CECIL COLLEGE | 2015 - 2020 Strategic Plan

The Cecil College 2015-2020 Strategic Plan is an ambitious framework for institutional renewal and growth. Over the past five years the College has responded to many changes occurring in this region. Economic conditions, shifts in market demand, diminished funding, and growing expectations for e-learning are just a few of the emerging conditions that have presented opportunities and challenges. These and many other factors will arise as we look to the future. With this in mind, the strategic priorities for 2015-2020 position Cecil College to respond to our existing student body and build the capacity for the future needs of students and employers.

This will not occur without an institutional commitment to innovative strategies that respond to existing and emerging conditions. Foremost among these is to Drive Academic Achievement. Our greatest success is ensuring that our students attain the credentials needed to transfer and seek employment. Further, we recognize that the value of education will be measured by the success of our students as they transfer and their ability to secure employment. Developing competitive and market-driven skill sets requires a Dynamic Learning Environment. Cecil College students will learn in an adaptive, interactive atmosphere. Strategies are identified to make certain that classrooms are equipped and immersive experiences are embedded, to create an engaging academic experience.

These strategies will be realized, in part, by the College’s efforts to continuously strengthen Community Alliances. Whether it is a matter of promoting public dialogue regarding the value of education or informing public stakeholders of the alignment between economic development and our mission, we will involve our many partners. It is also through collaborative efforts that we will create more opportunities for students to be actively involved in their studies. Very often enriched learning experiences occur through internships, field work, and work-place projects, supported by area employers.

Bold action and resources are required to advance our priorities. Cecil College is steadfast in our commitment to our students and community. Inasmuch, every effort will be made to stimulate Resource Development to support a dedicated and dynamic center of learning. Efforts will be undertaken to seek alternative revenue sources, expand fundraising, and generate growth in our student population. Cecil College will strive to continuously enrich our academic enterprise, serve our students, and be strong partners in our community.

Mary Way Bolt, PresidentCecil College

TABLE OF CONTENTS

Institutional Overview .......................................................................................... 2Vision ...................................................................................................................... 3Mission ................................................................................................................... 3Values ...................................................................................................................... 3Strategic Priorities ................................................................................................. 3One: Drive academic achievement...................................................................... 4Two: Foster a dynamic learning environment ................................................... 5Three: Expand and deepen community alliances ............................................. 6Four: Stimulate resource development to prompt student success ................. 7Strategic Planning Process ................................................................................... 8Strategic Planning Resources ............................................................................... 9Acknowledgements ............................................................................................... 9

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INSTITUTIONAL OVERVIEW

Cecil College offers career, transfer, and continuing education programming that meet the intellectual, cultural and economic development challenges of Cecil County and the surrounding region. The College values each learner’s unique talents and potential by providing support services that promote academic achievement and opportunities for lifelong learning. Through a dynamic learning environment, the College empowers each learner with the skills, knowledge, and values needed for college preparation, transfer to a four-year institution, workforce entry, or personal enrichment.

The College enrolls a diverse student population, ranging from children, recent high school graduates, and working adults to senior citizens. The quality of education that Cecil’s graduates receive is evidenced by their ability to transfer easily, perform successfully at four-year colleges, secure employment, and receive promotions. The College’s annual enrollment in fiscal year 2014 was 3,395 credit students and 3,600 non-credit students.

Currently, the College offers more than 100 degree and certificate programs. Through Career and Community Education, the College offers courses for industry-based licensure, job preparation and training, customized training programs, and personal enrichment. The College places an emphasis on meeting the needs of area residents and employers in a timely manner in all program delivery systems.

“I’m retired and come to Cecil for the fun of it. The ceramics and pottery classes are fun. They are like a social event where people of all ages come together creating an inspiring learning environment. There’s so much to do at Cecil, so for goodness sake – just do it!”Margaret G.

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VISIONCecil College, a dynamic and dedicated center of learning that transforms lives and strengthens our community.

MISSION

Cecil College is an inclusive, open-access college committed to academic excellence and service to the greater region. The College provides a supportive learning environment to a diverse body of students as they build the skills and knowledge to achieve academic success, prepare to transfer, and enter the workforce. Further, Cecil College fosters intellectual, professional, and personal development through lifelong learning opportunities, the arts, and community engagement.

VALUES

Cecil College takes pride in honoring our institutional values.

Collaboration: We foster a cooperative environment that is collegial, seeks consensus, and builds on the strength of each individual within the College and the community.

Compassion: We show care and concern for our students, our community, and each other.

Diversity: We embrace diversity, honor shared governance, and foster inclusiveness.

Excellence: We seek excellence in all facets of our academic enterprise and operations as we serve the College and community.

Innovation: We boldly pursue the most innovative learning environment for our students and community.

Integrity: We demonstrate honesty and respect at all times and act ethically in all matters.

Stewardship: We honor public trust by being principled stewards of the human, fiscal, and physical resources of the institution.

Strategic Priority One:Drive academic achievementStrategic Priority Two:Foster a dynamic learning environmentStrategic Priority Three:Expand and deepen community alliancesStrategic Priority Four:Stimulate resource development to prompt student success

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STRATEGIC PRIORITIES

STRATEGIC PRIORITY ONE | Drive Academic Achievement

Enabling students to reach their fullest potential is foremost in all institutional actions and imperative to Drive Academic Achievement. Cecil College enrolls students representing varied aspirations, interests, and skill levels. Regardless of academic intention or preparedness, students are provided resources and experiences to reach their goals. However, this commitment does not come without challenges. Many students need academic preparation, and others are uncertain of their career path. Regardless, the College honors the highest academic standards while preparing each student to enter the workforce or transfer.

This is achieved at a time when regulatory requirements guiding accessibility, preparatory work, and degree standards are increasing. Concurrently, escalating demand from employers and transfer institutions has accelerated the need to balance academic preparedness and rigor.

The College has implemented many actions to increase retention and completion rates. Academic Programs has retooled preparatory coursework and collaborates with the public schools to improve college readiness among high school graduates. Student Services has realigned practices to enhance student engagement. Further, many degree programs have been streamlined to align with transfer institutions and the workplace. Administratively, the College continuously introduces strategies to focus on preparation and completion. The highest priority of Cecil College is to expand upon these efforts, introduce additional actions, and further drive academic achievement.

GOALS

1.1 Increase degree completion by 2.25 percent annually by integrating college readiness and student success strategies.

1.2 Reduce the time to successfully complete the developmental sequences to one semester for 50 percent of the students.

1.3 Partner with the public schools to develop transition courses to increase college readiness among first-time students.

1.4 Advance strategies that result in 50 percent of the student population completing a degree in a maximum of three years.

1.5 Provide opportunities through Credit for Prior Learning and Competency-Based Assessment for an additional 25 percent of adult learners to receive college credit.

1.6 Launch at least three workforce development programs that rely on credential stacking as a mechanism to leverage existing offerings leading to certification or credit certificates.

1.7 Utilize Cecil College work experiences as a resource to expand internships for students.

1.8 Plan and implement a First-Year Experience for incoming students to influence increases in college retention by two percent annually.

1.9 Create five bridge initiatives to increase the number of continuing education students transitioning to credit programs.

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Cecil College is firm in the commitment to prioritize resource allocation to Foster a Dynamic Learning Environment. Whether financial, technological, physical, or human resources, this commitment is a strongly held practice in all College operations. The majority of funding is allocated to instruction, academic support, and student services. This is particularly important when the College defines effectiveness within the context of completion. Cecil College is funding programs that lead to transfer or work, create clear pathways to completion, and provide resources for student success.

Fostering a learning environment that leads to completion is also evidenced in the financial commitment the College made to expand learning spaces. Since 2010, the College has completed two major capital projects, as well as numerous renovation and minor capital projects. The renovation and expansion of the Physical Education Complex increased learning spaces. The project included laboratory and classroom space needed to launch the Physical Therapist Assistant program. The renovation of science laboratories in FY 2013 expanded capacity and upgraded the spaces and equipment. In FY 2015, the College completed the construction of the Engineering and Math Building. This facility hosts a university offering a bachelor’s degree in Materials Engineering.

The College’s resolve to be a dynamic and dedicated center of learning is carried out through 169 full-time staff. These individuals leverage all resources to ensure that students have every opportunity to be successful. Inasmuch, it is critical that faculty and staff skill sets are continuously refreshed, and they are routinely apprised of resources and expanded capacity. Only through the optimal use of all institutional resources can faculty and staff create the best possible learning experience for students.

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Foster a Dynamic Learning Environment | STRATEGIC PRIORITY TWO

GOALS

2.1 Develop an immersive field experience in collaboration with area employers in 50 percent of career majors by 2020.

2.2 Increase the number of online degrees to at least five and ensure accessibility standards are met in all online programs.

2.3 Formalize professional development opportunities that enrich faculty and staff understanding of our College, students, and community.

2.4 Expand the use of innovative and emerging technologies to enrich the learning environment and improve administrative effectiveness.

2.5 Launch interactive online orientation and “refresher” programs for College employees to develop a congruent body of knowledge among all faculty and staff.

2.6 Inspire learning through the inclusion of agile academic spaces in the 2016-2026 Campus Master Plan.

STRATEGIC PRIORITY THREE | Expand and Deepen Community Alliances

Cecil College enjoys a long history of active community partnerships. A fundamental tenet of Cecil College is to continuously Expand and Deepen Community Alliances. College representatives serve in leadership roles on county and regional boards; the College is publicly recognized as integral to economic development throughout the region; and more than 100 joint programs are forged annually with the public schools. While the extent of collaboration is notable, the College must strive to deepen these relationships with the intent of creating a more prepared and educated workforce.

A persistent challenge faced by Cecil County is the gap between the number of credentialed individuals and workforce needs. Alliances throughout the county are required to raise the perception of educational value. According to the U.S. Census, 36.8 percent of Marylanders hold a bachelor’s degree or higher; nationally the rate is 28.5 percent. With only 22.2 percent of the population in Cecil County holding a bachelor’s or higher degree, county residents consistently fall below state and national degree attainment levels.

Although the College promotes the economic benefits of college completion, the significance of postsecondary education is not a firmly established value among our citizens. In large measure, the belief that a high school education is sufficient for obtaining employment is ingrained in the county’s culture despite evidence that a Cecil College graduate will earn 35 percent more by mid-career than a high school graduate. These conditions affirm the need for the College to forge partnerships that align the value of education with employability, increased salaries, and improved lifestyles.

GOALS

3.1 Promote participation in community boards and initiatives to increase awareness of College programs, professional development offerings, and the arts.

3.2 Deploy a structured process for information exchanges among Cecil College, private industry, and government leaders that promotes public dialogue regarding the value of education.

3.3 Collaborate with elected officials andgovernment agencies to inform public policy regarding a shared vision for economic development and degree attainment.

3.4 Develop strategic partnerships that lead to student internship and apprenticeship opportunities in at least five transfer and five workforce areas.

3.5 Strengthen institutional commitment to job placement and employment tracking to align education and employability for students.

3.6 Increase the number of four-year institutions offering bachelor degrees at Cecil College.

3.7 Strengthen the partnership with Cecil County Public Schools to align College programming with the Cecil County School of Technology and share resources.

3.8 Develop a “visiting professors” program utilizing local business leaders as lecturers in one to three courses annually.

3.9 Host annual forums with local business leaders to collect information related to programming needs.

3.10 Establish five shared programming initiatives with area employers by 2020.

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Maintaining a standard of affordability is a major priority for Cecil College. For this reason, it is critical to continuously Stimulate Resource Development to Prompt Student Success. This may be the College’s most daunting challenge during this period of diminished funding.

The county is Cecil College’s primary funding source, followed by student tuition and fees. The College projects modest enrollment growth over the next five years and, subsequently, slowing revenue projections. The percentage of state aid supporting the College’s budget also has been declining in real and inflation-adjusted dollars.

Many factors influence enrollment and financial projections. Population growth in Cecil County is projected to slow to six percent over the next five years, and high school enrollment is projected for nominal growth through 2020. Both of these factors impact the College’s financial projections. A positive indicator is the percentage of county citizens enrolled in Cecil College has increased.

The College has advanced cost containment measures to redirect resources to emerging demands. These funds are used to enrich the learning environment and experience for students. Despite these efforts, the College must explore alternative resource development strategies to enhance our students’ academic experience. The Cecil College Foundation has become increasingly significant in its support, but more is needed. Enrollment continues to be a significant factor in deriving tuition and fees as well as a driver for state funding. Other revenue sources must be aggressively pursued.

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Stimulate Resource Development to Prompt Student Success | STRATEGIC PRIORITY FOUR

GOALS

4.1 Strengthen enrollment by 15 percent by 2020 with innovative strategies that are embedded throughout the institution.

4.2 Broaden community awareness of Cecil College’s standard of affordability and increased earnings as a strategy to encourage student enrollment.

4.3 Reframe college messaging to emphasize competitive educational value linked to employability and upward mobility.

4.4 Enhance public policy strategies that encourage elected officials and government agencies to increase community college funding.

4.5 Continue to generate growth in all Cecil College Foundation fund development activities to support students and the strategic initiatives of the institution.

4.6 Raise public awareness and scholarship funds for career and workforce training programs.

4.7 Expand the use of off-campus facilities and resources by broadening College alliances with regional partners.

4.8 Increase grant funding by 10 percent with an emphasis on programs that support student success strategies.

4.9 Leverage Foundation scholarships to target programs that support economic development in the region.

4.10 Appoint alumni members to at least three advisory boards to integrate their perspectives into College actions and the identification of potential community resources.

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STRATEGIC PLANNING PROCESS

The College’s planning model sets a foundation for an institutional culture of continuous improvement. Through the documentation of annual outcomes, the College measures effectiveness in serving student and community needs for each strategic priority. These outcomes are used to generate progress reports to validate resource allocation and, at times, the need for additional resources to fully realize College priorities.

The planning process builds “checks and balances” for assessing progress at the strategic and operational levels. The focus of the institution’s Strategic Plan is on achieving priorities over a five-year period. Unit plans are far more tactical and focus on operations within each division. A fundamental criterion embedded in each unit plan is the advancement of actions identified in the College’s Strategic Plan. The integrated nature of this process advances strategic priorities while sustaining a focus on daily operations.

Another feature of this approach is the metrics that are generated to measure progress within each division. The College has seven unit plans that are specific to particular institutional priorities. These plans are adapted to the unique cycles of each division and are updated annually. These updates inform the institution of progress being made at the operational and strategic levels. Results are used to assess progress-to-goal, and the information determines whether actions are successful, are adequately resourced, or are misaligned with the intended purpose. Inasmuch, the College is able to balance resource allocation between strategic versus operational actions.

Through this process of continuously measuring progress-to-goal, the College is able to adjust plans to be more responsive to changes in the environment. This planning cycle enables the College to heighten accountability and initiate improvements throughout the academic year.

STRATEGIC PLANNING RESOURCES

The College’s Strategic Planning Committee met regularly to develop a draft of the Cecil College 2015-2020 Strategic Plan. The committee reviewed studies, research reports, and relevant data prior to identifying recommended planning priorities. Based on the trends and/or findings included in these materials, a draft plan was made available to the college community and external stakeholders for additional feedback. Below is a list of resources used in the planning process.Cecil College Periodic Review Report, 2015Cecil College Strategic Plan Updates for 2010-2015Cecil County Quick Facts from the US Census Bureau, 2013Cecil County Strategic Plan 2014-2019Cecil County, Maryland: Brief Economic Facts (2014) EMSI Inc. Report on the Economic Contribution of Cecil College, 2013Labor Market Analysis of the Susquehanna Region by Sage Policy Group (2012)Northeastern Maryland Region Higher Education Needs Assessment, 2014Maryland State Plan for Postsecondary Education, 2013-2017

ACKNOWLEDGEMENTSCecil College extends its appreciation to the individuals who committed their time and hard work in developing the Cecil College 2015-2020 Strategic Plan.

Cecil College Strategic Planning Committee

Diane Lane, Chair Paula BartlettColleen Cashill Jack Cohen Veronica Dougherty Christy Dryer Chris Gaspare Rebecca Harten Peggy Jenkins Jenel Jones Deborah Judd Adam Kamras David Linthicum Mary Michaels Cindy Mishoe Courtney Mitchell Dan Stoicescu Chris Ann Szep Rebecca Walker Christine Valuckas

Cecil College Board of Trustees

Sarah ColendaRaymond HammDonna HorganHarry Lenderman, Retired 2015David LeatherwoodMark Mortenson Cydney TealWyatt Wallace

Cecil County Advisory Group

Vanessa BrownLaurie ByerRobert DaidoneMark MortensonRichard NadeauCarolyn TieglandLisa Webb

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CECIL COLLEGE | One Seahawk Drive | North East, MD, 21901 | 410-287-1000 | www.cecil.edu

Campus landscape photos by Nathan Cox Photography.