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C O MMU NITY COLLEG E Strategic P lan 201 0 2015 Gateway Community College Strategic Plan 2010 2015 G AT E WAY N e w H av e N aNewdGateway Community College e N , N Haven and NorthH HConnecticut N o r t Haven, av CoNNeCtiCut

Table of Contents Vision and Mission Statement History of Gateway Community College Overview of the Strategic Planning Process Current Environmental Issues and Demographics Statement of Positions Strategic Priority I Student Success Strategic Priority II Community Relations Strategic Priority III Institutional Efficiency and Effectiveness Implementation Goals, Timelines, and Responsibility Strategic Priority I Student Success Strategic Priority II Community Relations Strategic Priority III Insti

Gateway Community College Vision Committed to fostering every learners potential, Gateway Community College provides affordable access to higher education in the Greater New Haven Connecticut region. To enable students to realize their academic, career, and lifelong learning goals, our open doors lead to courses, programs, and degrees that open minds and create opportunities. Supporting students both in and beyond the classroom, Gateway Community College values student success. Gateway Communit

History of Gateway Community College For over 40 years, Gateway Community College has played a major role in the higher educational pursuits of residents including work force development along with social and cultural opportunities at its locations in New Haven and North Haven, Connecticut. In 1992, South Central Community College and Greater New Haven Technical College merged and were renamed Gateway Community College. Gateway serves over 12,000 students each year with an open door admission po

Overview of the Strategic Planning Process In the spring of 2009, Gateway Community College formed the Strategic Planning Steering Committee to present the President with a 5year strategic plan for the College. The Connecticut Economic Resource Center CERC was retained to facilitate information gathering among stakeholders of Gateway Community College. CERC conducted focus group sessions on both campuses among multiple stakeholders including the steering committee, students, staff, faculty, key

Current Environmental Issues Availability of funding sources will continue to be negatively impacted by the economic slowdown. Connecticut faces a significant budget shortfall due to the nationwide recession. Federal funds for community college initiatives may become available for specific programs in the coming years especially in the disciplines of healthcare and sustainability workforce development. Gateway Community College must compete with an increasing pool of applicants for more limited

innovative teaching methodologies to respond to changes in student learning modalities. Market penetration of highspeed Internet access will provide improved access for students including students with disabilities and those in more remote geographic locations. Access to highspeed internet is essential for student success and provides an engine for economic growth. Changing College demographics. 2000 Fall 31.1 1,060 3,097 4,157 60 40 58 20 11 11 1.0 70.9 2009 Fall 27.7 2,474 4,373 6,847 60 40

Strategic Priority I Student Success Gateway Community College will provide the services necessary to support students shortterm and longterm goals during their academic journey. Gateway supports and encourages students to cultivate their intellectual development, prepare for their future and establish a foundation for lifelong learning. A. Will provide access to College resources for all students by 1. Increasing student access to fulltime faculty across campuses, departments, time periods and

Strategic Priority II Community Relations Gateway Community College collaborates with our external stakeholders to understand their needs and create mutually beneficial opportunities through the Colleges programming and activities. A. Will build awareness of Gateways mission, vision and knowledge of Gateways programs both externally and internally. The Colleges will regularly publish information on Gateways programming and community impact including highlighting the volunteer and community leade

Strategic Priority III Institutional Efficiency and Effectiveness Gateway Community College will provide a quality education in an appropriate environment that is conducive to achieving student success. A. Will create a plan for growth as the College transitions to the new campus 1. Planning and monitoring the effective use of resources to meet the demands of a growing student population across all areas including i. Completing construction of the new campus on time and budget. ii. Establishing

Implementation Activities and Responsibility Strategic Priority I Student Success Goal I.A. I.A.1 I.A.1 I.A.1 Access to College resources Increase the percentage of courses taught by fulltime faculty 100 measurement to 46 Increase the percentage of courses taught by fulltime faculty 100 measurement to 52 Reduce the difference in the percentage of day courses and percentage of night courses taught by fulltime faculty by 10 Equalize the percentage of day courses and percentage of night courses tau

Goal I.C.1 I.C.1 Effectiveness of Student Services Establish benchmark standards for student services outcomes and effectiveness I.C.1 Implement streamlined registration process including the entry of authorizations and new student processes I.C.1 Annually establish an additional advisory panel for student services departments with benchmarks I.C.1 Select and pilot a student services assessment tool such as Learning Reconsidered in one area I.C.1 Annually evaluate service effectiveness and modif

Goal I.C.11 Committee will evaluate and assess current advising processes I.C.11 Faculty and staff will be trained and advising plan will be implemented I.D Library and Information Resources I.D Increase the number of students who are satisfied with the library resources and services as measured by LibQual data to 65 I.D Increase the percentage of library information literacy classes by 65 I.D Develop and offer a college instruction program that incorporates information and technology literacy I

Implementation Activities and Responsibility Strategic Priority II Community Relations Goal II.A II.A II.A II.A II.A II.A II.A II.A Marketing Plan Implement the marketing plan to grow media presence by 10 Implement the marketing plan to grow online media presence by 10 College Website Develop a management plan for the website including staffing, design, and content Revise the virtual catalog and program pages as governance approves changes All program descriptions will include outcomes on the we

Goal II.B.3 II.B.3 II.B.3 Participate in professional associations with our education partners K12 Relationships Establish clear channels of communication with K12 partners to develop common understanding of student needs and cooperation. Report semiannually Expand partnership with City of New Haven to create articulation agreements to align with New Haven Promise and similar opportunities Establish a Service Learning and Internship Committee and identify our current efforts Establish a committe

Implementation Activities and Responsibility Strategic Priority III Institutional Efficiency and Effectiveness Goal III.A III.A.1 Plan for Growth Implement the construction plan to meet deadlines and budgets as specified. Monthly reports to the community on status. Topping off stage Establish a campus plan for infrastructure allocation providing for the new campus, existing campuses, and enrollment growth Establish focus groups of faculty, staff, students, and the community to develop communicat

Goal III.C III.C Credit Programs Annually conduct program reviews on 20 of the programs and communicate findings including action plans Annually conduct program reviews of all program annual reports to evaluate meeting of Continuous Quality Improvement goals. Communicate findings including action plans Credit Free Programs Annually conduct reviews on 20 of all programming and communicate findings including action plans Annually conduct reviews of all programming annual reports to evaluate meetin

Goal III.D.4 Annually increase the number and quality of grant applications and awards Raise total programmatic and endowment funds 1,000,000 Raise total programmatic and endowment funds 11,000,000 Employee Effectiveness Annual increase the dissemination of information on professional development opportunities including inhouse, insystem, and external to all faculty and staff Annually reinforce the colleges support for continuing professional development by reminding supervisors of its importan

Long Wharf Campus 60 Sargent Drive New Haven, CT 06511 North Haven Campus 88 Bassett Road North Haven, CT 06473

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