Institutional Context | Strategic Planning | Master Plan | Divisional Planning Documents | Summary

Planning Documents, Executive Summaries:

1. Academic Affairs Division
The OCC Academic Master Plan outlines the mission and goals of Academic Affairs with emphasis on Student Learning Outcomes Assessment.   The mission and goals connect directly to the College’s vision, values, mission, and strategic initiatives.  (See the Strategic Planning Flow Chart.)  Through this Academic Master Plan we encourage “college students to become INTENTIONAL LEARNERS who can adapt to new environments, integrate knowledge from different sources, and continue learning throughout their lives.”

To become Intentional Learners, students must be:

1. Empowered Empowered learners

• Effectively communicate orally, visually, and in writing
• Understand and employ quantitative and qualitative analysis to solve problems
• Interpret and evaluate information from a variety of sources
• Understand and work with complex systems and with diverse groups
• Demonstrate intellectual agility and the ability to manage change
• Transform information into knowledge and knowledge into action

2. Informed by knowledge about the natural and social worlds and about forms of inquiry basic to these skills

• Informed learners have opportunities to study
• The diversity of the human imagination and the variety of its expressions across the cultures
• Means of modeling the natural, social, and technical worlds
• The values and histories underlying American democracy

3. Responsible for their personal actions and for civic values.

Responsible learners reflect:

• Intellectual honesty
• Responsibility for society’s moral health and for social justice
• Active participation as citizens of a diverse democracy
• Discernment of the ethical consequences of decisions and actions
• Deep understanding of one’s self and respect for the complex identities, histories, and cultures of others.

Academic Affairs will provide an educational environment of distinction for the Intentional Learner.  We commit ourselves to:

1. Assessing Student Learning Outcomes
2. Creating high quality instructional and cultural programs for a diverse population
3. Preparing students for a rewarding life
4. Developing informed and engaged citizens
5. Encouraging lifelong learning and personal growth.

The Academic Affairs Division through the Academic Master Plan seeks to create Intentional Learners who are empowered, informed, and responsible as defined in Greater Expectations. This will be accomplished through the following goals.

A. Provide a challenging, coherent, and integrated curriculum for all students
B. Establish a shared commitment to high and meaningful educational and ethical standards for students, faculty, and administration
C. Prepare students for success as they transfer to other educational institutions, or enter the workforce
D. Encourage lifelong learning
E. Develop a responsive culture based on accountability and institutional effectiveness

Each of the goals listed below are followed by strategies necessary to accomplish the goals.

Goal A.  Provide a challenging, coherent, and integrated curriculum for all students.

Strategies:

• Develop a revised  “College Experience” course
• Ensure continuing curriculum assessment
• Initiate programs in Writing-Across-the-Curriculum and Writing-to-Learn
• Develop programs in learning communities, interdisciplinary courses, team-taught courses, service learning opportunities, and capstone courses
• Develop college-wide departmental strategies for online course development, format, and delivery

Goal B.  Establish a shared commitment to high and meaningful educational and ethical standards for students, faculty, and administration.

• Collaborate with public school administration and faculty
• Create a system of opportunities and resources for individual departmental professional development activities
• Provide an orientation program and ongoing professional development opportunities for adjunct and new faculty
• Establish a culture of faculty professional development
• Encourage, support, and recognize, faculty and/or administrative technology initiatives
• Support academic leadership development

Goal C.  Prepare students for success as they transfer to other educational institutions, or enter the workforce.

Strategies:

• Incorporate college-level critical thinking, reading, writing, speaking, research, and information literacy appropriate to the discipline in all courses
• Create a coherent and effective system of academic advising for both full-time and part-time students based on technology and face-to-face-advising

Goal D.  Encourage lifelong learning

• Promote activities sponsored by the OCC Center for Peace, Genocide, and Holocaust Studies, and the Office of International Education
• Promote a commitment to lifelong health and wellness activities

Goal E.  Develop a responsive culture based institutional effectiveness and accountability

Strategies:

• Support implementation of classroom assessment techniques
• Develop a comprehensive system to assess each strategy in the Academic Master Plan to ensure, assessment, accountability, and follow-up

2.  Departmental Summary
Academic Affairs consists of eight academic departments and three special programs reporting to the Vice President of Academic Affairs. Additionally, we have added the position of Assistant Vice President for Learning Outcomes.

Vice President of Academic Affairs, Dr. Frank J. Wetta

New Position: Assistant Vice President for Learning Outcomes: Carolyn Lafferty  (Summary of Duties: Curriculum-wide Outcomes Assessment / Director of International Education)

Special Programs:

• Honors Program
• International Education 
• Center for Peace, Genocide, and Holocaust Studies

Academic Departments:

Humanities, Fine Arts, and Media Studies

• Dr. Martin Novelli, Dean
• 17 full-time faculty, 40 adjuncts

English and Literature

• Mr. George Perabo, Dean
• 25 full-time faculty, 25 adjuncts

Science and Engineering

• Mr. John Nawn, Dean
• 12 full-time faculty, 21 adjuncts

Mathematics

• Ms. Carolyn Showalter, Dean
• 15 full-time faculty, 30 adjuncts

Social Science, Education, and Public Service

• Mr. Richard Strada, Dean
• 22 full-time faculty, 67 adjuncts

Health Sciences and Human Performance  

• Dr. Jim Brown, Dean
• 21 full-time faculty, 14 adjuncts

Business, Economics, and Computer Studies

• Mr. Francis Polk, Dean
• 14 full-time faculty, 60 adjuncts

Center for Academic Services

• Ms. Maureen Reustle, M.Ed., Dean
• Testing Service
• Adjunct and New Faculty Orientation and Professional Development
• Tutoring Coordination

3.  Assessment
Note: We made certain format revisions and references to outcomes assessment in the Academic Master Plan following a review by the Vice President for Academic Affairs for FY 07. The document in its essentials remains unchanged. We will complete a comprehensive review of the plan by the end of fall 2005.

The development of the Academic Master Plan included the assessment process that established the Academic Affairs mission as well as the goals and strategies for FY 07In November 2002, thirty-five members of the Ocean County College community representing faculty from each academic department, the instructional deans, and other administrators and support staff met at an off-campus retreat to initiate discussions about an academic master plan. In preparation for the meeting, the participants read Greater Expectations: A New Vision for Learning as a Nation Goes to College (2002), a report of the Association of American Colleges and Universities (AACU). During their discussions, the retreat participants agreed that the AACU report should serve as the basis of OCC’s Academic Master Plan. In this context, Academic Affairs is committed  a continuing and systematic  response to the Middle States self-study recommendations:

Middle States Recommendations

• The College should make learning outcomes/objectives explicit to students at the course level in the course information sheets and at the program level in the descriptions of the Associates and Certificate programs of study in the College catalog.
• The College should include the general education skill objectives within the syllabi of all applicable courses.
• The College should include assessment of student learning outcomes (keyed to the course syllabus) within the periodic course review process.
• The College should review the program goals/objectives and consider a common language and format for describing them.
• The College should include assessment of student learning outcomes (keyed to program goals and objectives) within the periodic program review process.
• Program and course reviews of student achievement should move beyond final course grades to include additional multiple measures of student proficiency.
• The College should develop evidence that assessment of what students learn in courses and programs is being used for the improvement of teaching and learning at the College.

4.  Planning Objectives FY 07  (divisional and department attachments)

5.  Summary
The AACU document advocated “a dramatic reorganization of undergraduate education to ensure that all college aspirants receive not just access to college, but an education of lasting value.”  To achieve this goal, the report called for “college students to become Intentional Learners who can adapt to new environments, integrate knowledge from different sources, and continue learning throughout their lives.”  After agreeing on the basis of the plan, we held a series of meetings that refined the specific success strategies designed to put the Academic Master Plan into effect. We introduced the document to the College Council at the March 2004 meeting.   We will also complete a comprehensive review of the AMP by the end of fall 2005.

2. Business  and Financial Affairs Division
Business & Financial Affairs/Division Mission Statement
The mission of the Business & Financial Affairs Division is to manage, monitor and control the College’s financial resources. This shall be done while providing quality accounting, procurement, retail and administrative services in an efficient, courteous and service-oriented manner.

Accounting Department Mission
The mission of the Accounting Department is to meet the financial and accounting needs of the College community with quality performance in a professional, courteous and service-oriented manner.  The Accounting Office will establish and maintain strong internal controls over the College’s fiscal resources and provide timely, accurate and informative financial information to both internal and external stakeholders.

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3. Economic and Workforce Development Division

1.   Departmental Mission/Goals
The mission of the Division of Economic and Workforce Development is to address the diverse needs of the college and the community by delivering high quality, flexible, and responsive educational programs and services. The Division was established to address the following specific Ocean County College goals:

• To foster education partnerships with community service agencies, business, and government, as well as collaborative programs with other colleges and universities, local schools, and international institutions.
• To encourage the senior population to participate actively in the college community.
• To provide education and training in demand occupations in response to changing labor needs.
• To provide an array of degree and non-degree educational programs including Continuing education courses, workshops, seminars, and other services for professional development, advancement, retraining, and personal growth.
• To promote accessible cultural programming for the college community, area schools, and the general public 

Each operational component of the Division of Economic and Workforce Development is dedicated to making its services accessible to those who live or work in Ocean County.  Education, training, enrichment, and services are offered in a community-oriented, decentralized environment.

2.        Departmental Summary 

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4.       Planning  and Administration Division

1. Divisional Mission      
The mission of the Division of Planning and Administration is to support the college in promoting academic excellence, enriching the teaching/learning process and developing multi-agency partnerships within Ocean County. To this end, the Division supports planning, institutional assessment, decision-making, and the maintenance of a safe, well-constructed campus environment.

Division Goals

• To provide support for the college's planning process;
• Enhanced institutional and environmental protection activities on and off-campus for all stakeholders;
• To assist with the coordination of outcomes assessment that evaluates the college's effectiveness with regard to the following:
  1. mission and goals;
  2. leadership and governance;
  3. student learning outcomes;
  4. administrative structures and services;
  5. institutional integrity;
• To provide management information and policy analysis;
• To collect and report mandated information;
• To maintain, expand, and improve the college's buildings, and equipment;
• To provide a safe and secure community which serves the students, faculty, staff and visitors;
• To conduct research projects for the college and for the public;
• To maintain all college policies and procedures;

2.      Divisional Organization Summary
Listed on the following page is the overall organizational structure for the Division of Planning & Administration.  Currently, the Division has four directors and one technician reporting directly to the Vice President.  The following offices have been established:

• Office of the Vice President of Planning and Administration
• Office of the Barnegat Bay National Estuary Program
• Office of Evening and Weekend Services
• Office of Facilities Engineering and Operations
• Office of Institutional Research and Assessment

3.      Divisional Assessment 
Each office within the Division has assessed data and information unique to its area of operation.  In this summary a number of factors are examined as they impact on the effectiveness of the Division.

• Distance education is thriving and progressing at a rate much faster than traditional modes of education.The division needs to respond by supporting technological advances both in the classroom and in the administrative offices.  New methods of evaluation will need to be developed and implemented.
• The senior citizen age group (65+) in Ocean County is increasing at a rapid rate.The impact of a continuously growing senior population will impact the way we look at our facilities development plan.  Current plans for the Fine Arts Center and future plans for the Health and Physical Education Center will be impacted.
• The three major areas of future demand for the Ocean County labor force are technology, health care and the hospitality industries. Physical facilities must be created and renovated to accommodate technological needs.  Nearly 20% of construction budgets are be dedicated to technology.  This trend is likely to continue well into the future.  Institutional development activities will also be focused on technology, health care and hospitality industries.
• The future Ocean County employee must be equipped with cutting-edge technology skills and be prepared to retrain as technology evolves.
• New and rapidly developing computer technologies and e-commerce are changing the ways individuals and businesses are purchasing goods and conducting business. All new major construction plans will incorporate a section devoted to the technological changes required in the facility.
• Institutions of higher education are adopting pro-active, innovative marketing strategies aimed at students in a customer-centered marketplace. Divisional effort is being devoted to the organization of efforts to document institutional effectiveness.  These efforts will develop analyses that will influence marketing strategies and customer-centered services.

4.   Divisional Planning Goals (1-3 years)

1. Coordinate the development of a new college wide strategic plan, which includes a series of measurable strategic goals
2. Continue to enhance the team approach to problem-solving activities
3. Complete the addition/renovation of the Fine Arts Center by January 2008 within the budget of $11,920,000.
4. Implement the construction of new facilities identified in the Facilities Master Plan
5. Address the deferred maintenance projects identified in the Facilities Master Plan
6. Enhance the beauty of the campus through the development of new connecting pathways and landscaping projections
7. Continue to support the refinement and improvement of the college’s planning project that links with budget allocations
8. Initiate action on the divisional recommendations suggested by the MSA self-study team
9. Continue to encourage staff development opportunities

5.      Overall Summary of Major Divisional Objectives
This section highlights several divisional objectives that directly impact on the seven college strategic initiative:

• Educational Excellence
• Campus Culture In Which All Students Can Reach Their Potential
• Advancement, Partnering and Outreach
• State of the Art Facilities and Technological Support
• Planning and Assessment
• Human Resource Development
• Co-Curricular Programs And Events Designed for Students and Community

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5. Technology and Campus Services Division

1. Mission/Goals
The Division of Technology and Campus Services support the mission of the College with current technologies, information, technical assistance, and training. The Division both directly and indirectly supports elements of the College’s mission, strategic initiatives and goals.  Primary among the elements are:

1. Mission
   1. Discovery, preservation, and dissemination of knowledge.
   2. Preparation of students to thrive in a complex and challenging world.
   3. Role as an educational leader.
   4. Learner centered environment
2. Strategic Initiatives
   1. Energizing by encouraging innovation in programs and services.
   2. Outreach
      1. By being an active partner with the local and global community
      2. Optimizing enrollment
   3. Technology by using emerging technologies in order to strengthen college teaching, student learning, student support programs, and administrative processes
   4. Renewal by encouraging interdepartmental and interdisciplinary collaboration
      1. Promote an open exchange of ideas and information and cultivate a shared frame of reference
      2. Effectively manage, upgrade, and construct the physical resources of the college
      3. Promote the college’s reputation and visibility
3. Goals
   1. Foster educational partnerships.
   2. Evaluate and utilize current technologies that will promote distance learning and enhance all modes of instruction.
   3. Provide education and training in demand occupations in response to changing labor needs.
   4. Offer a comprehensive array of services that support the educational, social, emotional, and physical development of each student in an increasingly diverse population
   5. Provide library services and resources that facilitate learning and research activities of students, faculty, staff, and community members
   6. Maintain a dedicated faculty and staff committed to academic and intellectual freedom, institutional integrity, ethical values, and high standards and performance
   7. Utilize innovative marketing strategies and pursue sources of funding in order to foster the development of a learning-centered environment.
4. Departmental Summary
   Technology and Campus Services is composed of the following separate services:
   1. Library Services
   2. Media Services
   3. Office of Information Technology

The Vice President of Technology and Campus Services reports to the President and is responsible for the effective management and supervision of the departments in the division, including the planning, development, continuity, coordination and evaluation in these areas.  In addition, the Vice President is expected to maintain an awareness of current developments and new higher education applications of relevant technologies, coordinate with and assist other divisions, maintain an ongoing relationships with providers of contracted services, software and equipment vendors, and relevant external agencies (e.g., state and regional consortia, school systems, county government and agencies, cable companies, etc.).The current organization chart for the Division appears on the last page of this document.

6. Assessment
A few institution-wide objectives follow.  In addition, detailed assessment findings and specific objectives can be found in the individual department Planning Documents.  Some of the major elements noted include:

• Infusing technology into all processes of the college
• Enhancing and strengthening the teaching/learning process
• Enhancing and upgrading resources both human and physical

6. President’s Division
Departmental Mission/Goals:
The mission of the Office of the President is to serve as the conduit between the Board of Trustees and the college administration, to ensure the implementation of and compliance with Board policy in the operation of the college, and to exemplify a philosophy that represents the college’s official mission and purpose.  With enthusiasm, care, effective communication, respect, and professionalism, the office strives to provide an environment that positions the college for growth, financial stability, and academic excellence. 

• To provide effective and ongoing communication between the Board of Trustees and the college administration.
• To provide effective leadership and direction for the overall operation of the college.
• To reach out to the county we serve, responding to the ever-changing needs of the community.
• To ensure a welcoming, caring, and academically excellent environment by providing the needed facilities, technology, and financial resources.

Departmental Structure:
The Office of the President consists of the President and three supportive positions, the Executive Assistant to the President, the President’s Liaison, and the President’s Administrative Assistant, which report directly to the President.  In addition, the Executive Director of College Relations and the Assistant to the President for Institutional Effectiveness report directly to the President.

• Vice President of Academic Affairs
• Vice President of Human Resources
• Vice President of Economic and Workforce Development
• Vice President of Technology and Campus Services
• Vice President of Student Affairs
• Vice President of Planning and Administration
• Vice President of Business and Finance

Assessment
The implementation of the Leadership Training Program in Spring 2004 has produced very significant benefits to OCC.  Professor David Wolfe, who was the first participant of this program, is now OCC's permanent Governmental and External Affairs Liaison, because of the outstanding success he achieved in reaching out to legislators and county officials.  His efforts have afforded the President with access to legislators that was unavailable in the past, resulting in many productive conversations, some of which are providing the opportunity to secure millions of dollars in federal funding to support OCC initiatives. In addition, Mr. Wolfe is revitalizing and strengthening community relations and partnerships as he represents the college at various county- and state-wide groups on a regular basis.The President is strongly committed to professional development, recognizing the many significant benefits afforded to the individual and the college.  This Leadership Training Program initiative is extremely important to the college community as it allows employees to showcase talents, skills, and abilities otherwise not utilized in their current positions, as well as to grow professionally.  Just as important, the program serves the college well by placing emphasis, as necessary, on areas and responsibilities to appropriately address current challenges and opportunities.

The President continues participation as an evaluation team chair for the Middle States Commission on Higher Education.  In March 2004, Dr. Larson served as Chair of the Middle States team evaluating the Community College of Beaver County in Pennsylvania.  This year in April 2005, Dr. Larson is chairing the evaluation team for the Middle States reaccreditation visit to Dutchess Community College in New York.  The evaluation visits assess the visiting institution but also provide a greater perspective to the President regarding Ocean County College’s institutional assessment.The members of the Board of Trustees are becoming more involved in the business and activities of the New Jersey Council of County Colleges, allowing them to exchange information with trustees from all of New Jersey’s community colleges to assess OCC’s progress.  Additionally, trustees have a desire and a need to attend state and national conventions, seminars, and workshops to keep abreast of trends and to reinforce the responsibilities of trustees.  As trustees retire and are replaced, new Board members will require continues training.