Windward Community College Integrated Strategic Plan 2008-2015
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Download a PDF version of the Introduction and Strategic Plan. The previous version of the Plan is also available.
Introduction
- I. History and Description of the College
- II. Description of the College Planning Process
- III. Mission, Core Values, and Vision of the College
- IV. Planning Context
- V. Assessment of Planning
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University of Hawai'i- Strategic Outcome # 1: Native Hawaiian Educational Attainment
To position the University of Hawai'i as one of the world's foremost indigenous-serving universities by supporting the access and success of Native Hawaiians.
Community College System Action Outcomes
1.1 Increase Native Hawaiian enrollment by 3% per year, particularly in regions that are underserved.
1.2 Promote low-income Native Hawaiian success and graduation by increasing the financial aid participation rate to 28% of eligible students, the total amount of financial aid awarded to $1,321,000, and the number of aid recipients making satisfactory progress by 2015.
1.3 Increase the number and percent of Native Hawaiian students who, if assigned to a developmental intervention, successfully complete that sequence and move on to college-level instruction.
1.4 Increase by 6-9% per year, the number of Native Hawaiian students who successfully progress and Graduate, or transfer to baccalaureate institutions, while maintaining the percentage of transfers Who achieve a first year GPA of 2.0 or higher at the transfer institution.
Windward Community College Action Outcomes
Action Outcomes 1.1 - 1.7 concern only the Native Hawaiian Subset of the entire Windward CC population.
1.1 Design and implement an effective enrollment management and recruitment plan to increase Native Hawaiian enrollment by 3% or 162 students (from 555 to 717) by 2015, especially targeting students from Kahuku and Waimanalo.
1.2 Promote low-income Native Hawaiian success and graduation by increasing Pell Grant participation to 250 by 2015 to equal approximately $501.679.
1.3 Increase the number of Native Hawaiians that complete developmental reading (from 3 to 31), writing (from 12 to 33), and math (from 29 to 51) classes to between 83% and 86% by 2015.
1.4 Increase the number of full-time Native Hawaiian students (from 25 to 37) who complete at least 20 credits in the first academic year with a GPA of 2.0 or higher, and the number of part-time Native Hawaiian students (12 to 18) who complete at least 10 credits in the first academic semester with a GPA of 2.0 or higher by 5% per year.
1.5 Increase by 5% the number of Native Hawaiian students (from 96 to 142) who reenroll in the Spring semester and persist until Fall.
1.6 Increase by 6-9% the number of Native Hawaiians (from 45 to 78) who receive degrees or certificates in the Annual Fiscal Year.
1.7 Increase by 5% per year compounded the number of Native Hawaiian transfers to UH System and non-system baccalaureate institutions who achieve an average GPA of 3.14.
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University of Hawaii System Strategic Outcome #2: Hawaii's Educational Capital
To increase the educational capital of the state by increasing the participation and completion of students, particularly Native Hawaiian, low-income students and those from underserved areas.
Community College System Action Outcomes
2.1 Increase enrollment to 28,000 students by 2015, particularly in regions and with groups that are underserved.
2.2 Provide low-income students graduation and success by increasing the PELL Aid participation rate to 38% of eligible students by 2015, increasing the total amount of PELL aid disbursed to $15,779,000, and increase the number of aid recipients making satisfactory progress.
2.3 Increase the number and percent (to 80%) of students who, if assigned to a developmental intervention, successfully complete that sequence and move on to college-level instruction.
2.4 Increase by 3% the number of students who successfully progress and graduate (3638 degrees by 2015), or transfer to baccalaureate institutions, while maintaining the percentage of transfers who achieve a first year GPA of 2.0 or higher at the transfer institution.
2.5 Increase the diversity and number of programs offered to or in underserved regions by increasing the number and types of programs offered by at least one per two years that can be completed through distance learning technologies.
Windward Community College Action Outcomes
Action Outcomes 2.1 - 2.8 concern the entire Windward CC population.
2.1 Increase enrollment, particularly in regions and with groups who are underserved, from 1781 to 2001 students by 2015.
2.2 Provide low-income student success by increasing PELL aid participation rate to 38% of eligible students (from 428 to 651) by 2015, increasing the total amount of PELL aid disbursed to $1,325,093, and increase the number of aid recipients making satisfactory academic progress.
2.3 Increase the number of students that complete developmental reading (from 7 to 55), writing (35 to 102), and math (105 to 178) classes by 84% by 2015.
2.4 Increase the number of full-time entering students (from 91 to 134) who complete at least 20 credits in the first academic year with a GPA of 2.0 or higher, and the number of part-time entering students (47 to 69) who complete at least 10 credits in the first with academic semester with a GPA of 2.0 or higher by 5% per year.
2.5 Increase the number of students who reenroll in the Spring semester and persist until Fall (from 315 to 465) by 5% per year.
2.6 Increase the number of students (from 127 to 175) who receive degrees or certificates in the Annual Fiscal Year by 3-6%.
2.7 Increase the number of transfers to UH System and non-system baccalaureate institutions who achieve an average GPA of 3.14 by 5% compounded per year.
2.8 Increase the diversity and number of programs offered to or in underserved regions by increasing the number and types of programs offered by at least one per two-year period.
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University of Hawaii System Strategic Outcome #3: Economic Contribution
To contribute to the state's economy and provide a solid return on its investment in higher education through research and training.
Community College System Action Outcomes
3.1 Increase UH Extramural Fund Support by 3% per year
Windward Community College Action Outcomes
3.1 Expand and enhance WCC initiatives to secure private giving, major gifts, and extramural grants (from $2.093,351 to $2,651,796).
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University of Hawaii System Strategic Outcome #4: Global Competitive Workforce
Address critical workplace shortages and prepare students (undergraduate, graduate, and professional) for effective engagement and leadership in a global environment.
Community College System Action Outcomes
4.1. Increase by 3% per year the number of degrees awarded, and/or transfers to UH baccalauraute programs that lead to occupations where there is a demonstrated state shortage of qualified workers and where the average wage is at or above the U.S. average ($38,651 YR 2006).
4.2 Contribute to meeting the State's incumbent worker goal by increasing enrollment of 25-49 year olds in credit programs by 3% per year.
4.3 Increase by 3% per year the number of degrees and certificates awarded in Science, Technology, Engineering, and Math (STEM) fields.
4.4. Increase by 3% per year the number of individuals enrolled in non-credit certificate programs that lead to occupations where there is a demonstrated state shortage of qualified workers and where the average wage is at or above the U.S. average ($38,681 YR 2006)
4.5 Contribute to the development of a high-skilled, high wage workforce through the establishment of new education and training programs that lead to employment in emerging fields as identified as innovative and knowledge-intensive opportunities by the State of Hawai`i DBED&T.
Windward Community College Action Outcomes
4.1. Contribute to the development of a high-skilled, high-wage workforce through the establishment of at least one new specific, career-focused degree, certificate or career pathway per year that leads to employment in emerging fields (innovative, knowledge-intensive – DBEDT fields, including life sciences, health and wellness, information technology, film and digital media, alternative energy, ocean and marine science, earth and space sciences, astronomy, diversified agriculture, dual-use (military/civilian) technology.
4.2 Establish 50 partnerships with employers to create internships and job placements, then increase 3% per year.
4.3 Expand the curriculum that prepares students for nursing, social work, information technology, and other critical workforce shortage areas by adding at least one course per year.
4.4. Create internships and service learning opportunities in the community with successful completion of 180 students per year.
4.5 Promote the knowledge, skills, and opportunities that support current and emerging STEM fields and careers, increasing STEM course enrollments by 3% per year.
4.6. Increase the number of degrees awarded, and/or transfers to UH baccalaureate programs that lead to occupations where there is a demonstrated state shortage of qualified workers and where the average wage is at or above the U.S. average ($38,651 YR 2006) by 3% per year.
4.7 Contribute to meeting the State's incumbent worker goal by increasing enrollment of 25-49 year olds in credit programs by 3% per year.
4.8 Increase the number of degrees and certificates awarded in Science, Technology, Engineering, and Math (STEM) fields. (includes both credit and non-credit) by 3% per year.
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University of Hawaii System Strategic Outcome #5: Resources and Stewardship
To acquire, allocate, and manage public and private revenue streams and exercise exemplary stewardship over all the University's resources for a sustainable future.
Community College System Action Outcomes
5.1 Recruit, renew, and retain a qualified, effective, and diverse faculty, staff, and leadership.
5.2 Build and/or acquire appropraite facilities to deliver educational programs and services in underserved regions of the State, and reduce deferred maintenance on existing facilities to $34.172 million
5.3 Increase non-state revenue streams by 3-17% per year.
5.4 Promote sustainability by making more efficient use of existing resources. 5.5 Develop and sustain an institutional environment that promotes transparency, a culture of evidence that links institutional assessment, planning, resource acquisition, and resource allocation.
Windward Community College Action Outcomes
5.1 Increase the number of faculty and staff from under-represented demographic groups within EEO parameters.
5.2 Develop professional development plans for all faculty and staff, at least biannually, and include professional development funding as a base budget line item equaling 1-5% of each division's personnel costs.
5.3 Grant teaching load reductions for course development, program development, grant development, professional development, and peer mentoring that collectively equal at least 11% of the SCH taught by faculty.
5.4 Build and open a new Library Learning Commons and initiate the design and construction of all new facilities called for in the College's CIP Master Plan.
5.5 Renovate, repair, and maintain all College facilities to meet or surpass established standards for health and safety, handicapped access, energy-efficient climate control and lighting, functionality, and aesthetics.
5.6 Equip all personnel and college facilities with appropriate technologies and tools for effective communication, teaching, learning, and other professional work and scholarly activities. Develop and institute lifecycle replacement schedules to sustain an up-to-date technology infrastructure.
5.7 Establish and staff an Information Services Unit to meet College-wide needs for coordinated technology planning, infrastructure maintenance, instructional design and distance education support, and user technical assistance and training.
5.8 Increase non-state revenues by 3-10% per year (from $5,221,178 to $8,261,465).
5.9 Refine, document, and annually assess College governance structures, policies, and procedures to ensure appropriate participation, input, and effectiveness.
5.10 Expand and enhance institutional research data collection and analysis for measuring student success, course and program outcomes, and institutional effectiveness.
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