Thaddeus Stevens College of Technology

• Acceptance protocols, policies, procedures completed and tested for the following emergencies:  fire, active shooter, bomb threat, and chemical spill
• Crisis Communication Plan developed, implemented and tested for the emergencies listed above and other contigent situations

Strategy 1.2 Complete the Business Continuity Plan and implement as many provisions as possible

Performance Measure:

• Acceptance of the Business Continuity Plan by the TSCT Board of Trustees
• Implementation of at least 50% of the plan

 2.  EXPAND THE COLLEGE’S FINANCIAL BASE AND CAPITAL ASSETS (Ends Statement, I. C. Fiscal Resources; Strategic Planning Goal 4, Obtain Reliable Fiscal Resources to Accomplish the Goals and Mission of the College)

Strategy 2.1 Employ a Director of Development who works collaboratively with the Director of the Foundation to increase funding directly available to the College

Performance Measure:

• Employment of a Director of Development
• Acquisition of a minimum of $500,000 in funds for the College’s use within one calendar year of employment

Strategy 2.2 Increase lobbying efforts to convert all non-recurring legislative funding in the College’s State appropriation and Higher Education Assistance Grants to a recurring State appropriation.

Performance Measure:

• Conversion of approximately $1.9 million of non-recurring State funding, for operation of the Branch Campus, into recurring funding incorporated into the College’s State appropriation
• Conversion of  State funding to the College in the form of Higher Education Assistance Grants to recurring funding incorporated into the College’s State appropriation

Strategy 2.3 Initiate a Capital Campaign to raise $4 million within three years to serve as a match to the $4 million in the State’s Capital Budget for a new Technology Building

Performance Measure:

• Activation of a contract with Franklin Consulting Group to initiate a Capital Campaign to raise $4 million of matching funds for construction of a new Technology Center

Strategy 2.4 Increase lobbying efforts for the release of approximately $5 million approved for renovations to the Branch Campus

Performance Measure:

• Release of a minimum of $1 million of appropriated State Capital Funds for renovations to the Branch Campus

 Strategy 2.5 Initiate cost savings initiatives to increase available funds without diminishing existing levels of service

Performance Measure:

• Documented savings of a minimum of $100,000 through the implementation of cost containment initiatives that do not reduce current levels of service

Strategy 2.6 Initiate the development of a campus sustainability plan

Performance Measure:

• Identification and assembling of a team to create a campus sustainability plan
• Completion of major elements of the plan
• Implementation of at least 50 percent of the recycling aspects of the plan

Strategy 2.7 Increase revenues from contract training and continuing education and workforce education programs and initiatives

Performance Measure:

• Increase in profits from contract training and continuing education of a minimum of $150,000

Strategy 2.8 Increase revenue from grants

Performance Measure:

• Increase in indirect costs/and or profit from grants and/or grant funded projects of a minimum of $150,000

 3.  IMPROVE THE PUBLIC’S OVERALL PERCEPTION OF THE COLLEGE AND ENHANCE MARKET PENETRATION (Ends Statement, III. B. Public Relations and Marketing; Strategic Planning Goal 5, Development and Implement an Effective Marketing Plan for TSCT)

Strategy 3.1 Develop and implement a marketing plan

Performance Measure:

• A completed and implemented Marketing Plan
• Increase in enrollment of qualified students requiring no developmental courses or programs that is congruent with the goals of the Enrollment Management Plan

Strategy 3.2 Increase the number of presentations and Executive Briefings about the College

Performance Measure:

• Provide a minimum of 15 presentations and/or executive briefings to service organizations, government officials, elected officials, business leaders and community leaders
• Increased awareness of the “value added” by TSCT to the region and the Commonwealth as evidenced by the number of media inquiries and responses to requests for coverage

 4.  IMPROVE ENROLLMENT AND STUDENT PROGRESSION AND GRADUATION RATES (Ends Statement, II. A. Enrollment Management; Strategic Planning Goal 6.2, Establish a Student Success Center)

Strategy 4.1 Implement new admission criteria that have more predictive validity than those currently utilized

Performance Measure:

• Increase of at least 5% in the College’s progression rate one year after implementation of the new admission criteria
• Increase of at least 5% in the College’s graduation rate two years after implementation of the new admission criteria

 Strategy 4.2 Remove all barriers to enrollment that do not affect student quality

Performance Measure:

• Increased enrollment of qualified students in programs

Strategy 4.3 Develop and implement an enrollment management plan that is congruent with the College’s mission and yields full program enrollment

Performance Measure:

• Completed and implemented Enrollment Management Plan
• Increased enrollment in all programs of qualified students distributed by the demographics identified in the plan

Strategy 4.4 Focus enrollment efforts on students who meet the College’s mission and consequently its enrollment management plan that do not require developmental courses or programs

Performance Measure:

• A decrease of 10% in students requiring any developmental courses or programs

 Strategy 4.5 Implement the newly created developmental education process and monitor its effectiveness

Performance Measure:

• Increase of 10% in the number of students who are successful (C or Better) in the related credit course they take following a developmental course.
• Increase of 10% in the number of students taking one or more developmental courses who graduate (Complete data will not be available for this performance measure until the Summer of 2011)

Strategy 4.6 Create a Student Success Center structured upon “best practices” in the field

Performance Measure:

• Within the Hartzell Building: relocation of Career Services; creation of an Advising Center and reconfiguration of the Enrollment Services and Registrar’s areas.
• Creation and documentation of an operational plan for the Student Success Center based upon best practices in the field of student success centers

Strategy 4.7 Join and participate in a national effort to increase college access and success among students of low-income backgrounds

Performance Measure:

• Written commitment to the College Board’s CollegeKeys Compact
• Completion of CollegeKeys Inventory
• Review of current efforts to support low-income students by senior leadership team
• Establishment of strategies and measurable goals to support low-income students at TSCT

 5.  INCREASE INSTITUTIONAL EFFECTIVENESS (Ends Statement, I. B. Assessment; Strategic Planning Goal1, Create a Culture of Continuous Improvement and Learning Throughout the TSCT Community)

Strategy 5.1 Complete and implement an overall institutional effectiveness plan

Performance Measure:

• Acceptance of an Institutional Effectiveness Plan by the TSCT Board of Trustees that integrates the College’s mission, vision, ends statement, strategic plan and budget and includes strategies and performance measures
• Acceptance by the Middle States Commission on Higher Education of the College’s Institutional Assessment Plan

Strategy 5.2  Review, analyze and when appropriate, implement “best practices” from higher education and other organizations

Performance Measure:

Implementation of at least one new “best practice” in each major activity area of the College

6.  CONTINUE TO IMPROVE DIVERSITY THROUGH RESTRUCTURING ENROLLMENT AND RECRUITING PRACTICES; ADDRESSING ISSUES OF AFFORDABILITY, ACCESSIBILITY AND STRATEGIC RECRUITMENT AND RETENTION STRATEGIES (Ends Statement, I. A. Diversity; Strategic Planning Goal 2, Attract and Promote the success of a Diverse Student Population)

Strategy 6.1 Develop recruiting strategies for faculty and staff that will yield diverse applicant pools

Performance Measure:

• The creation of two separate recruiting plans, one for faculty and one for staff, that will attract more diverse pools of candidates.
• A minimum of one minority and one female candidate interview for every position. Exceptions would require approval by the President with advice from the Human Relations Committee.

Strategy 6.2 Develop recruiting strategies that yield a more diverse enrollment of qualified students in all programs

Performance Measure:

• An increase of a minimum of 10% in the targeted enrollments identified in the Enrollment Management Plan

 7.  ENHANCE ECONOMIC DEVELOPMENT THROUGH WORKFORCE DEVELOPMENT AND CONTINUING EDUCATION (Ends Statement, I. E. 5. Provide Complimentary Workforce Development and Continuing Education Programs Directed Primarily to Incumbent Workers and Focused on Regional Business and Industry Training Needs; Strategic Planning Goal 3, Ensure Flexible Programming and Services to Meet Customer Needs)

Strategy 7.1 Create and implement a strategic Workforce Development and Continuing Education Plan

Performance Measure:

• Completed Workforce Development and Continuing Education Plan that addresses such areas as: contract training; continuing education; grant funded education and training programs; and cross-functional initiatives.  The Plan will include specific performance measures.

Strategy 7.2 Create new partnerships and alliances with business, industry, agencies and the Lancaster Workforce Investment Board

Performance Measure:

• Increase of a minimum of $150,000 in profit and/or indirect funds from efforts and initiatives in this area

Strategy 7.3 Continue to create the policies, procedures, and infrastructure required for this area

Performance Measure:

• The following completed and documented policies: compensation; indirect costs; and allowable expenses
• Functioning credit card payment system on the College’s website
• All information regarding Workforce Development and Continuing Education on the college's website is current

 8.  IMPROVE STUDENT SUCCESS (Ends Statement I. E. Curriculum; Strategic Planning Goal 3, Ensure Flexible Programming and Services to Meet Customer Needs; Strategic Planning Goal 6.2, Establish a Student Success Center)

Strategy 8.1 Create a Student Success Center structured upon the “best practices” in the field

Performance Measure:

Within the Hartzell Building:  relocation of Career Services; creation of an Advising Center and reconfiguration of the Enrollment Services and Registrar’s areas.

Creation and documentation of an operational plan for the Student Success Center based upon best practices in the field of student success centers.

Strategy 8.2 Design and implement at least one new program delivery system that provides increased flexibility

Performance Measure:

A minimum of one program delivered through individual courses outside of the block schedule format

Strategy 8.3 Develop a minimum of two general education courses for distance education: (1) ENG 106 Composition I; (2) MATH 126 Technical Mathematics I

Performance Measure:

English 106 and Mathematics 126 both developed as distance learning courses and approved by the College’s Administration

9.  DEFINE THE VISION FOR THE COLLEGE IN MEASURABLE TERMS AND INITIATE THE DEVELOPMENT OF A CAMPUS MASTER PLAN (Board of Trustees’ Policy Title: Governing Style; Strategic Planning Goal I, Create a Culture of Continuous Improvement and Learning Throughout the TSCT Community)

Strategy 9.1 Conduct a Board of Trustees’ retreat which produces a clearly defined vision for the future of the College

Performance Measure:

Board created and approved vision for the College with clearly defined goals

Strategy 9.2 Create and advertise a Request for Proposal to develop a Campus Master Plan

Performance Measure:

• Receipt of at least three proposals to facilitate the creation of a Master Plan for the College in response to the College’s  Request for Proposal