Strategic Plan

• % students enrolled in >=15 credits in one semester (fall or spring)
• % of students enrolled in >=30 credits in one year (fall, spring, summer)
• % of students enrolled in distance-learning courses
• % of students passing developmental English or Math courses in their first year (fall, spring, and summer)
• % of students completing gateway English or Math courses with a C or better
• Number of tutoring sessions offered in one year (fall, spring, summer)
• % of students retained fall-to-spring and fall-to-fall
• % of credential-seeking students who complete a degree or certificate within 3 years of initial enrollment.

2. Academic Dean, Co-Champion

3. Academic Department Chairs

4. Guided Pathways to Success Committee

5. Office of Institutional Research

Students in career-focused programs are well-prepared for work, and programs demonstrate marketable quality.

• Employer satisfaction with student preparation survey (data currently not available)
• Number of focused workforce development programs validated by local / regional labor data for high-demand jobs.
• Seek/maintain accreditation for career-focused programs, i.e., nursing.

College sustains an excellent reputation in transfer preparation.

• Number of articulation agreements
• Top ten 4-year institutions TRCC students transfer into.

College expands support of faculty development to advance teaching and learning.escription

• Number of Center for Teaching events
• Number of professional development days.

Establish clear, goal-oriented process to evaluate academic programs.

• Systematically evaluate all certificate and degree programs to determine their relevance.

• % increase of enrollment of credit first year and transfer broken out by traditional students (up to age 21) and adults (22 and older), by semester, and by part-time and full-time
• # of students who successfully transfer (if access to additional data from National Clearing House is allowed, add successful completion of Bachelor’s degree)
• Top Ten Transfer-Receiving Four-Year Institutions
• % increase of enrollment of non-credit students
• Data gathered on 15 credit/semester students (enrollment, retention, eventually graduation)
• Graduate Survey (specific questions only)
• Top Ten Feeder high Schools
• Applicant yield rate
• College Career Pathway Enrollment

2. Academic Dean

3. Director of Institutional Advancement

4. Director of Admissions

5. Associate Dean of Workforce Development

6. Guided Pathways to Success Committee

7. Office of Institutional Research

Optimize academic programs with a student-centered approach including making offerings more convenient to students, respond quickly to job market trends and future forecasts, and full-time career counseling.

• Graduate Survey
• Data gathered on 15 credit/semester students (enrollment, retention, eventually graduation)
• Percentage of students taking online classes by term

Strong regional socio-economic opportunities – Make TRCC an acknowledged and trusted resource for the business and industry community to partner in creating strong regional socio-economic opportunities.

• Annual numbers and donations to Foundation by area businesses

• Measure numbers and types of connections with businesses (large and small) – not yet available – need comprehensive list of all businesses involved in all departments/ divisions through advisory boards, committees, internships, etc.

• Room Utilization
• Energy Utilization
• # of non-TRCC events hosted
• Fall, Spring, and Summer enrollment by student types

2. Academic Dean

3. Office of the President

4. Academic Department Chairs

5. Office of Institutional Research

6. Student Services Dean

7. Office of Institutional Advancement

Develop a more robust evaluation program that incorporates both measures of effectiveness and efficiency according to the CIHE standards.

• Effectiveness Measures
• Budget analysis

Engage and Inspire faculty innovation.

• # of faculty and staff attended professional development by type (conference, workshop, courses, etc.),
• # of curriculum change requests (new, modify, termination),
• Percentage of faculty who have completed Teaching Effectiveness Certificate Program.

• Meet critical needs of Eastern Connecticut’s manufacturing industries. Collaborate with Eastern Workforce Investment Board, General Dynamics-Electric Boat, EAMA, and Department of Labor to identify and deliver workforce training and funding. As the Trainer-of-Choice for Outside Machinist, Welding, Introduction to Manufacturing, Carpentry, Painting, and Design classes, deliver training outlined in the EWIB 3-year manufacturing pipeline. Provide assessment of pipeline annually.

2. Academic Dean

3. Associate Dean of Workforce Development

4. Office of Institutional Advancement

5. Academic Department Chairs

6. Guided Pathways to Success Committee

7. Director of Nursing and Allied Health

8. Office of Institutional Research

Pursue more partnerships with Healthcare/Allied Health programs serve community & students Program expansion & creation, weekend, RN-BSN, Allied health, IT/Network, Hospitality, Online courses.

• Implement a Medical Assisting Associate of Science Degree program by Fall 2018, creating alternative degree programs and career opportunities for current and prospective students.
• Implement a Medical Administrative Assistant Certificate program by Spring 2018, creating alternative certificate programs and career opportunities for current and prospective students

Increase internship opportunities for students.

• Appoint a TRCC internship coordinator who collaborates with industry and local employers to increase internship opportunities, and post them on TRCC’s College Central Network.
• # of students participating in internships/co-ops/practicums by academic year
• Annual expenditure of Foundation-sponsored activities