Strategic Planning Report FY 22-23

1. Develop and implement an eSports Production associate’s degree program.

2. Develop and implement a Technical Theater associate’s degree program.

3. Expand Automotive Technology Program associate degree program to include EV and ADAS training concentration.

4. Expand adoption of First Day digital student textbook and curriculum material options.

5. Expand online degree program partnership articulation with Wilmington Univ.

6. Redesign the Academic Master Schedule in conjunction with Just in Time enrollment management practice.

7. Strengthen retention and completion by full implementation of Aviso earl alert support software and intervention.

8. Identify opportunities to create pathways from non-credit to credit programs.

9. Expand onramp pathways for degree, certificate and workforce enrollment for non-traditional students.

10. Develop a credit distribution model for Associate of Arts GenEd minimum requirements from 45 to 33 credits (per NJAC 9A:1-2.3).

1. Re-enroll students into the Back-On-Track to Degree Completion Program for Spring 23.

2. Provide financial and economic relief support to students by offering discounted tuition in Fall 22 and Spring 23.

3. Provide meal vouchers to students.

1. Formally adopt First Day and utilize comprehensive ISIS student file.

1. Increase the capture rate of Pre-College students who matriculate or enroll post high school completion by 2%

2. Increase the number of undergraduate students who identify as Hispanic/LatinX by 1%

1. Increase the capture rate of Dual Credit students enrolling at CCC.

2. Identify opportunities to create pathways from non-credit to credit programs.

3. Create academic and workforce training opportunities for under-represented adult populations.

4. Partner with school districts to provide high school diploma completion programs and college readiness.

1. Engage faculty and staff in training on bias and microaggressions to contribute to an inclusive campus climate

1. Provide Foundation support to students in need.

2. Ensure the development of an Alumni Association

3. Apply for grants that enhance or create opportunities for student success.

1. Maintain self-service and student planning throughout 2023 academic year

2. Implement catalog system to provide content for www.camdencc.edu website in academic year 2023.

1. Create a safe and accessible campus for all key stakeholders.

2. Evaluate student and employee experience and perception of safety on our campuses.

1. Improve retention and student success through student-centered instruction, co-curricular opportunities and support initiatives.

2. Improve completion and transfer through implementing systems that support students' academic and career plans using Guided Pathways model.

1. Provide faculty members with professional development to understand and utilize a hybrid classroom for effective in-person and online student support.

2. Promote student-centered learning pedagogies through the Teaching and Learning Center and eLearning training workshops and webinars.

3. Research and propose Virtual reality (VR) pilot for an array of degree ad certificate program offerings.

4. Research and establish a Learning Commons for the Wolverton Library.

5. Undertake facility upgrades to the Papiano Gym in support of credit and non-credit programming.

6. Transition the OLOL/Viruta Nursing Program to the Blackwood campus.

7. Solidify 3+1 BSN nursing pathways with Rowan University.

8. Implement Hyflex Adaptive Remote Technology (HART) systems (6) to adapt to remote and in person instructional modalities.

1. Expand contracted partnerships of BHPRSD, Rutgers, The Real Estate School and YALE to increase revenue from leased space by 5% through June 30, 2023.

1. Increase support of technology and incoporate automation for time-efficiency and reduced labor cost.

2. Create a succession plan for personnel in the facilities department (e.g. internship program with CCTech).

1. Implement the Centers for Adult Transtion to College grant and the creation of an Abilities Office by June 2023.

2. Provide enhanced enrollment and student services to students on the Camden City campus by completing the renovations for the One Stop and the student success space by December 2022.

3. Offer and assess 3 PD opportunities with special emphasis on DEI/J initiatives for the Student Affairs division during the Fall and Spring semesters (minimum 6 opportunities total by June 2023).

4. Increase premier and online partner's student participation (Rutgers Camden/Wilmington University) by 10% by June 2023.

1. Expand student funding opportunities through innovative partnerships with local organizations that provide personal and financial services.

1. Ensure all job descriptions promote cultural competence by updating where appropriate.

1. Build a sustainable Foundation calendar that continues to provide support to students in need.

2. Utilize the environmental scan to collaborate with recruitment on needs and institutional focus.

1. Use Campusworks project meetings with other institutions to create opportunities to adopt best practices for Colleague and One Solution ERP long term plans.

2. Implement systems and environments promoting online learning.

3. Automatic integration of data from Colleague to Canvas to Barnes and Noble.

1. Ensure all campuses are trained and prepared for emergency situations in the College environment.

1. Improve and expand high tech learning opportunities.

2. Improve and expand online learning experiences.

1. Review and recalibrate educational and industry advisory boards to serve as a platform for strengthening partnerships, assessment, and for informing employer needs and required training.

2. Enhance the role of program advisory boards in the development of existing and potential CTE programs.

3. Expand the educational and community service footprint of Lincoln Hall, DFT, Marlin Gallery and Black Box Theater, as well as a state-of-the-art instructional space.

4. Re-establish the William G. Rohrer Center as a hub for business and technology (e.g. Cybersecurity, Esports, and Workforce Development).

5. Sustain the Princeton University-Camden County College Teaching Partnership for doctoral student fellowship exchange.

1. Encourage staff to participate in the Professional Development and Training provided by Human Resources.

1. Build capacity to deliver workforce training and trade programs.

2. Increase workforce certification, micro-credentialing, and apprenticeship programs.

3. Create a robust community engagement campaign that fosters community, cultivate relationships and position the campus to serve as an asset to establish and maintain sustainable communities in the City of Camden.

1. Develop a strategic matrix for the Center of Cultural Engagement supported with marketing and communications to capture an increase of 10% in attendees to events.

2. Institute marketing plan efforts for non-credit student opportunities.

1. Plan and implement registration and pay system for Workforce systems in 2023.

2. Assist "The Center" department by creating customer resource management (CRM) system to align the Center initiatives with industry focused opportunities in 2023.

1. Create a safe and accessible campus for all key stakeholders.

1. Expand learning opportunities for all residents of Camden County through collaborative partnerships, including local agencies and school districts.

1. Prepare for and secure successful Middle States Mid-Point Peer Review (MPPR) and cyclical reaccreditation.

1. Ensure that the FY 24 budget planning process is inclusive, timely, factual, and strategic.

2. Ensure compliance with all applicable governing and funding organization in financial reporting.

3. Continue to educate the campus community to ensure that the Finance and Planning information is communicated effectively.

4. Develop a three to five year financial outlook and program/campus financial analysis.

5. Assist in developing and managing the state facilities funding (ELF, HETI,HEFT, Securing Our Children's Future Bond Act).

6. Partner with auxiliary units on campus to provide the best value in facilities support services.

7. Provide analysis and information to guide and inform decision making for our campus community.

1. Formally adopt First Day and utilize comprehensive ISIS student file.

2. Beautification of all campuses to include Barnes & Noble space, breezeway and court yard in Camden.

3. Address Accessibility and ADA compliance around campus on a routine basis.

4. Improve signage across Campuses to ensure consistency and uniformity in size, shape, color, font in conjunction with IA team.

5. Implement digital building directories using LED signage to broadcast College-wide information.

6. Update the Facilities Master Plan to track completed and future renovations to align with the strategic plan.

7. Utilize cost-effective strategies for renovation projects.

8. Continue to support energy savings initiatives in campus renovations.

1. Provide comprehensive mental health services and case management to students to support retention by hiring a full-time licensed mental health counselor and a PT case manager by January 2023.

2. Develop and implement campus-wide texting protocols to increase enrollment and retention by January 2023.

3. Formalize student activities programming and increase participation in student clubs and events by 15% by June 2023.

4. Coordinate the completion of the Radio Station upgrades in an effort to provide co-curricular support and engagement for students by June 2023.

5. Reignite renovation and funding discussions and establish timeline for Papiano Gym facility improvements that will improve services for all constituents including students, athletes, staff, RETC, and the community by December 2022.

1. Ensure all employees have access to continuous improvement processes (automate the performance appraisal system for all permanent employess by 6/30/23).

1. Continue to provide financial resources to students in need through metrics that identify students without them initiating a request.

2. Ensure development of an Alumni Association

1. Convert from physical servers to virtual servers reducing power requirements; migrate equipment to Phila data center

2. Replace network switching and wireless environment.

3. Implement Once Card Door Access control

4. Implement VDI to replace physical desktop infrastructure to upgrade to Windows 10 and Office 2019

5. Implement OneCard system Phase II

6. Implement College Enterprise Communication system

7.Implement Digital Display management system

8. Implement minimum security requirements for cybersecurity insurance coverage

1. Exploit technology to improve virtual coverage and access for the safety of the College community

1. Expand learning opportunities for all residents of Camden County through collaborative partnerships, including local high school districts.

1. Programmatically infuse degree and course curricula with critical thinking content related to Social Justice Education.

2. Encourage a climate of inclusion through the Arts at Camden County College by sponsoring arts-related activities from historically underrepresented groups.

3. Actively offer professional development lectures (courses) and workshops that directly impact social justice practice (in collaboration with the Social Justice Education Committee (SJEC) of the President's Advisory Council.

1. Provide additional capital funding and resources for the Camden Campus to strengthen the experience and ensure equity for the students who enroll there.

2. Offer tuition discounts to minimize costs and increase student's access to affordable educational opportunities.

3. Assist in the development of The Camden Scholars Program to provide academic and financial support to students in Camden City to increase persistence and graduation.

1. Continue staff engagement and support of diversity initiatives to get a more diverse vendor network taking advantage of College opportunities.

2. Continue to promote and encourage participation as it relates to diversity, inclusion and unconscious bias.

1. Develop and implement a behavioral intervention team to address student conduct violation through a holistic lens by June 2023.

2. Facilitate 5 cultural and/or prevention/awareness events that promote a safe and inclusive learning environment for students during the Fall and Spring semesters (minimum 10 total by June 2023).

3. Review and evaluate the Student Code of Conduct and judicial affairs functioning with an emphasis on DEI/J by June 2023.

1. Seek out internal and external partners and stakeholders to provide anti-racism professional deveopment and training for faculty, staff, and students.

1. Ensure all employees exhibit skills in cultural competence by 2023 (update job descriptions).

2. Review and change the Search Committee Procedures to ensure that procedures are promoting the hiring of a diverse workforce by 6/30/2023.

1. Determine feasibility of an outside agency like Achieving The Dream supporting our continued DEI efforts.

2. Collaborate with Academic Affairs on determining feasibility of a Diversity Fellows program.

3. Implement marketing plan strategies around equity and access.

4. Advertise in targeted areas/communities/populations.

1. Look for opportunities to increase staff diversity in new hire process.

2. As a leader at the institution, ensure diversity is an aspect considered in all decisions.

3. Ensure all OIT staff participate and complete employee engagements.

1. Ensure safe, diverse and inclusive College campus experience for all community members.

1. Create partnerships to increase in-service training options for local PDs through FBI.