopt and implement
2. Identify and train a training process for all
Yes
members on the committee members and close FA18 FA18
(trainer)
committee. persistance gaps for target
student populations.
2526
Review Objectives Actions Items Per Outcome/Deliverable Per Start Comple- Personnel IT Sup- Space $, (cap-
Objective Action Item Date tion Date port ital ex-
pendi-
tures)
Strategy 4.2: Adopt an inclusive change management style/model.
Project Leader: Steve Marini
1. Designate a group
4.2.1 Foster positive to assess various
1. Adopt appropriate change
culture of change organizational models SP19 FA19 Yes
management model.
across campus and recommend the most
appropriate for QCC.
2. Develop a
comprehensive
4.2.2 Implement
organizational change
change 1. Offer a variety of staff
management plan SP19 Ongoing
management training opportunities.
including appropriate staff
model.
training using the selected
framework.
Strategy 4.3: Align hiring & staff development practices with strategic plan and institution goals.
Project Leader: Steve Marini
1. Increase diversity among
4.3.1: Expand 1. Increase inclusive
faculty and staff to better reflect FA18 Ongoing Yes
diversity hiring. (minority) advertising.
student demographics.
2. Develop and Implement
1. Increase diversity among
more community FA18 Ongoing Yes
faculty and staff.
outreach/pipelines.
3. Expand diversity
1. Increase diversity sensitivity Yes
training for search FA18 Ongoing
among faculty and staff. (trainer)
committees.
4.3.2: Create
Yes
institutional
1. Create mentoring (trainer
succession plans 1. Increase retention of diverse
opportunities for SP19 Ongoing and/or
for employees faculty and staff.
employees. materi-
who want to grow
als)
professionally.Review Objectives Actions Items Per Outcome/Deliverable Per Start Comple- Personnel IT Sup- Space $, (cap-
Objective Action Item Date tion Date port ital ex-
pendi-
tures)
2. Coordinate employees'
career goals that align 1. Create career path
SP19 Ongoing
with college succession opportunities for employees.
planning.
4.3.3: Coordinate 1. Reduce redundancy of
efforts for faculty/ 1. Coordinate events and efforts by having coordinated
FA18 Ongoing
staff professional professional development. professional development
development. planning.
4.3.4: Leverage
1. Create a portal for
technology for 1. Increase access across
sharing of professional SP19 SP20 Yes
increased access to campuses.
development resources.
remote sites.
2. Use of streaming
technologies to broadcast
1. Increase awareness and
college professional FA18 Ongoing Yes Yes
participation.
development activities and
forums.
3. Increase use of web
conference software to 1. Increase professional
FA18 Ongoing Yes Yes
conduct meetings and development participation.
trainings.
Strategy 4.4: Promote QCC to wider Central Massachusetts community.
Project Leaders: Lillian Ortiz
4.4.1: Through
cross training,
1. Enterprise-wide customer
create a holistic
relationship management
business outreach 1. Identify and create a
system instituted creating a
strategy that central hub for corporate/
strategic system of categorizing SP19 Ongoing
coordinates community outreach and
and prioritizing relationships,
and maximizes engagement.
leading to increased multi-level
corporate
corporate partnerships.
engagement within
the QCC territories.
2728
Review Objectives Actions Items Per Outcome/Deliverable Per Start Comple- Personnel IT Sup- Space $, (cap-
Objective Action Item Date tion Date port ital ex-
pendi-
tures)
2. Create corporate/
community teams, for 1. Increased enrollment/
SP19
coordinated and strategic revenue generation.
outreach.
3. Provide internal training
1. Understanding of how to
for QCC faculty and staff
provide services in a client
on how to work with SP19 Ongoing
driven, P&L (profit and loss?)
external stakeholders and
environment.
business basics.
4.4.2: Regularly
1. Create executive-led
invite participation
"Communities That
from key 1. Multi-agency collaboration
Work Partnership"
community advancing a range of different SP19 Ongoing
group comprised of QCC
partnerships when QCC strategies/initiatives.
leadership and industry/
ready to launch
community partners.
new initiatives.
2. Identify and promote
small wins to keep 1. More strategic, deeper-level
SP19 Ongoing
external stakeholders community partnerships.
engaged.
4.4.3: Create
1. Q Up for Success
and coordinate
program allowing faculty
staff/faculty 1. More connectedness in the
and staff to volunteer SP19 Ongoing
opportunities to community.
within the community
volunteer within
during work hours.
the community.
4.4.4: Participate/
1. Expand on the number
sponsor local
of events outreach
events that 1. More connectedness in the
departments host in the SP19 Ongoing
strategically community.
community to increase
promote the goals
QCC visibility
of QCC.Review Objectives Actions Items Per Outcome/Deliverable Per Start Comple- Personnel IT Sup- Space $, (cap-
Objective Action Item Date tion Date port ital ex-
pendi-
tures)
4.4.5: Actively
1. Expand on the number
promote
of events outreach
educational 1. More connectedness in the
departments host in the SP19 Ongoing
opportunities to community.
community to increase
our community
QCC visibility
partners.
Strategy 4.5: Establish more meaningful relationship with alumni in the community.
Project Leaders: Lillian Ortiz, Nancy Schoenfeld
"1. Number of alumni actively
4.5.1: Create involved in current initiatives/
opportunities for events increased by 20%. Yes (1 new
QCC alumni to 1. Engage alumni in first- 2. Hold at least 1 mentor alumni
SP18 Annually
actively participate year alumni reunion. training session per semester. relations
in current QCC 3. At least 60% of mentor/ staff person)
initiatives/events. mentee pairs are matched
according to major "
2. Recruit alumni who
are QCC community
and business partners to FA18 Annually Yes
become mentors to current
QCC students.
3. Deliver mentoring
training sessions for Yes Yes
alumni.
4. Pair students and
mentors based on student Yes
major and industry.
4.5.2: Offer
1. Share timely CE
continuing 1. Number of alumni who take
opportunities with alumni
education (CE) advantage of CE opportunities SP18 Annually Yes
by social media, email and
opportunities to increased by 20%.
newsletter.
QCC alumni.
2. Propose incentives such
as discounts for alumni
FA19 Annually Yes Yes
interested in QCC CE
opportunities.
2930
Review Objectives Actions Items Per Outcome/Deliverable Per Start Comple- Personnel IT Sup- Space $, (cap-
Objective Action Item Date tion Date port ital ex-
pendi-
tures)
4.5.3: Utilize alumni
1. Increase number of
for volunteering in
alumni volunteers who can 1. Number of alumni mentor
the community and
become mentors based volunteers increased by 20%.
provide expertise FA18 Annually Yes Yes
on their expertise to QCC 2. Host professional networking
to current QCC
students who have the same events at least once per year.
students as well as
type of goals.
other alumni.
2. Provide opportunities
for alumni to network and
share their knowledge in
their areas of expertise with
FA19 Annually Yes Yes
current fellow alumni as
well as QCC community
partners and area
businesses.
4.5.4: Create 1. Identify alumni willing 1. Number of alumni who
mentorship to volunteer and share become mentors to QCC
program between expertise with current QCC students increased by 20%. 2.
FA19 Annually Yes
QCC alumni and students (through email, 50% of participating mentors
current QCC social media, meetings, in 2018-2019 will sign up as
students. etc.). mentors in 2019-2020.
2. Engage interested alumni
by sharing information
regarding QCC mentorship
Yes
programs at specific
mentorship recruitment
events.
3. Deliver mentoring
training sessions for Yes Yes
alumni.Goal 5: Strengthen QCC’s organizational sustainability.
Budget Impact
Review Objectives Action Items Per Outcome/ Start Comple- Person- IT Sup- Space $, (cap-
Objective Deliverable Per Date tion Date nel port ital ex-
Action Item pendi-
tures)
5.1: Design an efficient, effective, and sustainable organization model.
Project Leader: Steve Marini, Lillian Ortiz, Nancy Schoenfeld
5.1.1: Use data analysis and
trends to forecast institutional
1. Cognos training
budget, program mix, student 1. Expand COGNOS
across departments
enrollment streams, retention reporting capabilities across SP19 Ongoing Yes
and expand Cognos
and support, personnel, and departments.
availability.
space utilization, paying
attention to location nuances.
1. Make a go or no-
2. Conduct analysis on the go decision, and
SP19 SP20 Yes
purchase of a data warehouse. communicate it
widely.
1. Eliminate
redundancies and
3. Evaluate the organization to
establish strategic
identify opportunities to more
reduction in
efficiently utilize staffing, FY19 FY21 Yes Yes
resources across
technological solutions, and
the college in
streamlined processes.
line with budget
requirements.
5.1.2: Deepen integration with 1. Increase outreach to Yes -
local P-12 school districts, organizations and companies 1. Revenues and Third
organizations and companies to supply credit and non credit accessibility are SP19 Ongoing Party
that serve non-traditional course programming at their increased. Re-
students. locations. sources
2. Develop financially- 1. Achieve a balanace
sustainable dual enrollment/ between yield and SP19 SP20 Yes
early college program models. break-even cost.
3132
Budget Impact
Review Objectives Action Items Per Outcome/ Start Comple- Person- IT Sup- Space $, (cap-
Objective Deliverable Per Date tion Date nel port ital ex-
Action Item pendi-
tures)
1. Increase the
3. Increase awareness number of students
of industry-recognized earning industry-
credentials within courses recognized FA19 FA21 Yes
offered to P-12 school districts credential from P-12
and non-traditional students. and nontraditional
markets.
5.1.3: Implement a process for 1. Identify data points 1. Dashboards are
addressing program growth/ necessary to acertain created tracking
FA19 FA21
retirement and a financially program growth/retirement key performance
sustainable program mix. and fiscal sustainability. indicators.
2. Develop a strategy for 1. A sustainable
introducing new or niche relevant program FA18 SP20 Yes Yes
programming. model created.
1. Create a collegial
5.1.4: Devise a system that
and collaborative
rewards and promotes building
1. Training of all faculty and environment and
a culture of collaboration and
staff in culture change. improve service
professionalism across the
focused on student
college.
success.
Strategy 5.2: Create efficient and effective organizational structure and systems.
Project Leader: Steve Marini
1. Staff, faculty and
5.2.1: Assess current IT student account data
infrastructure and implement a 1. Active Directory/Single Sign centralized for ease
SP18 FA21 Yes Yes
comprehensive IT improvement On of use and lowering
plan. administrative
overhead.
1. Annual costs
2. Develop and implement a for system quality
desktop computer lifecycle replacements and SP19 FA21 Yes Yes Yes Yes
replacement plan. improvements
stabilized.Budget Impact
Review Objectives Action Items Per Outcome/ Start Comple- Person- IT Sup- Space $, (cap-
Objective Deliverable Per Date tion Date nel port ital ex-
Action Item pendi-
tures)
1. Annual costs
for replacements
3. Develop and implement
are stabilized,
a consistent server lifecycle SP19 FA21 Yes Yes
and downtime of
replacement plan.
potentially critical
systems avoided.
5.2.2: Develop and implement
1. Expand CAMIS/Capital
a plan for maintaining and
Asset Management Info 1. Life cycle on
upgrading campus buildings,
System to incorporate buildings/equipment SP19 FA21 Yes
furniture and equipment
preventative maintenance extended.
while reducing QCC’s carbon
work order system.
footprint.
2. List campus deficiencies
into DCAMM Deferred 1. DCAMM DM
SP19 FA21
Maintenance request system funding received.
for funding consideration.
3. Install solar canopies on 1. Reduced carbon
campus lots within state footprint/utilities SP19 FA21 Yes Yes Yes
requirements and timelines. costs.
4. Analyze current furniture
1. Improved
life expectancy across
appearance and
campus – review for design
functionality of SP19 FA21 Yes
consistancies maximizing
rooms and public
space utilization and draft
spaces on campus.
replacement plan.
1. New phone system
5.2.3: Strengthen implemented
interdepartmental and providing improved
1. Implement a new cloud
intradepartmental communication
VoIP (Voice Over Internet SP18 FA19 Yes Yes Yes
collaboration and among staff and
Protocol) phones solution.
communication across QCC better analytics and
locations. reporting on our call
flows.
3334
Budget Impact
Review Objectives Action Items Per Outcome/ Start Comple- Person- IT Sup- Space $, (cap-
Objective Deliverable Per Date tion Date nel port ital ex-
Action Item pendi-
tures)
1. Better
incorporated
remote sites into
main campus
activities through
2. Implement a standardized
live-streaming. SP19 FA21 Yes Yes Yes
streaming video service.
Expanding student
participation and
involvement with
main campus events
and classes.
1. Simplified
1. Analyze current user
5.2.4: Assess current security structure and access
security access control and
posture; develop and allows for better
develop and implement a plan SP 18 FA21 Yes Yes Yes
implement an improvement workflows and lesser
for a more campus-wide tiered
plan. administrative
structure.
overhead.
1. Plan to
2. Evaluate current PII –
consolidate PII into
Personally Identifiable
centralized locations
Information stature and SP19 FA21 Yes Yes
to enhance security
develop and implement a plan
and monitoring of
for improving upon it.
data.
3. Evaluate data classification 1. Standardized
policy, and develop and classification of data
SP19 FA21 Yes Yes
implement an improvement and the security level
plan. associated with it.
Strategy 5.3: Secure resources that enable the college to meet the identified strategies.
Project Leader: Steve Marini
1. Conduct meetings (input
5.3.1: Develop and implement a 1. Cost center survey
& feedback) from cost center SU18 FA18
3-year priority projects plan. is conducted.
managers across the college.Budget Impact
Review Objectives Action Items Per Outcome/ Start Comple- Person- IT Sup- Space $, (cap-
Objective Deliverable Per Date tion Date nel port ital ex-
Action Item pendi-
tures)
1. Capital and
2. Develop and implement discretionary
annual capital & discretionary budgets are SU18 SU19
budgets. developed and
funded
3. Publish potential upcoming 1. A 3-year priority
projects and available funds projects plan is in FA18 SP19
internally. place and published.
4. Establish QCC-wide 1. A group of people
committee to review student responsible for
data, priority projects and establishing annual SU18 SU19
available funding, and set and 3-year priorities
annual priorities. is established.
5.3.2: Pursue funding
1. Identify funding sources for 1. Priority projects
opportunities aligned with FA18 SU19
priority projects. funded.
strategic initiatives.
1. A grants
development
2. Create and implement a
plan aligned with
grants development plan
annual and 3-year WI19 SP19
mapped to priority projects
priority projects is
that need grant funding.
implemented and
published.
1. Grant strategy
3. Review and revise annually remains current
SP19 SU20
the 3-year grants plan. and aligned with
strategic initiatives.
35ACADEMIC YEAR 2018-19 TO 2022-23
STRATEGIC PLAN
Operational Plan
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