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4Cs Strategic Plan 2014–2019

Strategic Planning for Academic Excellence Within an Innovation Centered Framework
April 2014

Having successfully completed our 2013 NEASC Five Year Interim Report, on May 7, 2013, Cape Cod Community College officially began the strategic planning process to shape our direction over the next five years. The process enabled the College to reflect on its current mission, examine data and community feedback, and shape the direction and define the strategies as we head to 2020.

Our College faces significant challenges. Recognizing the demographic and funding changes, and the significant investment the Commonwealth and community will make in our science facilities over the next five years, the need to confirm our mission and establish our vision becomes more prominent.

This process of preparing for the future required establishing the Strategic Planning Committee, a collaboration of representatives of the College's constituencies and members of the external community. Dr. Robert Cody, Dean of Science, Technology, Math, and Business, and Dr. Maureen O'Shea, Director of Institutional Research and Planning co-chaired an engaged process that sought input from multiple members of the community at several points in the process.

There were several opportunities for the entire College community to provide input through open forums, College-wide updates and electronic media including use of a special-purpose web site to share supporting materials, draft documents, and the process schedule. Surveys and small group discussions were also held with members of the business, government, and non-profit communities to better gauge awareness of the College and our future direction. The Board of Trustees established a Strategic Planning Subcommittee to review the progress, update the Board, and provide valuable feedback in developing the plan.

During the process the College was particularly mindful of how our mission, vision, and objectives aligned with the NEASC Standards and the Vision Project Outcomes. The process worked successfully and the Strategic Planning Committee developed our plan that was approved by the Board of Trustees on March 25, 2014.

Our priority is student success. As Cape Cod Community College becomes an innovative center for academic excellence and community enrichment, this community of teaching and learning will enable even more people of Southeastern Massachusetts to succeed.

John L. Cox, Ed.D., CPA

Strategic Plan 2014

Executive Summary

Following conversations with community and college stakeholders and an assessment of best practices, educational trends, accreditation standards and with state guidance including the Vision Project frameworks, a Strategic Plan has been developed to guide Cape Cod Community College strategic decisions and academic and operational planning through 2020.

The community and college stakeholders included residents, businesses,organizations, students, faculty and staff. The plan focuses on student success, integration of Community and College partnerships, creation of academic and operational excellence and ensuring long term financial stability and sustainability of the institution.

The plan was overseen by a Steering Committee comprising representatives of all stakeholder groups. Members of the Steering Committee were:

Bob Cody, Dean of Math, Science, Business, Technology and Workforce
Maureen O’Shea, Director of Institutional Research and Planning

Fred Bsharah, Engineering
William Berry, Language and Literature
Mary Sullivan, Mathematics
Kate Martin,History
Paul McCormick, Business
Debra Murphy, Early Childhood Education
Scott Anderson, Art
Laura Seabury, Nursing
John French, Language and Literature

Deborah Sementa, Business
Vana Trudeau, Theater
Mark Forest, Government

Jennifer True, Workforce Education
Rob Mucha, Finance
Jeff Marcotte, Operations
Christine McCarey, Admissions
Georgia Carvalho, Grants
David Biggs, Student Services
Maryann Stacey, Library
Marybeth Lavenberg, Academic and Student Affairs
Cathy Fraser, Distance Learning
Susan Maddigan, Health, Social and Behavior Sciences

Peter Karlson, Entrepreneur in Residence, Cape Cod Chamber of Commerce
Jay Zavala, President, Falmouth Chamber of Commence
Will Shain, President and Owner, The Alternative Board

John Byron
Anne DiFrancesco
Jeein Kang

The process used to build the strategic plan incorporated surveys and key informant interviews of external stakeholders, department and division meetings within the College along with faculty, staff and student surveys. In addition, coffee hour listening and discussion sessions were held throughout the second half of the Fall 2013 semester. Several College wide forums were also held to define process, provide updates and to provide context for the plan development. A survey and College wide forum were also held to develop the College mission and vision statements.

A "Google doc" website was also set up as a repository of all information pertaining to the plan. Access to the website was open to all College staff including the ability to comment on the information, plan, process and focus.

Analysis of the input from stakeholders and assessment of the collaborating and supportive data generated five guiding principles under the theme of a commitment to excellence. The guiding principles are:

  • Community Engagement and Connectedness
  • Innovation
  • Operational Effectiveness
  • Purposeful Communication
  • Student Success

Assessments of the guiding principles with regard to College activities lead to the development of a new mission statement and the creation of a vision statement. The mission statement reflects the continuity of previous strategic plans while the vision statement focuses on the connection to the College's future.

Student success is the first priority at Cape Cod Community College. Asa teaching and learning community, we provide opportunities and pathways that encourage students to achieve their goals. We enrich our unique region through our work, partnerships and students' achievements.

CCCC will be an innovative center for academic excellence and community enrichment that champions student success.

Linking the guiding principles, mission, and vision with an assessment of the College performance in regard to key metrics lead to the development of four College-wide goals and objectives for each:


Goal 1: Empower student success by providing opportunities and pathways to achieve their goals

Objective 1.1: Focus on improving student outcomes of retention, graduation and transfer:


Increase fall to fall retention 15% Fall 2013
Fall 2019
Increase the 6 year ATD success rate 10% Fall 2013
Fall 2019
Increase the annual graduation rates15%, (part of ATD metric) FY 2012
FY 2019
Increase student engagement 8%, as measured by an average of the 5 CCSSE benchmark scores Spring 2011
Spring 2019


Objective 1.2: Incorporate the student learning outcomes of civic learning and civic engagement into the general education graduation requirements:


The student learning outcome of Civic Learning will be incorporated and assessed as a general education requirement. Fall 2013
Not Applicable
Fall 2019
85% of students will have met the student learning outcomes


Goal 2: Integrate the College and Community through partnerships that achieve shared objectives.

Objective 2.1: Create additional community and college connections:


Document the number and type of current connections and increase 15% Fiscal Year 2013–14
Fiscal Year2019–20
Assess the membership and effectiveness of academic program advisory committees Fall 2014
Fall 2019
85% of committees will have been assessed and met standards


Objective 2.2: Expand the opportunities for students to be involved with the community via volunteer, service learning, civic engagement and/or workforce experience


Document the number of current
opportunities and increase 15%
Fiscal Year 2013-14
Fiscal Year 2019-20
Increase the CCSSE average item score on opportunities for engagement outside the classroom 15% Spring 2011
Spring 2014: Pending
Spring 2020
Increase the percentage of high school graduates in our market area that are college ready as measured by placement test performance of new graduates in the fall term 20%. Fall 2013
Fall 2019


Goal 3: Create operational and academic excellence through continuous improvement

Objective 3.1: Achieve higher levels of student learning through development of a systematic process of assessment of student outcomes and more extensive use of assessment results


Document and increase the percentage of academic programs that have begun and implemented an assessment plan 20% Fall 2014
% begun TBD
% implemented TBD
Fall 2019
% begun +20%
% implemented +20%
Document and increase the percentage of full time and part time faculty participating in assessment activities 20% Fall 2014
Fall 2019
% FT +20%
% PT +20%
Merit NEASC re-accreditation through a successful report and site visit in 2018 Not Applicable 2018


Objective 3.2: Develop and implement a systematic process for planning and institutional effectiveness for non-academic departments


Document and increase the percentage of non-academic departments that have designed and implemented a plan for effectiveness and improvement Fall 2014
% begun TBD
% implemented TBD
Fall 2019
% begun +20%
% implemented +20%
Increase student satisfaction 8% as measured by an average of the Noel Levitz Study of Student Satisfaction sub scales Fall 2012
Fall 2020


Objective 3.3: Develop and implement a systematic process for long-term academic planning,including new programs and allocation of faculty lines


Develop evaluation methods and assess functioning of academic planning process from faculty, student and administration perspective Fall 2014
Not applicable
Fall 2019
Process will have been assessed and met 85% of standards
Increase the proportion of course sections that are taught by full time faculty 35% Fiscal Year 2012–13
Fiscal Year 2019–20


Goal 4: Ensure the financial stability and long term sustainability of the institution through a culture of innovation

Objective 4.1: Revise the collegial governance structure to foster collaborative and transparent methods of decision making and resource allocation


Increase PACE survey score on "Institutional Structure" sub scale 15% Fall 2012
Fall 2019
Assess functioning of college committees, including new innovation committee with stage and gate process for vetting ideas Fall 2014
Not Applicable
Fall 2019
85% of committees will have been assessed and met standards


Objective 4.2: Develop resources and infrastructure to meet future challenges


Develop, implement and assess multi-year capital and operating budgets and strategies Fiscal Year 2013-14
Not Applicable
Fiscal Year 2019-20
Budgets are assessed to meet 85% of standards
Increase stewardship levels of facility maintenance 50% to reverse impact of deferred maintenance backlog. Fiscal Year 2012-13
Fiscal Year 2019-20
New Science building and renovation of existing space will be fully funded and completed Fiscal Year 2013-14
Not Applicable
Fiscal Year 2019-20
Construction completed on-time and within budget
Develop, implement and assess enrollment management and projection process Fiscal Year 2013-14
Not Applicable
Fiscal Year 2019-20
Process is assessed to meet 85% of standards


Objective 4.3: Develop and implement clear and accessible policies and procedures


Review current policies and develop a comprehensive policy and procedures manual Fall 2014
Not Applicable
Fall 2015
Web-based document
Assess faculty, staff and student knowledge of and satisfaction with new policies and procedures Fall 2014
Not Applicable
Fall 2019
85% of policies and procedures met standards


Objective 4.4: Strengthen College-wide communications


Develop, implement and assess new communication methods and tools Fall 2014
Not Applicable
Fall 2019
85% utilization and satisfaction of faculty, staff and student with communication tools.

Implementation Plan

The implementation focus will largely be at the Division/Department level. An implementation Steering Committee will be composed of members of the Strategic Plan Steering Committee to ensure linkage of the Division and Department strategies to the overall plan and to act as resources to connect the context and data points to ensure relevancy in each Division/Department activities.

Individual divisions and departments will be responsible for developing strategies and activities to align their activities with the College wide goals and each goal’s objectives. Individual divisions and departments will also be tasked with tracking the outcomes and making changes in their strategies based on measured data to ensure continuous improvement in the performance and scope of their activities as they pertain to meeting the goals.

As necessary, College wide task forces will be formed to help define best practices and act as a resource to the College at-large in key target areas. For example, to support Goal 1, a Student Retention Task Force has been formed as of Spring 2014. The task force is charged with:

  • Examining different College program and initiative retention rates to gather an understanding of effective practices and strategies across academic and support departments.
  • Reviewing the literature,retention initiatives and best practices from our peer and aspirational institutions.
  • Leading and coordinating retention strategies across the College.
  • Recommend a comprehensive "portfolio" of retention initiatives by June 2014.

The task force will continue to coordinate efforts through December 2014. During the Fall 2014, the efforts will be examined and culminate in a recommendation on how to move forward to maximize student retention rates.

The strategic plan will be reviewed annually in terms of updated metrics to assess progress toward the College wide goals and objectives. Each division and department will report on interim measures and contribute to the annual update and review of the plan. The goals and objectives of the plan will also be reviewed annually to ensure that plan is still relevant and functions well to provide guidance on priorities. The strategic plan is designed to be a living document, adaptive and flexible, and will be revised if necessary.

To effectively monitor progress, a strategic planning organizational and tracking software tool will be utilized to integrate and align departmental plan and activities into the overall College plan. The system, Weave Engaged, will be purchased in Spring 2014 and information from each division/department will be entered into the software systemas their plans are developed. This will also foster collaboration and coordinate activities across divisions and departments. The Office of Institutional Research and Planning will coordinate the implementation and documentation of the implementation of the strategic plan.