ACC Strategic Planning Handbook - Arapahoe.edu
StrategicVISION 2020W o r k in g A s O n e f o r a G r e a t e r A C C
A Message from the PresidentGreetings!An environmental scan and analysis drove the reviewEach of the strategic directions established by ourThank you for taking the time to peruse Arapahoeof our Vision, Mission and Values Statements toACC community is accompanied by strategic goalsCommunity College’s strategic plan, Strategic Visionbetter reflect successful ventures, emerging issuesand activities, along with measurable outcomes by2020. I hope you enjoy reading our plan for workingand complex challenges. Strategic directions werewhich progress on strategic directions will be assessed.as One for a greater College. ACC’s strategic planinformed by pertinent data collected through theTaken together, these strategic components expressreflects an inclusiveenvironmental analysis and campus-wide discussionswhat it means to us to be accessible and innovativeand collaborativeas to the most effective use of resources to accomplishin responding to the diverse educational needs ofeffort by the fullour institutional mission.our community, as well as promoting economiccampus community.Throughout theplanning process, ithas been our goal toengage institutionalstakeholders, includingArapahoe Community CollegeVision 2020Student SuccessTechnology Leadershipstudents, in face-to-Inclusive Cultureface interaction andCollaborative Partnershipspersonal discussion. Our team-oriented process hasprovided an opportunity for both internal and externalcommunity members to voice their perspectives,experiences and views, resulting in shared aspirationsand a common institutional vision – to be the leaderin community college education in the State ofColorado.2opportunities and success.arapahoe community college strategic plan 2015-2020Organizational SustainabilityThe entire ACC team is to be commended for theircontributions to this living document that will berefreshed and reformed based upon ongoingdata assessment and analysis. I look forward tothe collaborative implementation of StrategicVision 2020 that will benefit ACC’s employees,communities and, most importantly, students.Diana M. Doyle, Ph.D.
Vision StatementTo be the leader in community collegeeducation in the State of Colorado.Mission StatementTo provide innovative and responsiveeducational and economic opportunitiesin an accessible, inclusive environmentthat promotes success for students,employees and the community.Statement of ValuesLife-Long LearningWe uphold the highest academicstandards and support the growthand success of each individual.CommunityWe foster trusting relationships andrespectful communication throughcollaboration with our students,employees and community partners.IntegrityWe encourage the free exchangeof ideas in an open environmentthat embraces honesty, respectand personal responsibility.InclusionWe honor an open dialogue in asafe environment that respects andembraces individual differences.strategic plan 2015-2020 arapahoe community college3
SUMMARY OF PLANNING PROCESSTHE GUIDING PRINCIPLES of ACC’scollaborative strategic planning process are inclusion,participation and transparency. The decision processenabled employee groups to build relationshipsbetween faculty, classified and administrative estatestoward establishing shared institutional purposes.The strategic planning process gathered data toaddress strategic questions specifically tied to ACC’sInstitutional Goals.OUR STRATEGIC PLANNING QUESTIONS: What do we need to do to increase thenumber of degrees/certificates awarded? How can we most effectively increase studenttransfer rates to public/private institutions? What strategies can we implement toincrease fall-to-fall retention rates? What steps are needed in order to increasedevelopmental education course successand completion? How can we positively impact enrollmentgrowth, overall and of underserved students?ACC’s Strategic PlanningGuiding hoe community college strategic plan 2015-2020ACC’s strategic planning process decisions weremade to align with the policies of the State Boardfor Colorado Community Colleges and OccupationalEducation, as well as the current and projectedpublic environment.OUR STRATEGIC PLANNING DESIGNPROCESS was managed by the Strategic PlanningProcess Steering Committee, composed of seniorleadership and the strategic planning processcoordinator. The design process was conductedby the Strategic Planning Process Design Councilconsisting of five task forces: Environmental Analysis;Values, Vision, Mission; Strategic Directions;Communications; and Evaluation. The EnvironmentalAnalysis Task Force identified five key factors currentlyimpacting ACC’s planning process that are alsoexpected to significantly transform our environmentover the next five years. The factors are included inthe diagram on the next page. A scan of pertinent,measurable indicators from internal and externalsources was performed for each key factor. Aresulting set of questions guided discussionsregarding the relevancy and timeliness of ACC’sexisting Vision, Mission and Values Statementsand informed the collaborative identification ofACC’s Strategic Directions and Goals for the2015-2020 planning period.THE STRATEGIC PLAN CONTENT COUNCILaffirmed the work products of the task forces,determined if additional information or consultationwas needed and made adjustments to ensurea consistent and logical strategic plan. ACC’sLeadership Team served as the liaison between theStrategic Planning Process Design Council and theStrategic Plan Content Council. Input to the strategicplanning process was also provided by the STRATPlanners Facilitation Team, college-wide strategicplanning meetings, college-wide assessment results,classified and administrative assemblies, facultysenate and student, alumni, business and communityfocus groups. Key leaders in the strategic planningprocess are listed at the end of this brochure.
DIAGRAM OF STRATEGIC PLANNING PROCESSIDENTIFYCONSTITUENTSINSTITUTIONAL PERFORMANCE GOALSWho are our customers and what do they need?Who are our supporters and in what will they invest?Who are our partners and what do they expect?Increase the number of undergraduate credentials issuedIncrease the transfer rate to public/private institutionsIncrease the retention rate from fall-to-fall for full-time and part-time studentsIncrease the remedial course completion success rateIncrease the number of degrees, certificates and transfers of underserved studentsIncrease enrollment growth, overall and of underserved studentsDESIGN ORGANIZATIONAL CHART FOR COLLABORATIVE STRATEGIC PLANNING PROCESSIDENTIFY KEY FACTORS AND CONDUCT ENVIRONMENTAL SCAN/ANALYSISCompetition and Enrollment lity andLab ansportationIndustry/Employment Business tiveSub-FactorsExternalIndustry tate/CCCS TrendsRegionalEmployersFacilities esentationsTAXONOMY FOR INTERPRETING INTERNAL AND EXTERNAL DATAINTERNAL1. What strategies should beimplemented to successfullyachieve ACC’s institutionalperformance goals?2. How might ACC leverage existingpartnerships with high schoolsto increase matriculation yield?3. How can ACC meet student/faculty expectations regardingtechnology over the nextfive years?4. What can ACC do over thenext five years toward providingmeaningful opportunities to thediverse population we serve?5. How will ACC adjust program(credit and non-credit) offeringsto meet the needs of the jobmarket?6. What adjustments will ACC makein hiring practices to recruit/retain quality faculty and staff.EXTERNAL7. How will ACC prioritize,maintain, and fund facilities’improvements to meetoperational needs?8. How will ACC embraceand move forward with thedevelopment of Bachelorof Applied Science programs?1. Based on the identifiedcompetition and currenteconomic conditions, howcan ACC position/differentiateitself as the school of choice?2. Based on emerging technologies,what does ACC need to do tobe competitive over the nextfive years?3. What strategies are appropriatefor responding to the changingdemographics of ACC studentsand surrounding communities?4. How will ACC developmeaningful and robust partnersto meet industry needs andincrease support for theCollege and our graduates?5. What can ACC do to promotethe value of a communitycollege education to thebroader public?COLLABORATIVELY CONSTRUCTVision, Mission,Values StatementsStrategic Plan – Strategic Directions, Strategic Goals,Tasks, Expected Outcomes, BUDGET NEEDSstrategic plan 2015-2020 arapahoe community college5
Five Strategic DirectionsACC’s five strategic directions are shaped by our vision and mission statements that were revisitedin light of the most recent environmental analysis. Values statements remained intact, with the addition of an“Inclusion” value statement verbalizing ACC’s commitment to respecting and embracing individual differences.The five strategic directions are not in any prioritized order; rather, activities toward their accomplishment will besimultaneous and in dialogue with one another. The five strategic directions encompass all areas of the College andtarget where attention will be focused over the next three-to-five years. ACC’s strategic plan is a living document.Annual reviews will be conducted to evaluate the effectiveness of strategic activities and the appropriateness ofstrategic goals in the context of internal and external environments.STRATEGIC DIRECTIONS:Student SuccessCOLLABORATIVE PARTNERSHIPSProvide students with seamless opportunities toachieve educational, professional and personalgoals, from inquiry to completion, throughmeaningful academic and career pathways.Forge and enhance mutually beneficialpartnerships that promote the vitality andrelevance of our curriculum and programs.TECHNOLOGY LEADERSHIPOperate responsively to the needs of ourstudents, staff and community throughresponsible management of human, physicaland fiscal resources.Lead through innovative and collaborative useof technology-enhanced teaching and learningwith integrated, dynamic and accessible systemsacross all College environments.INCLUSIVE CULTUREWelcome and engage individual differences,committing to collaboration and transparencyin communication and decision-making.6arapahoe community college strategic plan 2015-2020ORGANIZATIONAL SUSTAINABILITY
Littleton (Main Campus)Parker CampusLittleton (Art and Design Center)Castle Rock Campusstrategic plan 2015-2020 arapahoe community college7
STRATEGIC DIRECTION–STUDENT SUCCESSProvide students with seamless opportunities toachieve educational, professional and personalgoals, from inquiry to completion, throughmeaningful academic and career pathways.Strategic Goal #1: Provide academicexcellence opportunities for students towardachieving institution-wide learning outcomes.* Expected Outcome: The number of degreesand certificates awarded, the fall-to-fall studentretention rate and the student transfer rate toa four-year institution will increase.* Expected Outcome: A minimum of twoBachelor of Applied Science degrees will beestablished by Fall 2017.Our focus is to provide our students withinnovative and inclusive instruction.Students have an array of resourcesand great departments working togetherto help students be successful.Kate Caruso, FacultY8arapahoe community college strategic plan 2015-2020Strategic Goal #2: Impact studentpersonal growth and development through relevantand meaningful co-curricular retention andcompletion endeavors.* Expected Outcome: Student engagement inCollege activities will increase, resulting in a positiveimpact on the number of degrees and certificatesawarded and an increase retention rates.* Expected Outcome: An effective andinformative exit system will be executed inorder to gain knowledge of a student’sexperience at ACC.Strategic Goal #3: Facilitate a successfulCollege experience for students through effectiveadministrative and support processes.* Expected Outcome: Data on studentsuccess, student processes and studentbehavior will be reported to staff and willguide professional development.* For a detailed list of strategic tasks andthe associated measurables, please go toarapahoe.edu/strategic-plan.
STRATEGIC DIRECTION–TECHNOLOGY LEADERSHIPLead through innovative and collaborative use of technology-enhanced teaching andlearning with integrated, dynamic and accessible systems across all College environments.Strategic Goal #1: Stay informed ofcontemporary technologies and their impact onstudent success.* Expected Outcome: An IT strategic technologyplan will be developed and adopted by spring2016 outlining academic and organizationalneeds, goals and expected outcomes.* Expected Outcome: A recorded measurableincrease in student performance will result fromthe introduction of new technologies.Strategic Goal #2: Provide appropriatetechnology to enhance employee job performance.* Expected Outcome: A progressive increasein employee satisfaction with new/existingtechnologies will improve the ability tocomplete job-related tasks.* Expected Outcome: An IT strategic technologyplan will be developed and adopted by spring2016 outlining academic and organizationalneeds, goals and expected outcomes.* For a detailed list of strategic tasks andthe associated measurables, please go toarapahoe.edu/strategic-plan.Mobile and intuitive interface technologies will presumably be thefuture for community college faculty and students. ACC’s InformationTechnology Department will be the stewards of new technologiesfor the student body, as well as faculty and staff.Joseph McCormick, Director of Information Technologystrategic plan 2015-2020 arapahoe community college9
ACC stands out above the restas a vibrant, accessible, andtransformative community collegethat welcomes and embraces theWelcome and engage individual differences, committing to collaboration, and transparency incommunication and decision-making.individual differences of ourStrategic Goal#1: Maintain sensitivityto the demographics of our students, faculty andstaff within the area we serve.Strategic Goal #2: Demonstrate commitmentto diversified content and experiences across academicprograms and the overall College environment.students, faculty, and staff.* Expected Outcome: ACC’s workforce and* Expected Outcome: Instructional Units,We are strongly committed toinclusive collaboration, shareddecision-making, and transparentcommunication for all.Rachel Weir, Assistant DirectorDisability Services10STRATEGIC DIRECTION–INCLUSIVE CULTUREarapahoe community college strategic plan 2015-2020student body will be reflective of the diversityand demographics of our service area.as well as Administrative and EducationalSupport Units, will consistently meet or surpassidentified benchmarks.* For a detailed list of strategic tasks andthe associated measurables, please go toarapahoe.edu/strategic-plan.
STRATEGIC DIRECTION–COLLABORATIVE PARTNERSHIPSForge and enhance mutually beneficial partnerships that promote the vitality andrelevance of our curriculum and programs.Strategic Goal #1: Establish and foster effectivepartnerships to increase access and student success.* Expected Outcome: The currency and relevanceof existing articulation agreements with partners,will be examined and new articulation agreementsand partnerships will be assessed.* Expected Outcome: An effective collaborationand matrix or process between ACC departmentsto maximize activities with both internal andexternal partners will be established.* For a detailed list of strategic tasks andthe associated measurables, please go toarapahoe.edu/strategic-plan.Strategic Goal #2: Explore andestablish partnerships with business/industry,K-12 Education, other higher education entities,community organizations and government agencies.* Expected Outcome: A pilot program forBusiness and Industry Leadership Teams (BILT)for CTE programs, as modeled by the AdvancedTechnological Education branch of the NationalScience Foundation will be established.* Expected Outcome: Measurable growthin partnerships with business, industry, othereducational entities, community organizationsand government agencies will result, aswell as, demonstrate relevance of trainingprograms, instructional curricula andadministrative processes.I have had the opportunity to work closely with ACC’s staff andfaculty for over seven years and their commitment to the successof our students and contributions to our partnership is beyond measure.Cara Blagg, Manager of Academic Relationships for Jones/NCTIstrategic plan 2015-2020 arapahoe community college11
The key to organizationalsustainability for ACC isthe collaborative, strategicorientation of daily work; theVision is implemented at alllevels of the institution.Donna Chrislip,Executive DirectorInstitutional Effectiveness12arapahoe community college strategic plan 2015-2020STRATEGIC DIRECTION –ORGANIZATIONAL SUSTAINABILITYOperate responsively to the needs of our students, staff and community through responsiblemanagement of human, physical and fiscal resources.Strategic Goal #1: Sustain a workplaceenvironment for employees conducive to professionalgrowth and meaningful participation.* Expected Outcome: An increase in employeesatisfaction with professional developmentopportunities and impact on performing jobduties will be demonstrated.Strategic Goal #2: Promote excellence in botheffectiveness and efficiency of institutional operations.* Expected Outcome: ACC’s Departments/Operational Units will annually assessinstitution-wide Learning Outcomes andutilize results for identified improvements.* For a detailed list of strategic tasks andthe associated measurables, please go toarapahoe.edu/strategic-plan.
STRATEGIC PLANNING PROCESS KEY LEADERSSTEERING COMMITTEEPresident – Diana Doyle, Ph.D.Vice President of Instruction – Diane Hegeman, Ph.D.Vice President of Administrative Services – Cindy Somers, Ph.D.Vice President of Student Affairs – Lisa Matye Edwards, Ph.D.Chief Financial Officer – Joe Lorenzo, M.B.A.Coordinator, Strategic Planning Process – Donna Chrislip, Ed.D.CONTENT COUNCILPresident – Diana Doyle, Ph.D.Vice President of Instruction – Diane Hegeman, Ph.D.Vice President of Administrative Services – Cindy Somers, Ph.D.Vice President of Student Affairs – Lisa Matye Edwards, Ph.D.Chief Financial Officer – Joe Lorenzo, M.B.A.Dean, Arts, Humanities, Business and Technology – Rebecca Woulfe, M.A.Dean, Community and Workforce Partnerships – Matthew McKeever, M.Ed.Dean, Health, Mathematics and Sciences – Samuel DeVries, Ph.D.Dean, Legal, Communication, Behavioral andSocial Sciences – Vanessa Anderson, Ph.D.Dean, Student Services – Connie Simpson, M.B.A.Chief of Campus Police – Joseph Morris, M.S.Executive Director, ACC Foundation – Courtney Loehfelm, B.S.Executive Director, Community andWorkforce Partnerships – Kim Larson-Cooney, M.Ed.Executive Director, Institutional Effectiveness – Donna Chrislip, Ed.D.Registrar/Director, Admissions and Records andInformation Central – Darcy Briggs, M.Ed.Director, Advising and Retention (Student ServicesRepresentative) – Michael McManus, M.A.TDirector, Center for Professional Enrichment – Deb Stieneker, M.A.Director, Child Development Center – Kim Steele, M.A.Director, eLearning – Lee Christopher, M.F.A.Director, Extension Campuses – Jill Garber, M.B.A.Director, Facilities – David Crawford, B.S.Director, Human Resources – Angela Williams, M.S.Director, Information Technology – Joseph McCormick, M.A.Director, Institutional Research – Jon Proctor, Ph.D.Director, Library and Learning Commons – Lisa Grabowski, M.L.I.S.Director, Marketing – Tina Griesheimer, B.A.President, Faculty Senate – Deby Jones, A.A.S.Chair, Administrative Assembly – Dawn Stratton, B.S.Chair, Classified Assembly – Alan StutmanTri-Chairs of Strategic Planning Task ForcesSTRAT PLANNERS FACILITATION TEAMFaculty Representatives:Jennifer Kroetch, M.S., Medical Laboratory TechnologyDoug Mugge, A.A.S., Department Chair, Computer AidedDesign/Drafting, Engineering Graphics Technology,Architectural Engineering, Construction ManagementAnn Oberg, B.S., Department Chair, Pharmacy Technician ProgramAdministrative Representatives:Debra Goldberg, M.Ed., Tutorial Services Coordinator, Student Success CenterJuan Greening, M.B.A., Director, Mail and Printing ServicesPeggy Quinn, M.Ed., Campus Manager, Castle Rock CampusClassified Representatives:Prem Menon, Campus Police OfficerShecobie Richardson, Facilities MaintenanceMeredith Tofield, B.A., Administrative Assistant, Center for ProfessionalEnrichment and Center for Institutional EffectivenessOnce you have engaged campus stakeholdersin crafting a planning process worthy oftheir commitment, you are well-positioned todraft a plan that will move your institutiontoward a shared, compelling vision.Patrick Sanaghan, Collaborative StrategicPlanning in Higher Education, 2009strategic plan 2015-2020 arapahoe community college13
STRATEGIC PLANNING PROCESS KEY LEADERS. continuedDESIGN COUNCILENVIRONMENTAL ANALYSIS TASK FORCEDeby Jones – Faculty Tri-Chair/LT*Jon Proctor – Administrative Tri-Chair/LTAngela Roberts – Classified Tri-ChairTheresa Groff – AdministrativeDenis Kissounko – FacultyCourtney Loehfelm – Administrative/LTJoe Lorenzo – Administrative/LTMatthew McKeever – Administrative/LTVALUES, VISION, MISSION TASK FORCETami Bertelsen – Faculty Tri-ChairRosalie Moncada – Administrative Tri-ChairLisa DeMoulin – Classified Tri-ChairKarla Butler – AdministrativeMiriam Cummings – AdministrativeDiane Hegeman – Administrative/LTRachel Weir – AdministrativeKim Larson-Cooney – AdministrativeMatthew McKeever – Administrative/LTJoseph Morris – Administrative/LTConnie Simpson – Administrative/LTA.J.”Hoppy” Thomas – Faculty*LT – Leadership Team14arapahoe community college strategic plan 2015-2020STRATEGIC DIRECTIONS TASK FORCEAnita Lodico – Faculty Tri-ChairWendy Winter-Searcy – Administrative Tri-ChairNiki Holland – Classified Tri-ChairHaseeb Ahmed – FacultySamuel DeVries – Administrative/LTEvan Kravitz – AdministrativeDavid Lee – FacultyJoseph McCormick – Administrative/LTMatthew McKeever – Administrative/LTMichael McManus – AdministrativeAndrea Reveley – AdministrativeDawn Stratton – Administrative/LTValorie Sundby – AdministrativeTammy Ward – AdministrativeAmy Wilkerson – FacultyMike Wolf – FacultyCOMMUNICATIONS TASK FORCEJohn Hall – Faculty Tri-ChairJeff Duggan – Administrative Tri-ChairAngie Pendell – Classified Tri-ChairVanessa Anderson – Administrative/LTJessica Buckmaster – AdministrativeRachel Weir – AdministrativeCasey Lansinger – AdministrativeVirginia Rodriguez – AdministrativeAngela Williams – Administrative/LTRebecca Woulfe – Administrative/LTEVALUATION TASK FORCEChristy Thomas – Faculty Tri-ChairCheyne Bamford – Faculty Tri-ChairJane Binns – Administrative Tri-ChairBob Shepherd – Classified Tri-ChairCarol Patterson – Administrative/LTLindsay Roberts – AdministrativeCindy Somers – Administrative/LTAlan Stutman – Classified/LTAs of September 2014
May 2015
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strategic planning process Design council and the strategic plan content council. input to the strategic planning process was also provided by the strat planners Facilitation team, college-wide strategic planning meetings, college-wide assessment results, classified and administrative assemblies, faculty
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Jul 17, 2003 · ACC 511 Financial Accounting 5110 ACC 512 Managerial Accounting Systems 5120 ACC 515 Federal Income Taxation 5150 ACC 518 Intro AIS & Databases 5180 ACC 521 Federal Income Tax II 5210 ACC 522 Auditing 5220 ACC 524 Government/Not-for-Profit Acct 5240 ACC 526 AIS: Audit & Control 5260 AC
ACC 111 Principles of Accounting I 4.00 II Lehman ACC 171 Principles of Accounting I ACC 111 Principles of Accounting I 4.00 II Lehman ACC 1000 100-Level Elective ACC 112 Principles of Accounting II 4.00 II Lehman ACC 272 Principles of Accounting II ACC 113 Princ of Intermdte Accountg 4.00 II Lehman ACC 3
55015/Acc. to EN 61547/Acc. to EN 61000-3-2/Acc. to EN 62384/Acc. to EN 62386/Acc. to IEC 62386-101:Ed2/Acc. to IEC 62386-102:Ed2/Acc. to IEC 62386-207:Ed1 Protection class II Type of protection IP20 Logistical data Commodity code 850440829000 Download Data File User instruction OPTOTRONIC L
ACC 102 Accounting Principles II Note: MCC ACC 101 ACC 102 UR ACC 201 ACC 201 Accounting Using QuickBooks ACC 110 Fundamentals of Accounting I Must complete ACC . ANT 205 Archaeology Field School ANT 216 Special Topics in Anthropology ART ART 110 Comics and Sequential Art Accepted as Intro Studio course
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Arapahoe Community College Physical Therapist Assistant Program Physical Therapy Setting Visitation Report Note to the clinician: As part of the admission process for the Physical Therapist Assistant program at Arapahoe Community College, each prospective student is to spend time observing, volunteering, or working in a physical therapy setting.
Bob: Ch. 01Processes as diagrams Ch. 02String diagrams Ch. 03Hilbert space from diagrams Ch. 04Quantum processes Ch. 05Quantum measurement Ch. 06Picturing classical processes
